Essay On Luna Park Sydney

The primary aim of this report is to create strategic formulation of how the Covid-19 pandemic affected the Luna Park Sydney and its various business operations throughout Australia. This report will enable the strategic understanding and the comprehensive analysis of how the magnitude and effect of COVID-19 pandemic had an effect on the Lunar Park Sydney Australia and how the same can be an indication of the business moving forward into the future. On the northern coast of Sydney Harbour at Milsons Point, New South Wales, Australia. A heritage-listed amusement park, Luna Park Sydney, is situated at 1 Olympic Drive. The amusement park was inducted into the New South Wales State Heritage Register on March 5, 2010, and it is held by the Luna Park Reserve Trust, a department of the New South Wales government. There are only two theme parks globally that are legally protected, and Luna Park is one of them. Several of the structures on the property are also included on the New South Wales State Heritage Register and the (now-defunct) Register of the National Estate (LunaPark, 2022). The report will discuss the various human resource challenges the food and beverage managers faced at the Luna Park, due to the onset of the Covid-19 pandemic. The report will also discuss how consumer behaviour had impacted the food and beverage business. Additionally, the report will also get into the current quality standards and ethical practices that will be developed with Covid-19 in mind, and will provide recommendations for the same and how these issues can be mitigated.

 

The COVID-19 has altered the environment of the food and beverage sector and establishments operating out of Sydney's Luna Park. Business executives are working hard to preserve normalcy while making faster-than-ever preparations for the pandemic world as companies and food and beverage managers of all sizes negotiate either higher demand or a severe fall. Although it seems like there are changes every day, one thing never changes: the significance of leading and supporting people with empathy, compliance, and accountability. The Sydney Luna Park is a clear example of the problems with human resources.

 

 

1. Hiring and Retention of Workers: The pandemic undoubtedly made it difficult for companies to retain workers and make payroll because of closures of stores and booths in Sydney's Luna Park and the worry that they would become infected with COVID-19. This led to an increase in layoffs and turnover rates. Long hours, hard work, and stress are all part of the restaurant and food sector. In our industry, so many employments wind up being temporary positions held until the next best thing appears. Therefore, it had become challenging to locate individuals eager to work in the uncertain environment of the sector when the shops opened and restarted operations (Ahmed et al., 2020).

 

 

2. Labour Law Compliances: Due to the onset of the COVID 19 pandemic, it had been difficult for small businesses, especially the food and beverage stalls and outlets within the Luna Park Sydney to properly maintain labour law compliances because of disruptions due to the COVID 19 pandemic, there had been mass layoffs, there had been instances where organizations and businesses were unable to pay their workers and so on. These has led to a lot of Human Resource related issues, and a lot of concerning situations that might need to be addressed in the future for better operations in a post covered scenario (Collings et al., 2021).

 

 

3. Lack of Support: A lot of the small businesses in the food and beverage industry operating out the Luna Park had been left in the shadow due to lack of confidence and support by investors and the public. The onset of the Covid 19 pandemic poses a lot of health concerns and a lot of health issues that changed not only the consumer behaviour and trend, but also the way businesses operate and the concerning case of spread of diseases, food standards and quality, and infections, due to spread of the virus. These issues had severely disrupted and hampered the operations of the small food and beverage businesses (Gigauri, 2020).

 

 

Due to the effects of COVID-19, the travel and hospitality sector has changed so drastically since early 2020 that it is hardly recognisable. Despite Luna Park Sydney's patchy recovery, there is a strong desire to get things back to normal, which is increasingly evident in current travel patterns. New customer and brand behaviours are developing at the same time, and these behaviours will influence how the travel and hospitality industries will develop in the future. The ones that are paying attention to and making adjustments to these changes will be most able to adapt to this new normal. In order to gain the public confidence. In amusement parks and getting food from stalls and vendors again, it is important for Luna Park, Sydney to apply stringent hygiene. And sanitary regulations that will not only relieve the customers of the quality and the standards of the food they are receiving, but it also allow the consumers to be much more comfortable in the new normal (Mehta, Saxena & Purohit, 2020).

 

Stringent ethical quality hygiene and safety and sanitary standards need to be implemented throughout the In order to not only gain consumer and people’s confidence, but it will also allow the park to comply with all the safety and regulatory needs and necessities that are stated by the Australian government and the Department of Sanitation. This is important since after the answer of the covenant in pandemic, the cases of infection and spreading of diseases from one another and from eating and dining outside is on the rise. And to gain back customer confidence and operate confidently and prominently in a post pandemic world. This food and beverage department of Luna Park, Australia will need to adapt to robust and strict laws and regulations that not only cater to the quality and the standard of the food that is being delivered to the people, but also encourages people to operate in a much more normal state (Kaplan, 2020).

 

As per the discussion above and the analysis made into the situation of the food and beverage segment of the Luna Park Sydney, based on the status report, the following recommendations can be made to better the Covid 19 response scenario for the Amusement Park and create a better trust and business model for the future operations.

 

 

1. Tackling Supply Chain Disruptions: On both ends of the supply chain are firms that deal with food and drinks. They must first diversify their procurement to guarantee that the essential raw materials continue to arrive. This includes looking at local suppliers who could be less influenced by transportation issues and developing partnerships with other suppliers to provide options. You may improve your forecasting skills and enhance the quantity of merchandise you can dependably send to retailers by streamlining your product options, such as by producing fewer varieties or line extensions. This will allow all the food and beverage operations within the Luna Park Sydney are smooth and continuous to cater to the customers (Chowdhury et al., 2020).

 

 

2. Stringent Hazard Controls: Food safety is still a crucial component of daily operations for F&B businesses. The danger of catching COVID-19 from food, packaging, or treated drinking water is very low, according to a long-ago report from the Centers for Disease Control and Prevention. There are still numerous food-borne health dangers that require quick attention, and safety is still a primary issue for F&B enterprises operating throughout the epidemic. The awareness of and enforcement around food safety have reached a height since the start of COVID-19. In reality, numerous food safety authorities have been continuously reviewing scientific research on the potential contribution of food to the spread of SARS-CoV-2, changing recommendations, and enforcing updated laws and regulations (Yilmaz & Şahin, 2021).

 

 

The paper concludes the report by creating a successful status report of the food and beverage division and situation of the Luna Park Sydney, after the onset of the Covid-19 pandemic. The report demonstrates the nature of the Covid-19 pandemic and how negatively it affected the business spectrum, especially the food and beverage industry and the clear depiction of the same is via the Luna Park Sydney in Australia. The study effectively covered the different human resource issues that the Luna Park food and beverage management encountered as a result of the Covid-19 outbreak. Additionally, the paper clearly explained how consumer behaviour has affected the food and beverage industry. The paper also discussed the present ethical norms and quality standards that needed to be created and implemented with Covid-19 in mind, and it sufficiently gave pertinent and sensible recommendations for the same as well as ways that these problems might be avoided. The report elaborates on the devastating effects of the Covid 19 pandemic and how an organization can emerge out of the situation and plan ahead for the future.

 

Ahmed, T., Khan, M. S., Thitivesa, D., Siraphatthada, Y., & Phumdara, T. (2020). Impact of employees engagement and knowledge sharing on organizational performance: Study of HR challenges in COVID-19 pandemic. Human Systems Management, 39(4), 589-601. https://content.iospress.com/articles/human-systems-management/hsm201052 

 

 

Bivona, E., & Cruz, M. (2021). Can business model innovation help SMEs in the food and beverage industry to respond to crises? Findings from a Swiss brewery during COVID-19. British food journal, 123(11), 3638-3660. DOI: https://doi.org/10.1108/BFJ-07-2020-0643

 

 

Chowdhury, M., Sarkar, A., Paul, S. K., & Moktadir, M. (2020). A case study on strategies to deal with the impacts of COVID-19 pandemic in the food and beverage industry. Operations Management Research, 1-13. DOI: https://doi.org/10.1007/s12063-020-00166-9 

 

 

Collings, D. G., McMackin, J., Nyberg, A. J., & Wright, P. M. (2021). Strategic human resource management and COVID‐19: Emerging challenges and research opportunities. Journal of Management Studies. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8013558/ 

 

 

Gigauri, I. (2020). Challenges HR managers facing due to COVID-19 and overcoming strategies: perspectives from Georgia. Archives of Business Review, 8(11).

https://www.researchgate.net/profile/Iza-Gigauri/publication/346424996_Challenges_HR_Managers_Facing_due_to_COVID-19_and_Overcoming_Strategies_Perspectives_from_Georgia/links/5fc10d14a6fdcc6cc67362f5/Challenges-HR-Managers-Facing-due-to-COVID-19-and-Overcoming-Strategies-Perspectives-from-Georgia.pdf 

 

 

Kaplan, B. (2020). Revisiting health information technology ethical, legal, and social issues and evaluation: telehealth/telemedicine and COVID-19. International journal of medical informatics, 143, 104239. DOI: https://doi.org/10.1016/j.ijmedinf.2020.104239

 

 

Lunaparksydney.com. 2022. Amusement & Theme Park in Sydney | Luna Park Sydney. [online] Available at: https://www.lunaparksydney.com/ Accessed 5 August 2022.

 

 

Mehta, S., Saxena, T., & Purohit, N. (2020). The new consumer behaviour paradigm amid COVID-19: permanent or transient?. Journal of health management, 22(2), 291-301. https://journals.sagepub.com/doi/full/10.1177/0972063420940834 

 

 

Yilmaz, G., & Şahin, A. (2021). How does the COVID-19 outbreak affect the food and beverage industry in Turkey? Proposal of a holistic model. Journal of Foodservice Business Research, 24(6), 629-664. DOI: https://doi.org/10.1080/15378020.2021.1883216