Royal Opera House: Profile, Objectives, Consumer Trends, Sustainability, Financial Operations, Governance and Management

This report provides a comprehensive overview of the Royal Opera House, including its profile, objectives, consumer trends, sustainability, financial operations, governance, and management. It covers the organization's history, its mission, and its commitment to sustainability. The report also discusses the financial operations of the Royal Opera House, including its sources of revenue and expenditure. Additionally, it provides an overview of the organization's governance structure and management team.

HOSPITALITY

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
The royal opera house profile.....................................................................................................3
Objective of the royal opera house..............................................................................................4
Consumer trends..........................................................................................................................4
Sustainable performances............................................................................................................5
Financial operation or funds........................................................................................................7
Its Governance............................................................................................................................7
How it is Managed .....................................................................................................................8
Key Stakeholder .........................................................................................................................9
How they are affected.................................................................................................................9
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................12

INTRODUCTION
Interview is the procedure to get the ideal opportunity a person ever wanted. In the
interview aside from the preparation, an individual must have the knowledge, skills and presence
of mind to impress the interview and catch their attention in a good way. To prepare a report
about any organization itself demands a decent knowledge about industry, organization, trends
etc. This report emphasizes upon the complete information about the royal opera house in terms
of the introduction, objective, activities, customer trends and all the informantion related to
finance anf funding of the respective organization.. Moreover, the complete study about the stake
holder and the problems they are facing is also included.
MAIN BODY
The royal opera house profile
Royal opera house is the oldest opera house with the performance art venue, situated in
London. It is a so called home for ballet, orchestra and royal opera companies. The opera house
believes in the theory to experience opera and ballet both by everyone so the destination venue
has been made open for every individual in the London itself (Guachalla, 2019). The ROH have
their houses in 53 countries over the globe. They are accepting many more different artist and
trends to expand the organization by accepting different management strategies as well as the
new artists (Armstrong and et. al., 2019). It is one of the world's busiest theatre with 150+
partnership across the globe. Millions of the people are enjoying the work at cinemas and
thousands of the school are so fat engaged with the national learning program conducted by the
royal opera houses.
The royal op[era and the real opera house orchestra have joint together to provide the
extraordinary performance in the live event. Moreover, these performances can have best
thrilling as well as the exciting impact on the audience they have never felt before. These all
performance let the audience experience a new world where they can explore something new
techniques as well as the new artists in the theatre based in the Convent garden. Apart from the
studio, the work can be experience over the globe with the help of outdoor screening, TV, radios,
cinemas etc. Audience of UK have already 598 cinemas and in the world ROH have their
audience in among 53 countries.

Objective of the royal opera house
Objective of the royal opera house is to provide a platform where many more people can
enjoy and engage in various exceptional opera and ballet performance. The organization always
keen to discover new opportunities as well as talent to innovate new masterpiece with fresh
innovative ideas. The objective also describes the priorities of the group such as :
 Strengthen excellence in the services: The overall plan of the royal opera house
consistently do reflect upon the new best ideas from the people and appeal them to a new
possible audience. For the excellence among the work, the ROH develops new exciting
programs to attract the focus.
 Great place to work: Working at the place like ROH make people feel productive and
inclusive at the same time. The place embed their value and behaviour. The ROH seeks
to plan and produce and support the staff to learn, develop and improve here.
 Promoting new talents: The ROH promotes new talents, to enhance the productiveness
the director as well as the higher management authorities choose the talent out of the
league as well, this selection comes with new flavour.
 To develop new and exciting programming: The performances of the ROH accomplish
outstanding quality as well as the content with the best artistic contribution. All due to the
best performance, ticket sell get stronger with the studio occupancy.
 Enhance the front house space: As the pandemic situation are about to over, ROH is
now opened up to provide front space to public so that the people can play here different
activities, different dynamic event to support the creativity.
Consumer trends
Customer trend of any organization can be determined by the new behaviour, opinion or
attitude of the customers. These trends can be depended upon duration of time, culture basis or
acceptability as well. The royal opera house have customers of every age group, so it became
sometimes complex to follow each and every interest aspect. Nowadays customers are more
interested in the short time plays, digital content or diverse matter from traditional league.

Customers always wants diverse performances, the different artists or latest concepts as well.
Nowadays there are few factor customers wants to see in the opera houses such as
 Themed designs: Attractions are the easiest ways that leads the people to stay longer and
spend some more time at the place. This main fundamental is the key towards the growth
of the royal opera houses. Customers always wants something unique, designer and new
that can grab their attention, keeping this on the mind the architect of the royal opera
house designed the houses in very authentic way where innovation meets to the
traditional designs.
 Artainment: A combination of the art with the trending entertainment are the fusion to
make spectacular result are one of the biggest trend of the customers. Customer wants
creativity and entertainment with the performances at the same time (Cusuem., 2020).
The main customer trend the company is following is the digital platform and it is described as :
 Digital platforms: Opera houses are designed in the terms of the best infrastructure and
design that the sound within the houses are so real that customer feels it like a real
experience. Moreover, the live streaming also done in this manner only so that customers
can can have a live experience. Art and artist have already become a big part of the
digital experience where they have a way to expose their art. Social media is playing an
important role in the promotion activities as well. The royal opera house became most
subscribed channel on the Youtube as well as fastest growing Facebook channel within
UK's art performing organization. This has become an essential virtual layer upon the real
worlds. The perfect sound system with the audience can experience live as well as the
real time feeling are the part of augmented reality. BY following the trends thr royasl
op[era house have been UK's first opera house that got maximum subscribers on the
Youtube channel compared to the other houses..
Sustainable performances
The royal opera house have a big milestone of achievement in terms of performance
sustainability. It has been honoured with 5 green stars on the basis of performance rating from
the Australia green building council (GBCA). The opera house became a very first building in
the world to be listed as the heritage-listed building globally and also achieved the certification

for that (Royal Opera House, 2021). Here are few of the factors mentioned to be discussed the
sustainability of the royal opera houses.
 Infrastructure and designs: The land management of the royal opera houses ensured
their food source preservations. The architect of the house incorporated with the
sustainable design elements into the building such as seawater cooling system. These
systems are cost effective investment that reduces power consumption by AC systems.
With massive sculptural shells made of concrete it became an iconic building to be shine
as a masterpiece of a latest modern architecture. These buildings are so unique that
people can and will never tired off.
 Corporate social responsibility (CSR): Each year the opera house tends to host events in
thousands, and also serves millions of meals that are produced with households electricity
as well as the waste. The opera houses are committed to find the innovative and unique
solutions to reduce the carbon footprint and to initiate the eco-friendly environment
(Demirag, 2018). The houses inspire the community to do same by different campaigns
and events. They have efficient water and energy management system. They are playing
the best role towards economy as well by offering training and jobs to the people by
offering them chance to prove on the stage (Braun, 2019). The operas house spends a
decent amount on the front house, a place where all type of social activities can be
performed for free.
 Activities:The opera houses run various activities within the performances. The orchestra
house also tends to perform according to the different version and styles. Various
activities with audience involvement leads the audience towards the program. Various
programs adopted to achieve the sustainability of the business (Ledgerwood, 2017).
 Wellness: Mental health and Wellness attraction are being involved in customer trends in
these days. The important role of including health awareness among the audience have a
positive impact upon the growth of any organization. So the opera house is managing
these sorts of customer trends by involving all the awareness and relative content in their
performances (Blooploop., 2020). Promoting the ballet is good for a person in the
physical manner whereas the orchestra can help to promote the mental health are being
the key factors behind the growing business of the royal opera house.

Financial operation or funds
The sales of tickets, fundraising activities and the commercial activities are the main
earning source of the royal opera house. Beside all these factors, opera house have funds from
the sponsorship and investment income by the stakeholders as well. Sponsorship is also being
important in the term of income for the royal opera house. Around 23% of the annual income of
the royal opera house is being collected with the help of sponsorship and fundraising for the
organization whereas the open up fundraising is also playing part in the total income of the royal
opera house (Royal Opera House, 2019). They have administration by their own trustees and that
is counted in the permanent fund of the organization.
All the donations house get, invest them to fund's income in the form of interest of the
total capital (Hadley, 2021). This interest also make grants regardless of the main capital. Total
revenue is generated by the commercial income(23%), investment income(1%), fundraising-
open up (1%), sponsorship and the fund-raising (23%), box office receipts (33%), ACE- NPO
and bridge (19%). Total income of the company includes the capital donation as well as the
funding in the list, Whereas expenditure of the house is calculated with the parameters such as
commercial (9%), fundraising (3%), Front of house (2%), administrative and governance work
(5%), marketing and publicity (5%), depreciation (16%), performance learning outcome (60%)
etc ((Hadley, 2021).
Its Governance
The Royal Opera House is governed and controlled by the Board of Trustee's. It is also a
Charitable Company, and the trustee are the directors of the company. They meet at least six
time in a year to keep tracking the activities and for strategy formulations and updations. The
Board of Trustee directs the Royal Opera House strategy and checks that whether it is working
on approved strategic course of action or not. They are also responsible for the appointment of
Chief Executive Officer and top management. The Chief Executive Officer, with the assistance
of executive management team manages day-to-day operations of the Royal Opera House
(Guachalla, 2019).
The Trustees are the directors of Royal Opera House. David Rose is appointed as the
new chair of the Board of Trustee of The Royal Opera House, after the late Lan Taylor, who

sadly passed away earlier this year. The list of Trustees include: Tim Bunting, Zeinab Badwai,
Lord Brownie of Madingley, Kirsty Cooper, Sir Lord Dorfman CBE, Dame Vivien Duffield,
Lady Heywood and Susan Hoyle OBE.
How it is Managed
The Orchestra of Royal Opera House with its successful operations from last 75 years as
a Covent Garden Orchestra. It is operated by Lord Sainsbury of Preston Candover and his wife
Anya Linden, a Former dancer of The Royal Ballet. Its Day-to-day operations are controlled and
governed by Executive management team. This team has number of committee which looks after
their operations, the chairman of those committee are: Julian Metherell (Audit & Risk
Committee), Lady Heywood (Finance & Operations Committee), Danny Wyler (Development
Committee), David Rose (Donations & Income Acceptance Committee/ Ethics Committee) ans
Susan Hoyle OBE ( Learning & Participation Committee). This Committee chairman are under
the guidance of Alex Beard, Chief Executive Officer (Nopper and Lapierre, 2018). And its team
of Director's include:
 Alex Beard, Chief Executive Officer.
 Jillian Barker, Director of Learning & Participation.
 Heather Baxter, Administrative Director, The Royal Ballet.
 Bob Brandsen, Production Director.
 Melanie Crompton, Administrative Director, Orchestra.
 Dale Haddon, Director, Human Resource.
 Mark Dakin, Technical Director.
 Helen Dunne, Administrative Director, Acting Orchestra.
 Lindsey Glen, Director, Policy and Strategy.
 Peter Katona, Director of Casting.
 Koen Kessels, Music Director, The Royal Ballet.
 Antonio Pappano, Music Director.
 Richard Piercy, Director of IT.
 Hazel Province, Director of Planning.
 Amanda Saunders, Director of Development and Enterprise.
 Cormac Simms, Administrative Director, The Royal Opera.
 Lucy Sinclair, Director, Audiences & Media.

 Laura Stevenson, Renewal Programme Director.
 Heather Walker, Director Of operation.
 Sarah Younger, Project Director.
Key Stakeholder
Stakeholders are the individual person, group of person or business entity, who seeks
interest in company or organization. They can either affect or be affected by the business
performance and operations. They are basically its investors, employee, customers or supplier, in
case of NGO or Charitable society its trustee and donator of the organization (Amadi and et.al,
2018). The Royal Opera House, it majors Stakeholder are its donators, customers and employee
too. Trustee also seeks interest in it, but they are bond under trust deed signed by them. As it is
registered as a Charitable Company limited by guarantee, it has approximately 25% of total
income in terms of donation and charity as of last year.
How they are affected
There are several business activity which affects its stakeholder. It includes system
policies of reporting & engagement, advertising complaint, community involvement, equal
opportunities, health and safety, training & development and many more. The stakeholders of
Royal Opera House are majorly affected by its reporting, stakeholders involvement, training &
development.
 Reporting & Engagement: Stakeholder have a legal rights of decision-making and
control. They have right to examine the records of board meeting and shareholder written
resolutions. They are also empowered to receive notice for general meeting and copies of
company's record and accounts. But in Royal Opera House the decision of stakeholders
are not given much more importance, and the decision taken by trustee are approved and
implemented. The trustee of Opera House meets at least Six time in a year, several times
meetings are held without prior notice to stakeholders and further on written documents
are forwarded to them covering the agenda of meeting and its conclusion, this practices
affect the stakeholders ethics and their interest in the business operations. And for longer
period and continuation of those practice results in losing the interest in the organization.
 Training & Development: Due to its continues operations and programme, it does not
able to focus on the training & development of new artists. This directly or indirectly
results in demotivation for them. It also causes failure in their success. Stakeholders with

ethical value are more affected by this practice. Several times they have presented their
point in meeting, and it resulted in formation of training and development committee. But
then also the problem was not solved at large scale. This practice results in losing a
interest of growing artists as well as stakeholders too.
 Other Ethics: This is particularly refers to company governance & accountability. It also
relates to board practices, bribery and corruption, management of social, economic risk
and accountability of stakeholder and donators. Ethics changes from individual to
individual (Vrontis and et.al, 2020). With a number of stakeholder in terms of donators,
customers, and employee have different ethical value. Any fraudulent or mismanagement
result in harming the ethics of stakeholders, will definitely affect the stakeholders'
mindset.
Above discussed are few factors through which stakeholder are affected. With ¼ of total
income of ROH from donations and charity, reflects that taking care and valuing the ethics of all
those stakeholder plays an important role. That can be done with keeping transparency in
management function and giving importance to their suggestion in board meeting.
CONCLUSION
From the above study it can be concluded as it is compulsory to have a complete
knowledge about an organization, its objective, culture, financial operation and current issues
towards the sustainability of the company. These are the important parameters to know about the
royal opera house. Customer trends have been discussed to understand the requirement of
customary nowadays as the company is following various trends in their daily practice but the
main trend company is following can be termed as the digital platform. The digital platform
provides the company a best platform to promote the new artist and give the royal opera house
chances to grow internationally. The Facebook and youtube channel gave the royal opera house a
better opportunity to earn the income in the terms of profits. However on a contrary note the
royal opera house getting less visitor to the theatre as they all the people are already experiencing
the performance from their comfort place. So the sells of tickets are decreasing and that is
affecting the income of theatre. Furthermore, the sustainability of the organization has been
detailed with all the parameter that have effect on the performance of the organization. the

sustainability of the royal opera house have been discussed in the term of the infrastructure and
design. These designs have used many of sustainable designs that are eco-friendly and with the
initiate towards zero carbon footprint but on a contrary note the opera houses are old enough to
get renovation. The financial parameters as well as the causes that are affecting all the financial
conditions are also discussed in this report. At the end all the current issue also have been
detailed to understand the strategies the organization is adopting for its sustainable existence in
the market.

REFERENCES
Books and Journals
Armstrong, G. and et. al., 2019., Marketing an Introduction. 4 th ed.
Harlow: Pearson
Braun, R., 2019., Corporate Stakeholder Democracy: Politicizing Corporate Social
Responsibility. Central European University Press.
Demirag, I., 2018., Corporate Social Responsibility, Accountability and Governance: Global
Perspectives. 1 st ed. Abingdon; Routledge.
Ledgerwood, G. ed., 2017., Greening the boardroom: Corporate governance and business
sustainability. Routledge.
Guachalla, A., 2019., The Royal Opera House and Covent Garden: A symbiotic and complex
touristic relationship. Tourism and Hospitality Research. 19(2). pp.225-237.
Hadley, S., 2021., Oliver Mears (Royal Opera House): in conversation. Cultural Trends. 30(2).
pp.174-186.
Amadi, C., and et.al., 2018. Stakeholder management: external stakeholders’ perspective. Built
Environment Project and Asset Management.
Guachalla, A., 2019. The Royal Opera House and Covent Garden:Tourism and Hospitality
Research. 19(20). pp.225-237.
Nopper, A. and Lapierre, L., 2018. Company profile: Tony Hall and the Royal Opera House,
Covent Garden. International Journal of Arts Management, pp.66-78.
Salles, I., and et.al., 2018. Royal Opera House.
Vrontis, D., and et.al., 2020. Stakeholder Engagement IN The Hospitality Industry: An Analysis
Of Communication In Smes And Large Hotels. Journal of Hospitality & Tourism
Research, p.1096.
Online
Blooploop., 2020., Top visitor attraction trends for 2020. [online] 6 February. Available at:
<https://blooloop.com/features/visitor-attraction-trends-2020/>
Cusuem., 2020., Top Technology Trends for 2020: What it means for museums and non-profits.
[online] 4 February. Available at: <https://cuseum.com/blog/2020/2/3/top-technology-
trendsfor-2020-what-it-means-for-museums-and-nonprofits>
Royal Opera House, 2019. Annual Report 2018/19. [online]. Dec 2020 Available at <annual-

report-1819 royal opera house.pdf >
Royal Opera House, 2021. [Online]. Available at: <Royal Opera House on Twitter:
"We're thrilled to join the community of theatres signed up to the #TheatreGreenBook
principles. We look forward to collaborating industry wide to reduce our impact on
the environment and create a sustainable future for all. Look out for future
sustainability announcements.
https://t.co/X1Mhruj9Xb" / Twitter>