Sydney Harbour Foreshore Authority Annual Report 2008–09 Darling Harbour Is Even More Important Now to the People of Sydney Than It Was 21 Years Ago

SYDNEY HARBOUR FORESHORE AUTHORITY ANNUAL REPORT 2008–09 Darling Harbour is even more important now to the people of Sydney than it was 21 years ago. Families come here and it still costs them nothing to enjoy themselves. Sydney is also more ethnically diverse and you see that here. We should celebrate this. – The Hon. Neville Wran AC QC Speaking with people involved in Darling Harbour’s creation gave me an appreciation of the political will and determination needed to make this massive project a reality. Twenty-one years later, we’ve celebrated the vibrant destination it’s become. – Shelly Rowell, Special Projects Officer Contents At a glance 1 Community services 24 Employee development 32 Business effectiveness 14 Indigenous initiatives 25 Human resources 33 Place management efficiency 16 Education 25 Workplace initiatives 35 Creating sustainable precincts 17 Building stakeholder Corporate governance 36 Leadership in sustainability 18 relationships 26 Financial performance 42 Heritage management 20 Outstanding events 28 Appendix 105 A year of industry recognition 21 Supporting the community 29 Index 116 Customers and stakeholders 22 Organisational health 30 Contact us 117 Sydney Convention and Organisational reforms 32 Exhibition Centre 24 Achievements 2008–09 2.6 hectares Farmers’ market 21st celebrations Opened a 2.6-hectare harbourside Launched The Rocks Farmers’ Commemorated Darling Harbour’s park at Ballast Point in Birchgrove Market and an expanded 21st Anniversary weekend market Mariners’ Church $33.1 million Completed a major refurbishment 1.57 million Invested $33.1 million in community of the heritage Mariners’ Church Attracted around 1.57 million services in our precincts in The Rocks. people* to events at The Rocks and Darling Harbour Rewarding jobs Carbon neutral Completed an organisational Made all Authority buildings Industry awards restructure to better align functions, carbon neutral Received eight industry awards for increase productivity and create sustainability, heritage conservation, more rewarding jobs $48 million organisational development, engineering and architecture Generated $48 million in revenue from property in The Rocks, Darling Harbour and surrounds At a glance Sydney Harbour Foreshore Authority owns and manages some of the State’s most significant assets, including Sydney’s heritage and cultural precincts at The Rocks and Darling Harbour. With more than $1.1 billion in assets and around The Authority also owns sites at White Bay Power 230 employees, the Authority manages significant Station, Rozelle railway yards and Ballast Point and commercial and retail leases, provides security, manages other major waterfront assets around cleaning, building maintenance and other facility Sydney Harbour on behalf of other agencies. management services, and cares for the public Sydney Harbour Foreshore Authority was formed in domain and more than 140 heritage items. 1999 under the Sydney Harbour Foreshore Authority The Authority also operates tourism and marketing Act 1998 to consolidate the work and functions of services and holds significant events in The Rocks City West Development Corporation, Darling Harbour and Darling Harbour each year. Between them, the Authority and Sydney Cove Authority. precincts attract more than 40 million visitors annually. *The number of people movements recorded. See page 29 for details on how figures are calculated. Sydney Harbour Foreshore Authority Annual Report 2008–09 1 Our vision To make unique places in Sydney that the world talks about 2 Sydney Harbour Foreshore Authority Annual Report 2008–09 Our purpose To create and sustain living places and great experiences The Authority does this by: Managing places profitably and socially to deliver excellence in our role as manager for Sydney’s significant waterfront and other precincts, balancing visitor, community and commercial expectations. As custodian, to ensure the conservation and interpretation of our natural and cultural heritage. Promoting places effectively to capitalise on the economic and cultural worth of our places, as core attractions for both visitors and Sydneysiders. Developing places responsibly to demonstrate leadership in creating quality environments that are enriching, diverse, accessible and sustainable. To add value by redeveloping surplus government land through a highly-skilled organisation. Managing the organisation efficiently to meet customer and stakeholder needs and expectations. Sydney Harbour Foreshore Authority Annual Report 2008–09 3 Lavender Our places Bay Sydney Harbour Foreshore Authority is responsible for Sydney’s most historically and culturally significant waterfront locations. These responsibilities include the care, protection, management and promotion Sydney of this land and its important buildings. Harbour Kirribilli Walsh Bay Bridge The Rocks and Circular Quay The Rocks is located at the northern part of the Sydney CBD occupying the peninsula between Circular Quay and the Harbour Bridge. It is the place where the first European settlers came ashore in 1788. In The Rocks, the Authority owns and maintains 94 heritage Barangaroo The buildings. It also manages 290 retail and commercial Balmain Circular tenants including waterfront cafes, restaurants, bars and Rocks Quay contemporary shopping, as well as 21 residential tenants Farm and around 200 stallholders of The Rocks Markets. Cove The Authority is committed to ensuring The Rocks is a vibrant place that offers a diversity of experiences for all our White Garden visitors while protecting and enhancing its heritage. With a Bay Island growing residential population and an increasing workforce, The Rocks is changing from a tourist destination to an King intimate village with a new relevance to both locals Street CBD Wharf and Sydneysiders. Pyrmont Darling Harbour Woolloomooloo Darling Harbour was created as a gift to the nation in Rozelle celebration of Australia’s bicentenary. Since its opening Rozelle Bay Cockle in 1988, Darling Harbour has continued to be a place of Bay celebration for the people of Sydney, as well as a hugely Blackwattle popular tourist destination. At Darling Harbour, the Rozelle Bay Lilyfield railway yards Authority oversees the management of 137 tenancies Darling comprising waterfront cafes, restaurants and bars, Harbour contemporary shopping, berths and many of Sydney’s top attractions. Ultimo The Authority is committed to maintaining Darling Glebe Harbour as one of the world’s best waterfront leisure, entertainment and business destinations for Sydneysiders and visitors alike. Key Annandale Major owned or managed lands (Boundaries are indicative only) The Authority also owns sites at White Bay Power Station, N Rozelle railway yards and Ballast Point; is responsible for Leichhardt 21 tenancies at Pyrmont, Rozelle, Lilyfield and White Bay; W E and manages Luna Park Reserve Trust. Sydney S 4 Sydney Harbour Foreshore Authority Annual Report 2008–09 Lavender Bay Luna Park Sydney Harbour Kirribilli Bridge Ballast Point Walsh Bay Park Barangaroo The Balmain Circular TheRocks Quay Rocks Farm Cove White Garden Bay Island King Street CBD White Bay Wharf Power Station Pyrmont Woolloomooloo Rozelle Rozelle Bay Cockle Bay Blackwattle Bay Lilyfield Darling Harbour Darling Harbour Ultimo Glebe Key Key Annandale Major owned or managed lands (Boundaries areMajor indicative owned only) or managed lands (Boundaries are indicative only) N N Leichhardt W E W E Sydney Sydney S S Sydney Harbour Foreshore Authority Annual Report 2008–09 5 Our performance 2008–09 Each year, the Authority sets very high standards to drive business performance. In 2008–09 the majority of our targets were successfully met, however the global financial crisis had a significant influence on our achievements during the year. The table below shows our results under our four key business outcomes: business effectiveness, stakeholder and customer satisfaction, organisational health and financial performance. Further information about our strategic objectives and their alignment to the NSW State Plan, as well as our achievements and challenges, can be found at the beginning of each section of this report. Target Result Target Improvement Result Result Target Key Performance Indicators 2008–09 2008–09 achieved on 2007–08 2007–08 2006–07 2009–10 Business effectiveness – see page 14 Retail vacancy rate – proportion of the Authority's retail properties that are < 5.3% 1.55% Yes 1.8% 4.1% < 5.3% vacant as at 30 June 2009 (excluding ✓ ground leases from lettable area) Commercial vacancy rate – proportion of the Authority's commercial properties that are vacant < 9.9% 17.84% – No 15.9% 2.3% < 9.9% as at 30 June 2009 (excluding ground leases from lettable area) Percentage of debt outstanding for 90 days or more – as a proportion of < 4% 1.6% ✓ No 0.9% 0.9% < 2% yearly revenue Annual sick days per employee < 4.5 days 7.6 – No 6.5 5.6 < 4.5 days Annual reported safety incidents 0 0.12 No 0.09 0.07 0 per employee – Reduction in greenhouse gas Energy Energy Energy Energy Energy -11% Yes emissions and water consumption -19.3% ✓ -13.1% -16.3% -14% – based on the Authority's year 2020 sustainability targets (reductions Water Water - Water Water Water -19% Yes measured from year 2000 base) -39.6% ✓ -25.7% -21.1% -23% Green power purchases – yearly electricity purchases sourced from renewable sources for the Authority’s > 600 cars 548 cars – No 607 cars 641 cars > 600 cars controlled sites expressed in terms of cars removed from the road Authority fleet emissions

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