Australasian Leisure Management Issue 149 2022

www.ausleisure.com.au

ATTRACTIONS Merlin Entertainments Secondary Spend Solutions

SPORT Print Post Approved PP100022562

Key Trends to 2032 Winning Back Volunteers

ISSUE 149

TECHNOLOGY

Entertainment Solutions Enriching Member Experiences

AQUATICS

WynActive’s Resilience Creating a Community Hub

FITNESS

Taking ‘Sales’ out of Selling Aqua Fitness Education

PLUS

Staffing Issues Frontier Touring’s new Leadership

contents

Issue 149

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26

50

40

16

56

features 16

Maintaining the Magic Merlin Entertainments’ 12 years in Australasia

22

Strategies to help fill the Staffing Gap Ways in which centres can overcome the current staffing crisis

26

Enriching the Fitness Experience through Technology Fitness & Lifestyle Group’s technology innovations

32

TNW Australia offers Secondary Spend Solutions Solutions to drive secondary spending

36

Resilience is the key to Bouncing Back Melbourne’s WynActive resilience during COVID-19

40

Guiding Sport through the Next Decade Key trends that will influence sport in the years to 2032

COVER: The Sydney Opera House lights up in the colours of the Ukrainian flag. Credit: Robert Montgomery.

See page 14.

regulars 6 From the Publisher 8 Two Months in Leisure

44

New qualifications for the aqua fitness sector

46

59 People 60 Products To subscribe go to subscribe.ausleisure.com.au

Why Casual and Part-Time Workers are Critical Staying connected with casual workers

48

Arresting the Decline Halting the decline in community sport volunteers

50

Data Driven PMY Group’s expansion on the global stage

57 People in brief 58 People In Memoriam

Education for the rising Aqua Fitness Sector

52

Heart of the Community Introducing a ‘whole-of-precinct’ concept

54

Back on the Road Frontier Touring’s new Leadership

56

4 Australasian Leisure Management Issue 149

Taking the ‘Sales’ out of Selling Why sales is about helping good decisions

Vertel helps BIG4 Easts Beach Holiday Park keep guests connected with reliable Wi-Fi

BIG4 Easts Beach Holiday Park is situated on the beachfront at Kiama, NSW and has a wide range of accommodation options including cabins, caravan and camping sites. The park also has a popular pool complex, Sunny’s Aquaventure Park, a dedicated games room, fun jumping pillow, multiple exciting children’s playgrounds, a scrumptious café and calming massage studio. The park also offers direct beach access! However, the park’s existing, residential-grade network service struggled to support reliable Wi-Fi coverage for such a large area, impacting the ability to provide their guests a superior experience.

Vertel, in combination with Purple, customised a solution that established a dedicated network with enterprise-grade services, analytics tools, and robust security.

Vertel’s customised solution is underpinned by the park’s connection to the nbn™ Enterprise Ethernet service and was designed so that the entire park has full coverage.

It also provides guest the opportunity to use this in combination with nbn™ so they have very little downtime.

As part of the Vertel powered solution, the BIG4 Easts Beach Holiday Park implemented CCTV

cameras, installed, and managed by Vertel. These are connected to the Wi-Fi network and record 24x7. The footage they capture can also be used to investigate any incident that may occur, allowing BIG4 Easts Beach Holiday Park to boast additional value through increased safety and security measures.

“Vertel has provided a connectivity solution that will help the park grow into the future.

The Wi-Fi solution encompasses the entire park, providing that exceptional guest experience we were looking for.”

Jennifer Drummond Director, BIG4 Easts Beach Holiday Park The main priority for BIG4 Easts Beach Holiday Park is to deliver an outstanding experience to all guests.

With the support of Vertel, BIG4 Easts Beach Holiday Park now offers guests the benefit of excellent Wi-Fi coverage and increased security regardless of whether guests are staying in five-star accommodation or on a camp site in the park.

Customer experience is key for holiday parks.

With more families taking road trips and more people working remotely, Australian’s are increasing looking at smart, secure and safe holidays with a difference. They are looking for holiday locations that let them work and play from any location, so, internet connectivity is a must.

To meet changing customer needs, holiday parks must deliver

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From the Publisher Ready for a New Age?

Published by Australian Leisure Media Pty Ltd, 45/30 Nobbs Street, Surry Hills, NSW 2010 (PO Box 478, Collaroy, NSW 2097) AUSTRALIA ABN 32 092 549 721

Tel: 02 8018 6808 E-mail: leisure@ausleisure.com.au www.ausleisure.com.au Facebook: www.facebook.com/AusLeisure Editor Karen Sweaney Publisher Nigel Benton Design Australian Leisure Media Pty Ltd Contributors Kate Cracknell and Gwen Luscombe

Advertising Inquiries Nigel Benton Tel: 0411 551 731 Email: nigel@ausleisure.com.au James Croll Tel: 0488 090 904 Email: jcroll@ausleisure.com.au Printed in Australia by Pegasus Print Group Building B, 1A Bessemer Street, Blacktown NSW 2148 Tel: 02 8822 0600, www.pegasusprintgroup.com.au Annual subscriptions cost $99 in Australia and New Zealand.

Details at subscribe.ausleisure.com.au or call 02 8227 6486.

Members of AALARA, ARNA, ASPA, ASSA, EVANZ, ExerciseNZ, IAKS, LIWA Aquatics, the Sports and Play Industry Association and the VMA receive the magazine as a membership benefit.

The views contained in Australasian Leisure Management are not necessarily those of Australian Leisure Media Pty Ltd or the Editor. While every care is taken with advice given, Australian Leisure Media Pty Ltd and the Editor can take no responsibility for effects arising therefrom. Views expressed by contributors may be personal and are not necessarily the views of their employers or professional associations.

© Australasian Leisure Management, 2022. ISSN 1446-1374

Official Publication

In Association with

People living through momentous periods in history would never realise that a significant new age was upon them.

For example, at the beginning of the 1400s, Italians didn’t wake up and say “Mamma Mia!, the Renaissance has started” or Britons on the first day of 1760 didn’t think “crikey, it’s the Industrial Revolution”.

However, given how the world is emerging from the Coronavirus pandemic, it is quite possible a new age is upon us.

Already, 2022 is seeing a post pandemic world emerging with new consumer behaviour patterns and new ways of interacting in business. Beyond that, a consensus seems to be emerging about climate change and, with remarkably little consultation with electorates, a move to net zero by 2050.

With a general acceptance - with the exception of the more extreme elements of politics - that it is for the greater good, society is moving down the road to turning its back on oil, the most influential commodity of the past 120 years.

At the same time, moves towards authoritarianism and the dangerous emergence of ‘strong men’ rulers of recent years, coupled with the overall undermining of democracy and democratic institutions, may also be set to decline following Russian President Vladimir Putin’s invasion of Ukraine and the ways that has exposed the inadequacy of that type of rule.

Of course, such thoughts go way beyond leisure, but, as our cover image of venues lighting up in solidarity with the people of Ukraine shows, leisure and its contributions to quality of life, attainment and enjoyment, does have a role to play in a new age.

The Return of Live Industry Events Following more than two years of disruption, with sporadic events being held during windows when cities, states and countries weren’t locked down, industry events have now returned.

Like the overall live experience of sport and entertainment, which is impossible to satisfactorily replicate by video or broadcasts, industry conferences, exhibitions, seminars and award programs are now back in a face-to-face format.

In fact, so many industry events are now scheduled over the months to the end of the year that fitting them all in will be a challenge.

Nonetheless, to event organisers who have suffered through the Coronavirus with postponements, rescheduling and cancellations, we wish you all success.

We have moved After more than 20 years located on Sydney’s Northern Beaches and 18 years in North Narrabeen, Australian Leisure Media (publishers of Australasian Leisure Management) has moved.

We are now located close to the Sydney CBD at 45/30 Nobbs Street, Surry Hills NSW 2010.

Our emails remain the same but our new telephone number is 02 8018 6808.

Also, having transitioned our subscriptions and mailing management to a new platform, if readers have questions, contact 02 8227 6486, E: subscribe@ausleisure.com.au Nigel Benton, Publisher

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Two Months in Leisure Some of the industry headlines over recent months.

Daily industry news can be read at www.ausleisure.com.au

Eden Park annual report reflects on year of ‘extreme highs and lows’ The newly released Eden Park annual report has advised of a “year of two halves” for New Zealand’s largest stadium, with sporting successes, community involvement and the hosting of the venue’s first concert balanced with the negative impact of COVID-19 lockdowns limiting its events programme.

Covering the year to 31st October 2021, the Auckland venue saw its year-on-year net operating profit before interest and depreciation increase from the previous year (also impacted by Coronavirus) from $2.94 million to $6.42 million. Eden Park’s net loss (excluding council grants, government wage subsidies and resurgence payments) also dropped from $7.1 million in 2019/20 to $4.3 million in 2020/21.

Mindbody launches Mindbody Capital to help fuel recovery of the wellness industry Victoria announced as first multi-site host for Commonwealth Games Five Victorian towns and cities will stage the 2026 Commonwealth Games after the state was confirmed as the host of the 2026 event.

The announcement by the Commonwealth Games Federation (CGF) comes after a period of exclusive negotiations, with Commonwealth Games Australia (CGA) and the Victorian Government last month submitting a delivery concept for consideration.

While the 100,000-capacity MCG will stage the opening ceremony in March 2026, the first-ever multi-location Games will see four regional hubs established in Geelong, Bendigo, Ballarat and Gippsland, each with their own athletes’ village and sport program.

Initial reports suggest that track and field events will take place at the 11,000-capacity Mars Stadium in Ballarat (pictured) The bid was the only one received by the CGF.

Aquatics and Recreation Victoria launches leadership program for emerging professionals Aquatics and Recreation Victoria (ARV) has announced the launch of a new leadership program, EMERGENT, a dynamic professional development program for emerging aquatic and recreation professionals.

ARV’s vision for EMERGENT is to develop leaders from across the sector who have the passion and drive to contribute to the growth and success of the sector across Victoria, establishing a reputation for excellence nationally.

Adelaide Festival Theatre reopens with new entrances and program The Adelaide Festival Centre’s Festival Theatre has been officially reopened after a $213 million program of improvements undertaken over seven-months.

The reopening has Credit Peter Barnes seen the unveiling of two new entrances and the reinstatement of significant artworks including the Kaurna Reconciliation Sculptures and the unveiling of a program of light shows, entertainment and free events.

8 Australasian Leisure Management Issue 149

Leading wellness experience platform, Mindbody has announced the launch of Mindbody Capital, an offering specifically designed to provide wellness businesses with easy access to funding to power their operations however they see fit.

The investment arm of Mindbody will offer a similar financing solution as that developed by ecommerce platform Shopify and mobile payment company Square to prop up small businesses squeezed by shortfalls in cash flow.

Companies that participate in Mindbody Capital will receive non-recourse financing with a one-time capital fee, rather than loan subject to interest, which Mindbody believes makes it an offering unlike any other on the market.

F45 loses legal battle with Body Fit Training over workout patents A four year legal battle between F45 and Body Fit Training with the Federal Court of Australia has been concluded with a ruling in favour of BFT. The legal action, in which F45 alleged Body Fit Training (BFT) had infringed one of its patents, was dismissed by Justice Nicholas, who ordered that the patents be revoked and that F45 should pay BFT’s legal costs.

F45 - founded in Australia by Adam Gilchrist and Rob Deutsch, and now backed by Hollywood star Mark Wahlberg and listed on the USA’s Dow Jones index - involved alleged innovation patent infringements relating to the management of each group’s franchises through a central computer system.

The now Texas, USA-based brand has also acquired Sydney-based Vive Active which offers reformer and mat Pilates workouts through in-studio, at-home streaming and ondemand classes.

Gymnastics Australia implements Integrity Framework to ensure future protections within the sport Gymnastics Australia officially implemented Sport Integrity Australia’s National Integrity Framework on 4th April and adopted a suite of six new policies which establish behavioural expectations for individuals involved in the sport.

Under this new framework, Sport Integrity Australia will assess and manage complaints about potential breaches of those six policies.

By adopting the National Integrity Framework, Gymnastics Australia have committed to protecting the sport through strong policies relating to a range of issues including abuse, bullying, harassment, illicit drug use and competition manipulation.

UNESCO advises of 10 million creative sector jobs lost around the world due to the pandemic A newly released report from the United Nations Educational, Scientific and Cultural Organization (UNESCO) has advised that 10 million jobs in creative industries worldwide were lost in 2020 as a result of the COVID pandemic, and the increasing digitisation of cultural output means it is harder than ever for artists to make a living.

In a foreword to the 328-page report, Reshaping Policies for Creativity, Audrey Azoulay, Director-General of UNESCO, the UN’s cultural body, advises that the Coronavirus pandemic has led to “an unprecedented crisis in the cultural sector”, noting that “all over the world, museums, cinemas, theatres and concert halls - places of creation and sharing - have closed their doors (and) what was already a precarious situation for many artists has become unsustainable, threatening creative diversity.”

Australian Swim Schools Association National Conference to return to the Gold Coast Returning to the Gold Coast after the 2020 and 2021 conferences were held online due to the COVID-19 pandemic, the Australian Swim Schools Association (ASSA) has confirmed that its National Conference will be held from 21st to 23rd June.

Expected to attract over 400 of ASSA’s national members as well as industry leaders and dignitaries from across the county, the three-day event will feature an exceptional lineup of speakers from across the industry who will expand attendees’ knowledge, spark creativity, inspire big-picture thinking and challenge leaders to take their team and business to the next level.

Despite impact of COVID-19, NRL reports $43 million surplus for 2021 season

VenuesLive selected as preferred operator of Central Coast Stadium VenuesLive has advised of its selection as the preferred operator of Gosford’s Central Coast Stadium and has entered into commercial negotiations with Central Coast Council for the future management of the stadium.

One of the most picturesque venues in the world, the purpose-built 20,060 capacity rectangular stadium sits on the banks of Brisbane Water, with the open ended southern end of the ground offering sweeping views of the waterway and the NSW Central Coast.

Toowoomba Regional Council advances Sports Precinct project Toowoomba Regional Council has released details of its plans to develop a regional sports precinct in the suburb of Charlton, advising that the project is being advanced to its detailed design phase.

Set to cost nearly $200 million over the next 20 years, the Council has endorsed the business case and master plan for its Toowoomba Region Sports Precinct (TRSP) which it will now seek to have the project identified with Local Government Infrastructure Designation by the Queensland Government to pave the way for future development at the site.

The National Rugby League has reported a $43.1 million surplus for its 2021 season, with revenues of $575.1 million last year - a $155.4 million (37%) increase on 2020.

With Australian Rugby League Commission Chairman Peter V’landys declaring the competition’s finances as being healthier than they were before the COVID-19 pandemic, the sport has begun to reimburse players, as agreed, for taking pay cuts during the height of the Coronavirus crisis.

The Rugby League Players’ Association said the players were contractually entitled to a percentage of the profit for their sacrifice under collective bargaining agreement revisions.

Google introduces ‘Things to do’ feature In a development having major implications for attractions bookings as well as many types of ticket sales, the phasing out of its ‘Reserve with Google’ (RwG) function by search engine giant Google and its replacement with the new Google ‘Things to do’ feature offers significant new opportunities for attractions and tour operators.

Currently going through its soft launch, Google explain the development of ‘Things to do’ is based on making “the travel research and booking experience as user-friendly as possible.”

As first reported by Australasian Leisure Management last year, Google has, as it explains, developed the new function “to help users discover new and unique things to do and to make it easier for partners to promote their tours, attractions and activities and connect with interested consumers.”

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Australasian Leisure Management Issue 149 9

Dubai-based GymNation fitness club group sold to UK’s JD Sports Gyms

Ardent Leisure to sell USA-based Main Event division and focus on Australian attractions Ardent Leisure Group has announced that it is to sell its USA-based Main Event division to restaurant and arcade chain operator Dave & Buster’s Entertainment for $1.1 billion (US$835 million) and will look to become debt free and focus on its Australian attractions.

The deal follows a strategic review of Main Event social entertainment centre business, consistently its best performing unit by Ardent and private investment firm RedBird Capital Partners, which took a 24.2% stake in June 2020 when it came in as an investor.

Ardent will get US$487 million in cash for its 72.6% stake in Main Event, which it will use to repay debt and return $430 million ($326.2 million) to shareholders.

New Zealand Rugby agrees All Blacks investment from US private equity firm Silver Lake New Zealand Rugby has advised that it has secured a lucrative investment from US private equity firm Silver Lake - worth $200 million - after obtaining agreement from the New Zealand Rugby Players Association.

Under the deal, Silver Lake will invest $200 million into a new joint entity which will own the All Blacks’ commercial rights, which will remain majority owned

by New Zealand Rugby, with a stake of more than 90%.

Agreed after months of debate, New Zealand Rugby (NZR) described the deal as “transformational”, providing money for priorities such as women’s and grassroots rugby, as well as creating a legacy fund ensuring financial stability well into the future.

Matthew Hanks to serve minimum 19 month prison term for Surf Life Saving NSW fraud Former Surf Life Saving NSW General Manager Matthew Hanks has been sentenced to minimum 19 month jail term for defrauding the organisation over an eight year period.

Hanks, aged 52, had last year pleaded guilty in the NSW District Court to six counts of fraud, which he carried out while a senior executive at the charity which has 76,000 volunteers.

His offending included taking a cut of used car sales and outsourcing printing services (a significant expense for the organisation as part of its public messaging) to himself, under the business name See Hear Speak, which he failed to disclose.

10 Australasian Leisure Management Issue 149

GymNation, the United Arab Emirates’ largest fitness club group, has been sold to UK-based JD Sports Gyms, part of the FTSE 100 giant JD Sports.

Founded in 2018, GymNation has rapidly grown from an entrepreneurial start-up into the UAE’s leading gym operator with seven facilities in Dubai, Abu Dhabi and Ras Al Khaimah and over 40,000 members.

The sale by Dubaibased Select Investments, a unit of Select Group, highlights an investment strategy which is “centred around identifying high-potential businesses, creating value by positioning the portfolio company for the next stage of growth and maximising returns for stakeholders.”

Swim school enrolments return to 95% of pre-COVID levels New information from data and insights company ActiveXchange has revealed that the enrolment of young swimmers at Australia’s swim schools in January this year returned to 95% of the levels they were at in January 2020.

Comparing the swim school enrolments rate month-onmonth to pre-COVID-19 level, ActiveXchange’s insights are an encouraging sign that participation in swim schools in Australia is on the path to returning to its pre-COVID-19 membership levels.

Looking at the two states most affected by the outbreak in June 2021, NSW and Victoria have both been experiencing fast enrolment rates since the easing of restrictions and reopening in October/November.

Widow sues Whitsunday Regional Council over Airlie Beach Lagoon drownings A widow whose husband and son drowned in Airlie Beach’s lagoon attraction in October 2018 is taking legal action against the Whitsunday Regional Council and its lifeguarding contractor, seeking $4.5 million in damages.

Yuanwei Zhang and his son Chenxi, neither of whom could swim, drowned together in the lagoon’s deeper water area.

Zhang’s widow Jie Tan is now suing the Council and lifeguard service contractor Ellmill Enterprise Pty Ltd claiming that they failed in their duty of care - citing negligence as causing the deaths.

www.ausleisure.com.au for all the latest industry news

IN BRIEF

The City of Launceston has officially renamed the 50metre competition pool at the Launceston Leisure and Aquatic Centre in honour of the city’s Olympic and world champion Ariarne Titmus.

Adelaide’s Her Majesty’s Theatre has secured the Commercial Construction ($60 million plus) Award at the Australian Institute of Building (AIB) Professional Excellence in Building Awards.

South Australian-based active wear brand, Ryderwear, has announced plans to roll out 12 new fitness clubs across the country over the next two years.

Insurance company GIO has agreed a four-year extension as the naming rights sponsor of the Canberra Stadium.

The St James Theatre in Wellington, New Zealand is planned to reopen by the end of June following three years of significant strengthening and refurbishment works.

Construction of Aussie World’s spinning coaster, Dingo Racer (pictured left), is now complete and the attraction is set to open.

The organisers of the ‘world’s greatest show’, Expo 2020 Dubai, have advised that over its 182 days the event attracted 24,102,967 visits prior to its closing on 31st March.

Mars Wrigley’s partnership with the City of Ballarat and the Western Bulldogs has been extended for a further two years, with the sporting venue to continue to be known as Mars Stadium.

Work is underway on the $40 million project at Percy Treyvaud Memorial Park in Malvern East – the City of Stonnington’s biggest ever investment in sporting infrastructure.

Genesis Health + Fitness is expanding its business model and franchise offering with the introduction of ‘Genesis Express’ clubs - operating within a smaller footprint and featuring the core elements of the Genesis model in a compact format.

Batemans Bay’s Bay Pavilions arts and aquatic centre has officially opened with community members having to wait another few weeks while centre managers, Aligned Leisure, complete the fit-out and staff training before the centre’s grand opening on Saturday 4th June.

The $29.8 million Goulburn Aquatic and Leisure Centre has been opened, featuring an eight lane, twenty five metre indoor pool, program pool, water play area, hydrotherapy pool, gym, change rooms and café.

AFL reveals that COVID safe measures cost $76 million The Australian Football League (AFL) has revealed a doubling of its operating loss for the 2020/21 financial year to $43 million - an increase driven by having to spend $76 million on dealing with the fallout of COVID-19 over the past two years.

The underlying operating loss follows a $22.7 million shortfall in 2020. The AFL’s Chief Financial Officer Travis Auld declared last year’s figure as the “best-case scenario result”, with critical decisions made to ensure the competition remained viable at a time when the pandemic had caused chaos on several fronts.

Darwin Waterfront Corporation reveals plan for $250 million saltwater surf lagoon The Northern Territory-owned Darwin Waterfront Corporation has revealed an ambitious plan for the precinct centred on the development of a saltwater surf wave lagoon.

The masterplan for the $250 million project also features 4000 metre² of additional aquatic space, 2.8 hectares of public parklands, adventure playgrounds, multipurpose spaces, hospitality facilities and the potential for an integrated resort-hotel.

Ticketmaster and Redeam partner to offer tourists the chance to purchase live event tickets as they book trips Global ticketing agency Ticketmaster and experience industry technology company Redeam have announced a partnership that will enable tourists to buy tickets to concerts, sporting fixtures and other events when they book their trips on global travel websites.

With live events recognised as increasingly important component of the leisure travel experience. Ticketmaster’s collaboration with Redeam, is not only aimed at individual tourists but also allows event organisers to create special packages and promotions that tourists can combine with other experiences as they book their trip.

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Australasian Leisure Management Issue 149 11

New Sport Australia and Australian Institute of Sport safety project announced

Hobart’s MONA celebrates its one-star reviews in new advertising campaign The Museum of Old and New Art in Hobart has released an advertising campaign featuring the one-star reviews it has received.

The Best of Our Worst Reviews campaign, the Tasmanian attraction’s first ever brand campaign, repurposes the museum’s most savage reviews to promote how MONA and its collections have been confronting and difficult for some past visitors to understand.

Led by a series of cinematic digital videos, the 60-second advertisement provides a subversive new use for bad reviews and has been released despite, as apress release explains, MONA owner David Walsh’s “disdain for advertising”.

Lakeside Leisure Centre new café offers ‘traffic light’ system for healthy eating options Belgravia Leisure managed Lakeside Leisure Centre in Raymond Terrace, New South Wales opened its new Swell Café to guests in April offering an easy-to-use ‘traffic light’ system for healthy eating options.

Swell Cafés are growing quickly in Belgravia Leisure venues across Australia, providing a range of healthy eating alternatives for millions of guests that attend its facilities each year.

The café represents a significant upgrade for Lakeside Leisure Centre, offering a more comfortable space for the local community to enjoy, with clean healthy food, great coffee and consistent service every time. The ‘traffic light’ system indicates whether a menu offering is the ‘best choice’, should be ‘chosen carefully’, or should be ‘limited’.

Viva Leisure network expands to 329 locations but lockdowns result in fall in revenues Fitness club owner and operator Viva Leisure Limited has reported ongoing expansion of its facility footprint to 325 locations but a decline in revenue during the first half of the 2021/22 financial year.

Reporting its results for the six months ended 31st December 2021 to the Australian Stock Exchange, the Canberra-based business advised of revenues of $34 million in the half year (down from $36 million in the same period in 2020/21, with the decline driven by COVID lockdown constraints.

However, the group has continued its growth increasing its number of Viva Leisure owned club locations by 17 to 132 during the half year and reaching a total of 329 network locations with total membership of 297,211 as of the end of December - a fall of -0.3% - since 30th June 2021.

12 Australasian Leisure Management Issue 149

Aiming to improve sports injury prevention and management, Sport Australia and the Australian Institute of Sport have announced a partnership with the Australian Institute of Health and Welfare (AIHW).

The AIHW - which earlier this month released The National Sports Injury Data Strategy, a draft consultation that outlines how a National Sports Injury Data Asset (NSIDA) could be developed and operate - is currently talking with sports organisations, healthcare providers, insurers and government agencies to understand what sports injury data is being collected.

Now the Institute has been commissioned by Sport Australia and the Australian Institute of Sport (AIS) to take the next step towards a NSIDA.

Lake Macquarie City Council approves plans for 30,000-seat concert venue Plans to set up a 30,000-seat concert and event venue in Morisset on the NSW Central Coast, has been approved by the Lake Macquarie City Council.

Councillors voted unanimously to approve Winarch Capital’s development application for the Cedar Mill event site on the former Morisset Country Club golf course.

Central to Cedar Mill’s multimillion-dollar redevelopment is an entertainment facility that will be capable of hosting a range of events, markets and functions, with capacity to stage outdoor performances for audiences of up to 30,000.

ASPA survey suggests 2021 was ‘somewhat regular’ for many sport organisations Results from the third annual National Sport Census from the Australian Sports Professionals Association (ASPA) has revealed that while respondents still listed COVID-19 as a major factor likely to impact the Australian sporting industry, a substantial number said that 2021 saw them return to ‘somewhat regular’ operations.

With the Census showing substantially more positive sentiment towards the direction of the industry in 2021 - with 46% of respondents feeling positive (compared to 36% in 2020) - perceived gradual improvements in gender equality in sport, the overwhelming desire from the general public for sport to return, and the large number of major international sporting events due to be held in Australia up to and including the 2032 Olympics were major reasons listed for an optimistic outlook.

Genting SkyWorlds Theme Park officially opens in Malaysia Covering 10 hectares, Genting SkyWorlds in Malaysia has officially opened and features nine lands, which are Eagle Mountain, Central Park, Liberty Lane, Robots Rivet Town, Andromeda Base, Ice Age, Studio Plaza, Epic, and Rio with 26 rides and attractions, including rollercoasters and water rides.

The theme park, which was originally intended to be a 20th Century Fox World-branded park, was changed to Genting SkyWorlds after The Walt Disney Co acquired the Twenty-First Century Fox group of companies in 2018.

NOTICE OF REFUSAL TO PARTICPATE IN ALTERNATIVE DISPUTE RESOLUTION – 20VOLTS PTY LIMITED From the Australian Small Business and Family Enterprise Ombudsman, The Hon. Bruce Billson

AUSactive launches dedicated fitness industry jobs board AUSactive has advised that health and fitness businesses across Australia - that have borne the brunt of lockdowns and restrictions over the past two years - now face a new problem of a skills shortage as demand peaks to pre-COVD levels.

93% of AUSactive businesses have advertised for new exercise professionals in the past 12 months and in the first three months of 2022 alone, 74% have put the call out for new positions.

As a result, AUSactive has launched a dedicated and free Jobs Board to help businesses fill the immediate need for qualified exercise professionals.

Innovative study shows true value of South Australia’s parks An innovative study undertaken by the State Government and University of Adelaide using 2018-19 data shows South Australia’s national parks and reserves contribute more than $374 million to the state economy every year.

The study conducted by the South Australian Government in collaboration with the University of Adelaide’s Centre for Global Food and Resources, School of Economics and Public Policy, used real visitor data and contemporary economic analyses to determine the economic value of nature-based tourism in the state’s parks and reserves.

I received a request for assistance from a small business owner in dispute with 20Volts Pty Limited (20Volts).

20Volts provides services to small business owners ŽƉĞƌĂƟŶŐ ĂƐ ƉĞƌƐŽŶĂů ƚƌĂŝŶĞƌƐ͘ Under the Australian Small Business and Family Enterprise Ombudsman Act 2015, I recommended ƚŚĂƚ ϮϬsŽůƚƐ ĂŶĚ ƚŚĞ ƐŵĂůů ďƵƐŝŶĞƐƐ ŽǁŶĞƌ ĞŶŐĂŐĞ ŝŶ ĂůƚĞƌŶĂƟǀĞ ĚŝƐƉƵƚĞ ƌĞƐŽůƵƟŽŶ ; ZͿ ƚŽ ƐĞĞŬ ƚŽ ƌĞƐŽůǀĞ ƚŚĞ ĚŝƐƉƵƚĞ ŝŶ Ă ĨĂŝƌ ǁĂLJ ĂŶĚ ĂǀŽŝĚ ĐŽƐƚůLJ ůŝƟŐĂƟŽŶ͘ ĞƐƉŝƚĞ ŵLJ ƌĞĐŽŵŵĞŶĚĂƟŽŶ ĂŶĚ ƚŚĞ ǁŝůůŝŶŐŶĞƐƐ ŽĨ ƚŚĞ ƐŵĂůů ďƵƐŝŶĞƐƐ ŽǁŶĞƌ ƚŽ ĞŶŐĂŐĞ͕ ϮϬsŽůƚƐ ƌĞĨƵƐĞĚ ƚŽ ƉĂƌƟĐŝƉĂƚĞ ŝŶ ƚŚĞ Z͘ / ƉƵďůŝƐŚ ƚŚŝƐ ŶŽƟĐĞ ĂƐ ĂŶ ĂůĞƌƚ ƚŽ ƐŵĂůů ďƵƐŝŶĞƐƐĞƐ ĚĞĂůŝŶŐ ǁŝƚŚ ϮϬsŽůƚƐ ƚŚĂƚ ŝƚ ƐŚŽǁĞĚ ƚŚĂƚ ŝƚ ǁĂƐ ƵŶǁŝůůŝŶŐ ƚŽ ƚĂŬĞ ƌĞĂƐŽŶĂďůĞ ƐƚĞƉƐ ƌĞƐŽůǀĞ ƚŚŝƐ ĚŝƐƉƵƚĞ ŝŶ ŐŽŽĚ faith. Businesses involved with 20Volts are warned ŽĨ ƚŚŝƐ ƉŽŽƌ ƉƌĂĐƟĐĞ ĂŶĚ ƚŚĞ ƉŽƚĞŶƟĂů ĨŽƌ ϮϬsŽůƚƐ ƚŽ repeat this behaviour in future disputes.

Victorian Government strengthens antiscalping laws to make ‘bundling’ an offence Fans at major events in Victoria will be better protected from scalpers under legislation that outlaws the bundling of tickets.

The Major Events Legislation Amendment (Unauthorised Ticket Packages and Other Matters) Act 2022 has made it an offence to advertise or sell a ticket package to a declared event without the written authorisation of the organiser.

Australasian Leisure Management Issue 149 13

Federal Government announces $60 million in new visitor economy funding The recent Federal budget announced $60 million in new funding to attract international visitors to regions hardest hit by international border closures.

It includes $45 million for Tourism Australia to undertake additional targeted activities to encourage the return of international tourists and $15 million for Tourism Tropical North Queensland to get tourists back to North Queensland and to promote the Great Barrier Reef.

Venues around the world light up in solidarity with Ukraine Venues around the world are showing solidarity with the people of Ukraine following the invasion of the country by Russia.

New Zealand venues including Auckland’s Eden Park, the Auckland Harbour Bridge, Sky Tower and Auckland Museum and Australia’s Sydney Opera House, the Adelaide Oval, Melbourne Cricket Ground and Rod Laver Arena have been lit in blue and yellow to raise awareness and show their support for Ukraine.

Venues including the Oslo City Hall in Norway, Palazzo Marino in the Italian city of Milan, Denmark’s Oresund Bridge, Paris’ Eiffel Tower, Rome’s Colosseum, the Empire State Building in New York and hundreds of cities around the world all joined in condemning Russia’s hostile actions.

Citing ‘prolonged challenges’ of COVID, Evolution Wellness liquidates Fitness First’s Hong Kong operations Fitness First has closed its eight clubs in Hong Kong, with liquidators appointed to wind up the business.

With gyms in the administrative region having been closed again during the most recent series of pandemic lockdown orders from the Hong Kong Government, a notice posted as a default message on the group’s official website in mid-March advised that Evolution Wellness Hong Kong would cease all operations and enter liquidation.

The notice stated “over the past months, the management team, alongside our parent company and shareholders, have explored and exhausted all avenues in the pursuit of maintaining business operations. Regrettably, we have not been successful.”

Hamilton City Council decides to transform Founders Theatre site Hamilton City Council has decided to proceed with its longheld plan to transform the Founders Theatre site into a multipurpose park and community performance space.

Council’s Community Committee declined to support an alternative proposal from charitable group Theatre of the Impossible (TOTI) to repurpose the building.

Founders Theatre, which opened in 1962, was closed in 2016 due to significant safety concerns. The building has since been identified as earthquake prone with estimates for restoration ranging from $12 million to $20 million.

14 Australasian Leisure Management Issue 149

New study claims flaws in processes used to justify artificial turf sports fields A new peer reviewed study has challenged the validity of many council and regional sports strategies which have led to the recent proliferation of synthetic sports fields across Sydney.

The study, Winter usage, wear and carrying capacity of sporting fields in the Sydney Basin, completed by soil scientist, Dr Mick Battam, was based on the usage of 1157 playing fields in 24 local government authorities across the Sydney basin.

Suggesting that the findings are “conclusive”, Dr Battam advised “the evidence is crystal clear that many councils are justifying installing expensive synthetic fields based on flawed usage data.”

Live music industry set to experience significant growth in the Asia-Pacific region A new report on how the global live music industry will perform over the next three years has suggested that 32% of its growth will be in the Asia-Pacific (APAC) region.

Released by UK-based market research company Technavio, the Live Music Market by Revenue, Genre, and Geography Forecast and Analysis 2021-2025 report details how the live music market is set to grow by US $2.83 billion, with Japan, Australia and India identified as key markets.

The report suggests that a steady rise in the number of concerts and events in the APAC region will aid the market’s growth until 2025.

Internationally, it suggests that a preference for purchasing tickets using mobile applications, along with the increase of offerings from event organisers, will continue to drive the growth of the market.

Tasmanian Government unveils plan for Hobart waterfront stadium Further backing its push for a state-based AFL team, the Tasmanian Government has today unveiled plans for a $750 million ovalshaped stadium on the Hobart waterfront.

Described as a ‘multi-purpose stadium’, the development of a new venue was a recommendation of the state’s AFL Taskforce and its construction will be contingent on Tasmania achieving an AFL licence along with stakeholder consultation and planning approval.

The design unveiled for the 27,000-seat venue at Hobart’s Regatta Point would be located on reclaimed land on the banks of the River Derwent within walking distance of theCBD.

Dunedin’s hosting of 17th World Leisure Congress rescheduled to December 2023 The World Leisure Organisation has advised that the 17th World Leisure Congress, due to be held in Dunedin, has been rescheduled to 11th to 15th December 2023.

Originally planned for December this year, fears over border closures and their potential to impact this global event, have led event hosts, the University of Otago, to delay the event.

In a statement, World Leisure advise “ensuring the world leisure community can meet in person at the congress is of crucial importance and moving to 2023 will allow more certainty around international travel while still giving everyone a chance to visit New Zealand during the summer.”

AUSTSWIM celebrates a decade of its MATE accessibility workshops Water safety advocates are celebrating a decade of redesigning diversity in the aquatic industry with the AUSTSWIM Making Aquatics A Terrific Experience (MATE) workshop - which has increased accessibility of water activities for the disabled and injured.

Quadrupling course numbers and, for the first time this year, now being offered nationally, MATE workshops provide participants with the information, skills and confidence to take a person with a medical condition and/or disability to the pool.

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Michael Gudinski statue unveiled at Melbourne Park A life-size statue of late Australian music promoter Michael Gudinski has been unveiled outside of Melbourne’s Rod Laver Arena.

Gudinski, who died aged 68 in March last year, was one of the most influential figures in Australian music and live performance and his death attracted tributes from leading industry figures from around the world.

A little more than 12 month on from his death, the unveiling of the statue outside Rod Laver Arena, a site Gudinski helped grow into one of Melbourne’s prime entertainment venues, immortalises his legacy and honours his contribution to Australia’s music, arts and entertainment industries, Melbourne and Olympic Park venues and the state of Victoria.

South Australian Premier announces scrapping of Adelaide Arena project Newly elected South Australian Premier Peter Malinauskas has announced that his administration will scrap the previous South Australian Government’s proposed new 15,000 capacity indoor sport and entertainment arena planned for a site on the banks of Adelaide’s Torrens River.

Having pledged to scrap the $662 million project during South Australia’s recent election, diverting the funds to South Australia’s health system, the announcement came as little surprise.

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Australasian Leisure Management Issue 149 15

SEA LIFE Sunshine Coast

Maintaining the Magic Nigel Benton considers Merlin Entertainments’ 12 years in Australasia

I

t’s not widely known, but Merlin Entertainments, the world’s second largest attractions operator after Disney, has been operating in Australia for almost 12 years.

Better known for the brands of its individual attractions such as SEA LIFE, LEGOLAND and Madame Tussauds, Merlin Entertainments entered the Australian market in 2010, paying $115 million to acquire the Sydney Attractions Group from Village Roadshow. The deal saw Merlin gain three of Sydney’s top tourist attractions - Sydney Aquarium, Sydney Wildlife World and the Sydney Tower Observatory and Skywalk, as well as Manly Oceanworld, the Hamilton Island Wildlife Park and Kelly Tarlton’s Antarctic Encounter and Underwater World in Auckland.

To align with its global brands, in 2011 Merlin relaunched the Sydney Tower Observatory and Skywalk as the Sydney Tower Eye while rebranding Sydney Wildlife World to WILD LIFE Sydney Zoo. A decade ago, the group expanded further with the $140 million acquisition of Living and Leisure Australia Group (LLA), including the two ski resorts at Mount Hotham and Falls Creek (the group’s only ski field operations) and Melbourne Aquarium.

2012 also saw the group open its first, and thus far only all-new attraction, Madame Tussauds at Sydney’s Darling Harbour while commencing the rebranding of its marine attractions under its global SEA LIFE banner - Oceanworld Manly as Manly SEA LIFE Sanctuary, the Sydney Aquarium as SEA LIFE Sydney Aquarium and Kelly Tarlton’s as Kelly Tarlton’s SEA LIFE Aquarium. This process continued in 2013 16 Australasian Leisure Management Issue 149

Sydney Tower Eye Skywalk experience

with Melbourne Aquarium relaunched as SEA LIFE Melbourne Aquarium and UnderWater World relaunched as SEA LIFE Mooloolaba (now known as SEA LIFE Sunshine Coast).

While globally Merlin has expanded dramatically since 2012 with new LEGOLAND attractions around the world and licensing arrangements with leading entertainment brands, its

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SEA LIFE Sydney Aquarium unveiled Day and Night on the Reef in 2018

Australasian attractions have relied on steady additions to its locations.

Between 2014 and 2018, this included: 2014 •WILD LIFE Sydney Zoo launches the WILD FLIGHT experience •A zip line added to the Illawarra Fly Treetop Experience 2015 •SEA LIFE Melbourne Aquarium launches Ice Age 4D experience (pictured below) 2016 •SEA LIFE Sydney Aquarium launches Sub-Antarctic Penguin experience 2017 •LEGOLAND Discovery Centre opened in Chadstone Shopping Centre, Melbourne 2018 •SEA LIFE Sydney Aquarium unveils Day and Night on the Reef and celebrates turning 30 (pictured above) •Sphen and Magic - a same sex penguin couple gain international fame with the adoption of their chick, Sphengic 2018 also saw Manly SEA LIFE Sanctuary close its doors after 50 years of operations, based on Merlin finding that the business was no longer viable in the ageing building where it was located.

SEA LIFE Melbourne Aquarium launched Ice Age 4D experience in 2015

18 Australasian Leisure Management Issue 149

Engaging Pig the Dugong At SEA LIFE Sydney Aquarium, Pig the Dugong - who usually thrives from seeing thousands of guests walk through its tunnels each week - received enrichment activity in an innovative way to remain stimulated.

A number of Madame Tussauds figures including Lady Gaga, Albert Einstein and Zendaya, were placed next to the Aquarium’s tank.

Emma Malik, Animal Trainer at SEA LIFE Sydney Aquarium explains “Pig really enjoys interacting with people and he’s intelligent enough to recognise individuals and faces. With the aquarium … closed to the public …, Pig’s not seeing the usual variety of visitors and we thought we could fix that with a visit from a few stars.”

As part of Pig’s daily husbandry care, the Dugong team organise a range of enrichment activities – including physical exercise, mental challenges, games, and the introduction of new toys.

Pig is one of only two dugongs in human care in the world and has called SEA LIFE Sydney Aquarium home since late 2008. Pig was rescued from Forrest Beach in North Queensland when he became separated from his mother at a very young age. After a period of rehabilitation, Pig was released back into the wild. However, when he was found on a beach again, the decision was made not to re-release him for fears that he wouldn’t survive.

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2018 saw the closure of Manly SEA LIFE Sanctuary

2011 saw the rebranding of Sydney Wildlife World to WILD LIFE Sydney Zoo

As of 2019, change was in the air with the WILD LIFE Hamilton Island sold to Hamilton Island Enterprises and the Falls Creek and Hotham ski resorts to Vail Resorts for $174 million.

The sale - which saw Vail purchase Australian Alpine Enterprises Holdings Pty. Ltd and all related corporate entities that operate Falls Creek and Hotham resorts from Merlin subsidiary LLA saw the USA-based operator add the two winter resorts to its existing Australian operations at Perisher Ski Resort in NSW and left Merlin to focus on its core business of location-based entertainment.

The arrival of COVID-19 in 2020, saw Merlin’s attractions closed not only in Australasia but across the world, forcing significant challenges to operations with some attractions losing a huge percentage of revenue following international and domestic border closure and tourism grinding to a halt.

Aiming to keep their audiences engaged during closures, attractions moved to successful live-streaming while another challenge involved animal exhibits.

of international tourists, Ian Wood, Regional Director, Merlin Entertainments Australia and New Zealand advises “after adhering to all Government guidelines including closing our attractions for extended periods at a time, implementing capacity restrictions and creating additional measures to ensure the safety of our staff and guests, our focus is now on business and economic recovery whereby the arrival of international guests into Australia plays a crucial role.

“These international arrivals, coupled with the Government’s assistance via voucher schemes such as Parents NSW, means that Merlin and the tourism industry as a whole can now finally see a light at the end of the tunnel.”

Wood adds “what it also means is that we are now going to step it up even further with the exciting offers and experiences for our guests who are thrilled about once again being able to get out and about or visit from overseas - all of which will help revitalise CBDs in the major cities around Australia.

“There are so many things to look forward to; we have a stellar line-up of wax figures on the way at Madame Tussauds Sydney, major news to announce at Sydney Tower Eye, the announcement of a new Master Model Builder at LEGOLAND Discovery Centre® Melbourne, new animal arrivals at WILD LIFE Sydney and exciting school holiday experiences which may just result in kids across Victoria, NSW and Queensland being able to meet none-other-than Peppa Pig herself.”

Globally, as London’s The Times recently reported, the number of visitors across Merlin’s global operations are recovering - rising from 22.1 million in 2020 to 35.2 million last year, although still some way short of the 67 million recorded in 2019 with “a cast of characters from Bear Grylls to Peppa Pig helping to kickstart the recovery.”

Nigel Benton is Publisher at Australasian Leisure Management.

Despite facing closures, the COVID-19 pandemic did not prevent Merlin from developing its portfolio with the Brickmans LEGO Cities Exhibit launched at Sydney Tower Eye and the Ocean Invaders Sea Jelly’s experience opened at SEA LIFE Melbourne Aquarium.

With the opening of the economy this year, Merlin has welcomed being able to again receive local guests and the subsequent return of international guests.

Along with most of the tourism industry, Merlin Entertainments is celebrating the quarantine-free arrival of international guests back through their Australian attractions.

With its nine attractions heavily reliant on the patronage 20 Australasian Leisure Management Issue 149

2012 saw Kelly Tarlton’s Antarctic Encounter and Underwater World in Auckland rebranded as Kelly Tarlton’s SEA LIFE Aquarium

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Strategies to help fill the staffing gap James Heffield suggests ways aquatic and recreation centres can overcome the current staffing crisis

W

ith the world slowly waking from its forced COVID-19 hibernation, with people venturing out and seeking a degree of normalcy - albeit with some precautions - aquatic and recreation centres are the ideal hub for satisfying both our craving for human contact and our need for physical exercise, yet these same hubs suffered greatly under the pandemic’s heights, with many forced to let team members go during extended periods of government restrictions and lockdowns.

Many staffers were forced to seek employment elsewhere, and now facilities and their affiliated services are finding themselves short-staffed.

So how can aquatic and recreation facilities find employees to replace those who were forced to leave during the lengthy government-mandated closures? What subsets of job seekers might be targeted? And what other strategies might be employed to help retain current employees?

Reach out to new groups When considering who to approach to fill the staffing gap, it’s a good idea to focus on groups that aren’t always targeted by other industries but who may be ideal for the less traditional hours and broken-up days often found in the leisure industry.

Students are an obvious target, and can fill the more physical positions, such as lifeguard or swim teacher. These are positions that currently are in huge demand, with many pools and schools forced to close or restrict operating hours due to the labour shortage.

Consider the impact in swim lessons alone. The Australian Swimming Coaches and Teachers Association (ASCTA) has estimated a need for 2,000 swimming teachers, with Chief Executive Brendan Ward saying “we are now seeing average 22 Australasian Leisure Management Issue 149

waiting lists for swim lessons 20% higher than they were preCOVID, and many swim schools cannot even cater for their existing customer base.”

In Victoria, in the Canadian province of British Columbia, the Esquimalt Recreation Centre has teamed up with the local high school to introduce a programme for secondary students, offering an elective course during school where the students can gain various water rescue certifications. These certifications are important stepping stones on the way to becoming a certified lifeguard, and have proven popular with the students. A similar approach could be used in Australia and New Zealand.

Another underutilised group is older adults who may have once worked in the recreation industry but have since stepped away, for whatever reason. Those who have retired or left for part-time roles recently may be interested in coming back to help out, if only in an interim basis until new staffers can be found.

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Stay-at-home parents are a third group that could be tapped into to help boost numbers. They often have their children at childcare or school during the day, and are sometimes free and looking to earn a little extra in their down time. And if they don’t have childcare for younger children, it might be time to consider having staff childcare at your facility, as a number of businesses have invested in since returning to the office.

In Australia, all of these groups may benefit from the recent Australian Government announcement that it will be partnering with AUSTSWIM - under the Sport Australia Participation grant program - to entice 900 former swim teachers back into the industry. Swim teachers will be eligible to have the cost of attaining or upgrading their certifications covered.

Invest in those you already have But it’s not all about attracting fresh bodies to staff your facilities. Equally important is how you retain and support your current employees. The need for listening to employees and finding out what they themselves want has never been more important.

Maybe a swim instructor wants to train up as an administrator.

Maybe some employees require greater flexibility. Or maybe some employees - especially those who are new or who have been out of the industry for a while - could benefit from a mentor system to help them learn the ropes from someone with the relevant experience.

Hybrid is a popular buzzword in the labour world these days, and generally refers to a flexible mix of in-office and at-home

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24 Australasian Leisure Management Issue 149

work arrangements. There’s no reason why this could not apply to recreational facilities, or at least those that can. Many gyms/ fitness clubs have already adopted such a system, offering ondemand content and online classes to counteract the in-person visitor shortfalls that the industry is only now starting to make up.

Smart systems can reduce the load Of course, one way to make work more enjoyable and to reduce the number of staff hours required is simply to make it easier, and that’s where technology such as Jonas Leisure’s Envibe’s leisure management platform comes in.

Many Australian and New Zealand councils use it as a unified system to manage all of the leisure centres under their control, making transferring staffers between facilities easier as staff do not have to learn a new system at each facility.

This has the added benefit of providing greater flexibility and potential for upskilling as employees are exposed to different work environments and skillsets.

Envibe can also help improve time efficiency, as automation and finely honed processes can reduce the hours required for many tasks. Envibe’s automated trigger messaging system cuts down on administrative front desk work, with editable boilerplate messages all set up and ready to go to announce changing rules, important details for new customers, or class time changes - all sent out with minimal effort.

Dushayant Dhar, Jonas Leisure Head of Sales and Customer Success, says having an efficient leisure management system like Envibe in place is more important than ever given current staffing crisis.

Dhar explains “when it comes to a software-based solution to the issue, it’s about creating smarter systems that allow for things like online learn to swim enrolments, online gym and aquatic memberships, and online venue and facility hire bookings. These are just some of the ways a smart system can help ease the pressure, freeing staff to focus their time on providing quality service to customers.”

With the pandemic set to linger for some time yet, it will be the businesses - not just in the recreation industry but all over that can proactively adapt, be flexible, and adopt more efficient technologies and operating models that will thrive. The world has changed, perhaps irreversibly, but that needn’t be a bad thing. After all, change is never painful; only the resistance to change is.

James Heffield is Director of New Zealand-based media agency Last Word.

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Enriching the fitness experience through technology The Fitness & Lifestyle Group has long been a technology innovator.

Kate Cracknell reports on the Group’s latest initiatives their membership and enhancing their overall experience of our brands both in the gym and at home.”

Waldron adds “this is all backed by analytics, which is where my and Eddie’s roles overlap.

“Then behind the scenes, it’s about standardising technology and processes across our regions and our multiple brands so we aren’t reinventing the wheel. We want to take innovations that are already working and embed that competitive advantage across the Group, streamlining our operating environment and driving synergies so our teams have more time to focus on our customers.”

F

or Fitness & Lifestyle Group (FLG), technology has long been a driver of competitive advantage. So much so, in fact, that the business has not one but two executive-level heads: Rob Waldron as Chief Technology (above left) and Security Officer and Eddie Swinnen as Chief Digital and Product Officer (above right).

While Waldron focuses predominantly on the tech infrastructure of the business - everything from data governance and quality to software architecture and cyber security Swinnen is more member-facing, leading the charge on digital products and digitally enhanced member experiences across FLG’s portfolio of brands.

Yet the two men share a clear vision on the role of technology in the business: not as something that replaces people, but rather something that makes the business even more peoplecentric.

Swinnen notes “in my role, it’s about creating best-in-class products that put the customer first, giving them control over 26 Australasian Leisure Management Issue 149

Laying the foundations The first step has been to standardise systems and integrations within the Group, resulting in a platform that allows digital development to be scaled across FLG’s portfolio of brands.

Swinnen explains “this has included simplifying our systems, re-architecting and standardising our web CMS and building a member portal to enable self-service.

“We also upgraded our app development platform into React Native, writing a single code base so we could simultaneously implement branded apps for multiple brands on both iOS and Android.”

Waldron goes on to say “we’ve essentially built a foundation whereby all brands use the same operating platform - meaning they all benefit when we add new features such as online joining, for example - but where each brand can have its own elements for a unique experience.”

Having migrated its infrastructure away from on-premise data centres and into the cloud in 2016, FLG has also become one of the first operators to use a cloud-based data lake.

Waldron advises “in our case, that data lake is Snowflake, and it underpins the roll-out of our business intelligence work.

“It’s where the data analytics magic happens, because it

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gives us one central repository for all data from all systems across our entire business.”

Indeed, reporting of key metrics - such as sales, leavers, visitation, personal training and group exercise attendance has now been consolidated and streamlined across Goodlife Health Clubs and Fitness First Australia, Zap Fitness and Jetts Thailand/New Zealand, with standardised definitions driving consistency of data across brands, sites, markets and systems.

It means any team member - from sales and club managers to regional heads and the Group Chief Executive - can log on to a centralised portal and instantly view highly accurate performance data in easy-to-digest dashboards. Subject to the individual’s role and permissions, this can be done at a club, brand, region or group level, placing insights, trends and opportunities for competitive edge at everyone’s fingertips.

Waldron comments “interestingly, the ability to benchmark club performance by brand or by region is encouraging teams not only to look internally to address issues, but also to collaborate across brands, asking other high-performing clubs within the FLG estate for training and best practice.

“Moving forward, we’ll continue to expand on the types of data and insight we’re extracting from our customer touchpoints, to further enhance the way we support members on their wellness journeys.”

Customer convenience Also from a member-facing perspective, FLG recently launched a fully paperless digital joining experience for new members across the Fitness First Australia, Goodlife Australia, Jetts New Zealand and Zap Fitness brands.

By incorporating user insights around how people select memberships and join online, FLG’s new experience has minimised clicks versus industry standards, Swinnen advises “we’ve also slimmed down the product choices to further streamline the end user experience: a few simple membership types to pick from, a handful of options to customise to your needs, and that’s it.

“Our vision was to create a seamless process whereby someone could go online, find their closest club, join, set up their membership, verify their email, pay, go through our health and safety induction and access their new club via their mobile - all within a few minutes. We want onboarding to be quick, simple and self-service for maximum customer convenience.”

The new process therefore includes a mould-breaking approach to health and safety, courtesy of a highly original briefing video that’s been created in collaboration with FLG’s legal and marketing teams. A compulsory watch - club reception is alerted if a new member arrives without watching it - the video uses humour to drive engagement with the message.

Image courtesy Zaps Fitness

Image courtesy Fitness First

28 Australasian Leisure Management Issue 149

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Swinnen goes on to advise “our final step will be to give the new member access to the club via their phone - once they’ve completed their PAR-Q and health and safety waivers - so they don’t have to wait to see someone to get a membership card.

“That’s in R&D stage at the moment.”

Driving collaboration Meanwhile, behind the scenes, FLG migrated its entire business from Google Workspaces to Microsoft 365 in March. In the process, it moved from around 4,500 Google licences with hundreds of shared accounts - one for a whole reception team, for example - to approximately 10,800 individual accounts.

Waldron adds “one of the key benefits has been the positive impact on teamwork and collaboration. It took just a couple of weeks for Microsoft Teams usage to skyrocket, for example - a direct result of everyone being individually connected and able to communicate freely.”

Another major benefit is the unprecedented visibility Microsoft 365 provides around data management: “Not only where data is and where it’s going, but who’s sending it and when. This is critical to ensuring we adhere to data privacy requirements.”

Next on the list are a number of cyber security projects, including a 12-18-month journey towards ISO-27001 certification - an international standard relating to information security and effective assessment of cyber risks.

Says Waldron “we’re also working on what in cyber security circles is known as a ‘zero trust’ programme, but for us is about ensuring technology doesn’t get in the way of people doing their jobs. Multi-factor authentication will give the right people secure but seamless access to the right information at the right time, even if they’re working from home and/or on a personal device. It’s about flexibility without compromising data security.”

Finally, following the recent signing of a multi-million dollar deal with Telstra, FLG is piloting a project to replace and upgrade the network infrastructure solution across its estate to ensure internet capacity meets the demands of in-person digital experiences.

Waldron concludes “as part of the agreement, Telstra will provide us with an internet failover, whereby a 4G/5G service kicks in within seconds of any internet outage. Particularly as a 24/7 operator, that’s hugely important.”

Kate Cracknell is a freelance journalist, editor and copywriter and a former Editor of the UK’s Health Club Management magazine.

Image courtesy Fitness First

30 Australasian Leisure Management Issue 149

Lismore fitness club owner Matt George inspires community’s post-flood recovery The disastrous floods that impacted the Northern Rivers region of NSW at the end of February and beginning of March saw Matt George, owner of Lismore’s Summit Health and Fitness, step in to help drive the recovery of his community.

While his gym, located east of Lismore in Goonellabah, was not impacted by the floods, George opened the facility on Monday 28th February and Tuesday 1st March as an emergency shelter and evacuation centre for floodimpacted residents with over 70 individuals and families making use of the gym’s floor space.

Immediately after that, with almost all of Lismore’s supermarkets and food retailers out of operation, he converted the gym’s space to a foodbank.

As George notes “before the emergency services and bureaucracy kicked in we were able to help those who’d been affected by floods and needed food, water, medical supplies and more.

“Drawing the community together, we were just locals getting stuff done.”

However, with Goonellabah located 10 minutes’ drive east of Lismore and away from the worst of the flood damage, George soon realised that with people unable to purchase fuel to make the journey to the foodbank, the facility would have to relocate.

As a result, he teamed with Karen Willott, owner of a used furniture warehouse in Lismore (from which she lost everything in the floods, including her income source), to create a larger distribution centre for resources.

The warehouse at 51 Wyrallah Road, Lismore distributed huge quantities of food, water, medical supplies to those in need, supported by generous donations from the community and across the country.

As George noted “we have trucks, semi-trailers rolling in with resources … with resources coming in and goods are flying out the door at a similar rate.

“We’ve even helped support some of the military now on the ground.”

Amid all this Summit Health and Fitness reopened within two weeks of the floods on Monday 14th March, returning to normal business operations including group fitness classes, personal training, EMS and swim lessons and squads.

Again extending his generosity, George advises “we understand that the community has suffered greatly in the last two weeks and if required, we will timestop or cancel any memberships with no fees.”

He added “Summit plays a vital role in looking after people’s mental and physical well-being (and we) recognise that these are uncertain times are not the time to be locked in to any membership.”

George, who will continue his free foodbank in the Lismore CBD, as well as operating his Summit Health and Fitness, concludes “we will get through this together.”

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TNW Australia offers secondary spend solutions

F

ounded in 1983 with the goal of supplying the novelty gift industry with innovative toys, gifts, and accessories, TNW Australia offers a range of solutions to drive secondary spending in amusement centres, theme parks, art galleries and museums, bowling centres, laser tag venues, children’s play centres, cinemas and entertainment venues, coin-op amusements, swim schools, wildlife parks, zoos, and aquariums with a massive range of new and fun products that offer excellent value for money.

TNW Australia’s products are also used as prizes at carnivals and fetes.

TNW’s product ranges include balls, slimes, sensory and fidget toys, outdoor and activity toys, water toys, growing toys, art and craft items, Easter, fashion accessories, gifts, plush, key chains, lanyards, light up toys, novelty toys, die-cast cars, educational toys, stationery, stickers, tattoos, and wooden and classic toys.

Experts in the supply of innovative toys, gifts, and accessories, the business is owned and operated by Chris and Jane Noel and continues a family tradition in the novelty toy business started by Chris’ grandfather, Tony Faiella, in the 1920s on the showgrounds of Australia.

After 39 years in the business, TNW Australia is now one of Australia’s biggest novelty and gift distributors with a huge range of products.

With extensive experience in the business, TNW have built excellent customer relations over this time, with account

32 Australasian Leisure Management Issue 149

managers in each state and a friendly sales team, who can assist you with selecting items that will be the right fit for your business.

With a creative and knowledgeable buying team, TNW stays on top of new trends and is consistently updating their range based on market demand. With a great eye for hot products TNW is ahead of the market, sourcing and securing stock trends before their competitors, while remaining stocked with evergreen customer favourites.

TNW has a vast range of unique products on offer with over 1500 items to choose from - many being designed in house.

Explaining the value of the company’s products as secondary spend items, TNW Australia Advertising and Marketing Executive, Joel Cunningham advises “our items are often used for redemption prizes at amusement centres like video game arcades, bowling centres and laser tag venues while in some areas they’ll cross over between primary and secondary like aquatic centres where they use them as rewards in swim schools as well as through their retail outlets connected to the aquatic centre.

“However, they are sold in retail settings at zoos and other animal parks - with items that relate to the themes of that business - like animal figurines, plush and sticker books.

“We also provide retail outlets like theme parks with classic items like whoopee cushions, springs and plush as well as new trending areas like sensory and fidget items.”

Commenting on what is key in secondary spend, Cunningham notes that “having an attractive display of quality items with good play value” is essential, explaining “generating additional revenue for businesses through products that children get excited about and are a memorable take away from their experience. Often bringing them back to the venue.

“For example, with redemption prizes - having a great range on offer will encourage customers to stay longer and increase their overall spend.”

Cunningham also emphasises the importance of good quality and excellent play value, adding “our items are attractive for customers and are great impulse buys.

“In the settings that we sell in, children are often present, so products need to be packaged well to reduce stock loss and need to stand out in store.

“We aim at providing kids with what interests them in play and not necessarily what a parent may purchase for them independently and we make sure to stay relevant with recent trends and crazes.”

Displays key to boosting retail sales Imaginative retail display is a cost-effective way to enhance customers’ purchase behaviour, increase product sales and boost return on investment.

While mass market retailers deliberately create an exciting store environment to motivate consumers to purchase, the same can be done in secondary spend outlets across the leisure industry - by appealing to human senses such as sight, touch and smell.

Monash University marketing expert Professor Hean Tat Keh’s new joint research, ‘Gimmicky or Effective? The Effects of Imaginative Displays on Customer Purchase Behaviour’ delves into the barely perceptible decisions we make around everyday items that are based on our emotional responses.

The study, published at the end of last year in the American Marketing Association’s prestigious Journal of Marketing, finds imaginative displays constructed using multiple units of the same product in a novel yet creative form, will attract customer attention to the product on display and increase their purchase behaviour.

The researchers conducted six studies using chocolates, bathroom tissue, toothpaste, and energy drinks, comparing standard displays (using a non-novel and neutral aesthetic), to imaginative displays.

The researchers noted a 53% return on investment for a particular imaginative display of facial tissues shaped as a quasi-circular cone (pictured).

NB

•With a great variety of impulse buys, TNW offers excellent value for money giving them a competitive advantage.

•TNW stays on top of new trends and are constantly updating their range based on market demand.

•TNW’s products are unique, with many being completely or partially designed in house.

•TNW have the biggest and best sensory and fidget toy range in Australia, an area which is a proven seller and still has potential for greater growth.

•TNW products are great quality and are always played with in house to test their level of fun and durability.

•TNW items are well presented, our product development team thoroughly checks all packaging and designs some in house.

•With over 39 years as a toy and novelty wholesale supplier, TNW have extensive experience in the business and have built excellent customer relations over this time.

•With account managers in each state and an experienced sales team, they can advise you on items that will be the right fit for your business.

•TNW ships Australia wide offering fast dispatch times to all states and territories.

Australasian Leisure Management Issue 149 33

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Images courtesy WynActive

Resilience is the key to bouncing back Brad Kingsbury explains Melbourne’s WynActive resilience in light of the COVID-19 pandemic

W

ynActive, a leisure management organisation in the west of Melbourne, has become an industry leader in resilience, as the aquatic and recreation sector battles to recover ground in the post pandemic-shutdown environment.

In 2014, Wyndham City Council established a whollyowned, local government business enterprise, Western Leisure Services (WLS), to manage its three major aquatic and recreation facilities, AquaPulse, Eagle Stadium and the Werribee Outdoor Pool. WLS operates as WynActive, and that name is set to become well known as an example of how to maintain the loyalty and commitment of staff and community while navigating through multiple forced shutdowns.

Greater Melbourne has the ignominious label as having had the world-record longest pandemic lockdown (263 days*), resulting in a massive hit to the leisure and recreation industry.

Indoor gyms were forced to close for a total of 368* days since the start of the pandemic in February 2020.

Aquatics and Recreation Victoria (ARV) Chief Executive, Kathy Parton, sees that the many impacts of the pandemic have been devastating for a lot of organisations, presenting unique challenges for organisations, community and the industry as a whole, with all combining to create significant barriers to recovery.

Noting that there had also been a major effect on staff numbers and skill levels, Parton stated “many qualified and skilled staff have exited the industry since the commencement of the pandemic. ARV has been advised that this is due to perceived concerns regarding the instability of the industry as an employer, salary rates and length of time and commitment to enter the industry as a qualified employee.

“I believe there are many current industry issues that will require long term response strategies.”

So why has WynActive had success when so many, often bigger organisations, have not?

Resilience and ability to adapt well in the face of adversity is the key. WynActive’s swift implementation of measures to

36 Australasian Leisure Management Issue 149

mitigate the impact of sudden facility closures on staff and the community was critical to creating positive momentum.

WynActive facilities service a population of 283,294 with an annual growth rate of 4.7% (Australian Bureau of Statistics 2020), and most of its staff team live in the community they serve.

At its peak, WynActive employed 370 staff across its three facilities and was forced to stand down 95% of employees during the initial lockdown.

WLS Chief Executive, Alison Dixon said the reality of that was devastating, commenting “after holding out for the first seven weeks, we were forced to make the call to stand down and there were a lot of tears on all sides.

“Initially there was a sense of confusion and disbelief that we were, essentially, out of business, but the senior leadership team immediately acted to keep our staff involved as much as we could.

“As a local government body, we were not entitled to JobKeeper so we were behind other organisations that were, but we couldn’t dwell on that because it wasn’t going to change.

“We made it clear to each staff member that they were important, and we wanted them to stay connected so we could move quickly to re-employ and re-engage with our community at the earliest possible time.”

The effort to create team unity was hugely successful, with WynActive staff teams continuing to engage with each other online through scheduled exercise groups, coffee and drinks chats, trivia nights and even cooking sessions.

Dixon added “not everyone involved themselves in this of course, but we encouraged all our leaders to regularly call their staff members just to check in. It was a simple idea but hugely important to each person as well as our organisation.”

When WynActive centres were able to reopen, the benefits of these efforts were evident, with the majority of staff quickly on board and committed to welcoming community members back.

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Image courtesy WynActive

was to maintain a meaningful connection with the community.

WynActive’s vision is ‘to build healthy lives through recreation and aquatics’ but the question was, how to do that when people could no longer come to the centres?

A plan to support the Wyndham community through innovation and social engagement was developed and actioned, almost as soon as the first shutdown was imposed. This involved input and commitment from staff, who were encouraged to contribute ideas aimed at helping keep people positive and connected.

Initiatives activated by WynActive to address the effects of restrictions included: •WynActive Connect Program - phone calls to members and those more isolated in the community to help people stay socially connected; •Find Your 30 - Do It Your Way - integrated program with Wyndham City Council to inspire the prioritisation of everyone to undertake 30 minutes of exercise each day; •On-line group exercise - live and recorded group fitness classes for members and the wider Wyndham Community to access free of charge; •New website with webcasts - fast-tracked development of new web platform to assist community access via video and social media content; •Quote of the Day - daily quote across WynActive social media channels to support and inspire the community; Dixon noted “as a leadership team we were committed to doing everything we could, but the drive and enthusiasm, together with some of the ideas, came from the staff themselves.

They continually asked, ‘how can we do this?’ and ‘how can we do this better?’

“Connect calls came from staff and Group Fitness classes were solely staff driven. And it was so quickly organised. One day we were in lockdown, the next it was up and running. They drove that.

Find Your 30 initiative

38 Australasian Leisure Management Issue 149

“The model we had - the ability to move quickly with decisive action - was, and still is, our advantage.”

As the pandemic took turns for the worse (and then better) with further lockdowns and reopenings over the following 18 months, WynActive’s formula for resilience continued to be tested and, despite some hits, continued to prove successful.

Approximately 70% of the staff stood down returned initially, with a range of casual, part-time and full-time employees set to join them in the coming weeks and months.

Dixon explained “the pressure grew with each closure and we certainly lost some staff every time.

That was cumulative over time and we, along with every like business, continue to face the challenge of skill-loss through the exit of trained staff, particularly in aquatics.

“However, the staff that have returned, together with those new to the organisation, have provided the drive and motivation to inspire and re-engage with the community. One of the main aspects of our structure is that many staff members work across multiple centres, so they consider themselves part of the bigger recreation community, not just as a centre employee.

“The key to our plan was to maintain a positive outlook to look after the physical and the mental health of both staff and the community. That’s a huge part of creating a resilient environment and I think we achieved that.”

Underlining WynActive’s ability to rise above the pack in a time of unforeseen challenges, is its recent success in the 2021 Aquatics and Recreation Victoria (ARV) awards, winning in four categories.

Three staff members were judged the best in their area while AquaPulse took out its fifth consecutive Watch Around Water award.

Noting this success, Parton added “the achievement (is) an outstanding result. With three of their awards being individual, it has demonstrated the high quality of employees at WynActive to the Victorian Aquatics and Recreation Industry.”

WynActive centres reopened in early November, after the easing of restrictions, with immediate and significant community re-engagement. An ambitious membership target of 399 in November and December was smashed at AquaPulse, with 728 people joining the centre in that period. It was 45% ahead of expectations, occurred without any marketing incentive and took management by surprise. Although cancellations were also up, the result indicated that community motivation to return was high.

While acknowledging that as a good start, Dixon is all too aware that a return to pre-pandemic service delivery still presents significant challenges for, not only WynActive, but the entire industry.

She concluded “let’s not pretend that the world hasn’t changed, probably forever.

“I am extraordinarily proud of the WynActive community for refusing to be broken by the continual hits we took during almost two years of interruptions - all out of our control. And I’m also very grateful for the ongoing support of the WynActive Board and our shareholder, Wyndham City Council.

“We’ve made strong, positive steps forward since reopening and the local and regional communities are clearly on board.

The challenge ahead is to continue to adapt, innovate, pivot call it what you like - as we recognise new recreational needs.

Change is our expectation and resilience is now part of our nature.” *www.lockdownstats.melbourrne Former Sports Editor and journalist, Brad Kingsbury is a media and communications specialist for the BK&T Communications as well as the YMCA.

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Australasian Leisure Management Issue 149 39

In March 2022, Squash Australia announced they would be launching a new national registration and competition management platform with revolutioniseSPORT

Guiding sport through the next decade Emily Moore, Daniela Zapata, Anne-Sophie van der Sanden and Alex Mednis consider key trends that will influence sport in the years to 2032

A

s we move toward the 2032 Olympics in Brisbane it is an appropriate time to consider the megatrends that will influence and shape the sporting industry over the next decade.

The future will be personalised, and the four megatrends considered in this article are built around the core understanding that consumers want to deal with sports on their own terms, rather than those of the sport.

This is a fundamental shift from the early 2000s, where the experience was firmly in control of the sport.

To build a successful sporting ecosystem prior to 2032, sport needs to understand the following trends and more importantly, act now.

Personalisation Have you ever wondered how you can be discussing exotic travel destinations with friends, and disturbingly specific advertisements appear within a day or so on every website?

This is the world of artificial intelligence, machine learning and personalisation.

Irrespective of whether it relates to advertisements, tailored content or individualised services, personalisation allows for delivering contextual member experiences that better suit consumers on their terms.

Sport lags behind almost all other industries when it comes to personalisation, with very few sports using anything of the kind in their marketing strategies. However, in a world where attention span is shorter and the average consumer is 40 Australasian Leisure Management Issue 149

constantly bombarded, gaining brand attention out of the white noise is imperative.

For sport to succeed, personalisation must be weaved into club activities from the grassroots to the national level. Three key areas in which personalisation can improve club operations include membership loyalty, behavioural and demographic cross-selling, and location data.

Gamification Whether we are setting up a new mobile phone or taking suggestions from LinkedIn on how to ‘complete’ the profile we have had set up for years - a setup checklist awaits! And not just any checklist, but one that gives us shiny green ticks and ‘points’ for enabling settings and handing over more information in return for each reward.

However you look at it, most of our lives are governed by clubs, frequent flyer memberships and ‘reward programs’ that see us happily trade our behaviour and data in exchange for the positive reinforcement of completing a series of micro-requests.

Gamification aims to entice users to continue using a product or purchasing a service by completing specific tasks and rewarding them for doing so.

Across the sporting industry: badges, leaderboards, points or rewards, social interactions, stories and incentives are all standard implementations of gamification. And when executed effectively, the benefits of gamification can reach far and wide to all members of your organisation, from fans to participants.

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The evolution of membership models Traditionally, seasons and membership have been consistent within the sporting industry. However, as the demands of members change, sports must adapt their membership models to suit an evolving member base.

Membership models now extend far beyond the traditional seasonal or subscription-based memberships, with organisations offering alternate options such as day or game memberships, plus pick up and play or come and try options.

Mixing and matching is also becoming increasingly common as organisations aim to offer versatility to members. While some membership models can be offered in parallel (such as seasonal and day), others are incompatible (such as seasonal and subscription), and it is important to pick and choose methods that are complementary.

As society shifts and sport is changing, sports are competing against each other as well as against other hobbies and activities. We are entering a world that is on the consumer’s terms, not the sports.

Truth and the rise of the API (Application Programming Interface) Over the past decades, sports have slowly shifted from paperbased systems to the use of online software platforms.

As the digital world continues to move forward in leaps and bounds, sports must now focus on establishing a singular source of truth and minimising the use of multiple systems that operate independently of each other.

For sporting organisations, finding that one source of truth and investing in a CRM that has capabilities for integrations to extend functionality will result in significant cost savings, opportunities for automation, and improved organisation and efficiency.

It will also allow organisations to reap the benefits of common integrations such as online payment gateway providers, learning management systems, competition software, survey tools, EDM providers and loyalty programs.

A functional and connected software platform can be a defining part of an organisation’s long term success - something that should be an ever-growing focus over the next decade.

Over the next decade, sports need to be responsive to all four of these megatrends to stay competitive, and to grow toward 2032.

Emily Moore is Chief of Staff, Daniela Zapata is Special Projects Coordinator, Anne-Sophie van der Sanden is Platform Specialist and Alex Mednis is Managing Director of revolutioniseSPORT. Mednis is also Chief Executive of SportsGrid and General Manager - Business Development for the Australian Sports Professionals Association (ASPA).

Article based on a revolutioniseSPORT white paper.

For more information on these megatrends go to www.revolutionise.com.au/our-impact/

Most Softball Australia Clubs and Associations have now been set up with their very own revolutioniseSPORT account

42 Australasian Leisure Management Issue 149

Image: Golf Central in Brisbane

Pitching to Entertain A $60 million PlayGolf Fund has been launched to redevelop under-performing courses into sport entertainment zones.

The Fund has been launched by Mulpha Australia, which is providing the equity, and backed by Avid Sports Management and Golf Australia.

The PlayGolf Fund aims to secure long-term leases of at least 20 years on under-performing golf courses or driving ranges and to redevelop them into sport entertainment and attraction zones.

Mulpha, the Australian arm of Kuala Lumpur-listed Mulpha International, has committed up to $60 million to golf courses and driving ranges seeking to reposition existing sites to cater for a broader target audience and combine golfing facilities with hospitality and potentially other entertainment and leisure attractions. This investment will deliver state of the art facilities with widespread appeal in their communities.

Mulpha Chief Executive, Greg Shaw advised “the PlayGolf Fund partners have a shared goal to encourage more people regardless of age, gender or skill level to play and enjoy golf in a more accessible and entertaining way.

“In recent years we have seen many traditional public and member golf facilities and driving ranges struggle to find the combination of capital, development capability and specialised operational expertise to transition towards becoming more enticing integrated golf, hospitality and entertainment venues.

“Together with Avid Sports and Golf Australia, we have developed the PlayGolf Fund, a comprehensive solution for golf venues. We are pleased to provide the significant investment to private and public facility owners in return for long term operational leases.”

James Cooper, Managing Director of Avid Sports which runs Golf Central in Brisbane and will handle the operational element of the venture - said the sport must evolve to attract new participants and that “entertainmentbased golf” was part of the game’s future adding “the PlayGolf Fund can assist in the delivery of far superior public facilities with less commercial and financial risk by bringing investment and creating alternative formats to appeal to the broader golfing community.”

The PlayGolf Fund is actively seeking expressions of interest to reinvigorate the participation, membership and utilisation of golf facilities on a sustainable and commercial basis with applications sought from local government authorities and membership-based clubs.

First round applications to access the $60 million funding package closed on 31st March 2022 with subsequent rounds to be considered thereafter.

Details on PlayGolf Fund and how to apply can be found at www.playgolffund.com.au

Education for the rising aqua fitness sector Julie Stevens introduces the new qualification for the rising aqua fitness sector ith increasing awareness of the benefits of low impact exercise for strength building, fitness and injury recovery, W water-based fitness programs are in high demand. The sector is attracting young and old, with many top athletes incorporating water training and new tools such as aqua pole, spin bikes and drag resistance equipment alongside their traditional training programs.

To cater for this new legion of participants, aqua fitness now has a new instructor training program.

Three and a half years in the making, the program - released last November - was developed in consultation with AUSactive, SkillsIQ and a range of industry input, spearheaded by Claire Barker-Hemings, Dominic Gili, Aqua fitness Online, Annette Chatterton and myself.

Providing a structured skill set program to ensure instructors have appropriate professional qualifications to meet the increasing demand and ensure the safety of participants in the water, the new instructor units carefully consider creating a training program that reflects the industry’s commitment to professionalism.

With the establishment of this program, AUSActive has implemented a membership category specifically for holders of the Aqua Exercise Instructor skill set.

44 Australasian Leisure Management Issue 149

Image courtesy Aquapole

As AUSactive General Manager, Chris Alexander explains “the new streamlined skill set aims to meet the growth in industry demand for Aqua Exercise Instructors.

“These professional instructors contribute significantly to our vision of activating everybody, every way, every day. AUSactive is encouraged by the engagement and proactive work of Active Training to support the aqua exercise sector.”

The skill set comprises six units and includes units in first aid, WHS and water rescue skills. The remaining three units capture relevant information to enable aqua fitness instructors to deliver programs to a diverse range of participants successfully.

It includes the following units: SISFFIT038 Plan group water-based exercise sessions SISFFIT039 Instruct group water-based exercise sessions SISFFIT048 Use anatomy and physiology knowledge to support safe and effective water-based exercise SISCAQU002 Perform basic water rescues HLTWHS001 Participate in workplace health and safety HLTAID011 Provide First Aid Allowing for the more obvious of the six units - first aid, workplace health and safety and water rescues, the remaining three units capture a wealth of information that will set up budding aqua fitness instructors for success.

Looking at each of these three units in a little more detail: Use anatomy and physiology knowledge to support safe and effective water-based exercise This unit of competence looks at the role that anatomy and physiology plays in aqua fitness instruction. It covers the following participant types - female adults; participants aged 55 and over; sedentary participants and active participants.

It analyses the following body systems in direct relation to water-based exercise - cardiovascular; respiratory; muscular and skeletal.

It delivers an overview of both the physiological and biomechanical differences between aquatic and land-based exercises.

The unit also explores the properties of water, the forces that act on the body in water at varying depths, the basics of thermoregulation and its application to exercise in water and finally common injuries and exercise related causes.

Most importantly, this unit develops the instructor’s ability to apply their knowledge of anatomy and physiology when delivering water-based exercise sessions.

Plan group water-based exercise sessions This unit focuses on planning a group water-based exercise session. It teaches the instructor to identify the needs and expectations of diverse groups e.g., female adults; a mixed gender group and groups of participants aged 55+.

It requires the course participant to develop and document six group water-based exercise sessions (minimum duration 30 minutes each) that incorporate the following - anchored and weighted movements; suspended movements in deep or shallow water; interval training; exercises with and without equipment; active, rebound and energetic movements; propulsion or turbulent movements and formations.

Finally, this unit looks at reviewing and modifying future sessions.

Instruct group water-based exercise sessions This unit focuses on instructing a group water-based exercise session. It teaches the instructor to prepare sessions, brief participants on safety issues and deliver advice on contraindications, deliver and evaluate group sessions.

It requires the instructor to deliver three predesigned group water-based sessions demonstrating techniques including optimal instructor positioning, clear verbal communication, verbal and visual cueing.

Image courtesy Aquapole

The unit also explores dealing with situations that arise from pre-session screenings that require modifications, as well as responding to individuals who show signs of over exertion or difficulty.

With Aqua Fitness proliferating in popularity across the country and instructor shortage a significant issue, the development of quality and qualified Aqua Instructors is more critical than ever.

There are several overlapping factors that play into this problem: Irregular hours Often Aqua classes have been ‘squeezed’ into programs wherever there’s a spare 45-minutes. An instructor then must travel to and from the facility for a single 45-minute class - for many it simply isn’t worth it! It’s important that Facility Managers carefully consider their programming to address this issue.

Multi-skilling staff is another way to better manage instructor shortage. Having swimming instructors or pool lifeguards that can also instruct Aqua Classes is a great solution - they are often already on-site and so it is a win-win for employee and facility. If a facility can either cover the cost or perhaps subsidise a portion of the training costs to up-skill an existing employee, this might also encourage staff to consider adding this string to their bow.

Inadequate pay Aqua Fitness Instructors are fitness professionals and should be paid accordingly. A quality instructor will see participant numbers rise and be retained. Let’s not be mistaken…the instructor is the number one reason that people continue to attend and then also market your classes (telling their friends).

The amount paid to the instructor reflects what value you place on them.

Perception Aqua fitness has over the years been perceived as being for the oldies! With the introduction of innovative equipment choices and athletes recognising and sharing on social media the value of aquatic cross-training, instructors now have a greater variety of class-types that they can teach - Aqua Strength and Acquapole to name a few.

Facilities also need to be innovative with their aqua fitness program - this will not only attract a broader demographic of user but will also attract a broader demographic of instructor.

Julie Stevens is Chief Executive of Active Training.

For further information go to the Active Training website www.activetraining.net.au Australasian Leisure Management Issue 149 45

Image via Pexels Cottonbro

Why casual and part-time workers are critical

A 2021 Humanforce survey found that 82% of casual workers have direct contact with customers and the public, making them the first human contact that customers often have with a business or brand. Equally revealing, the survey found that 79% of workers said their workplace happiness directly impacts the level of customer service they can deliver.

International travel restrictions and a lack of available staff have resulted in businesses across the leisure industry struggling to fill casual roles throughout the COVID-19 pandemic. According to Seek there are currently 20,000 casual jobs on its site, 55% more than in 2020 and 22% more than in 2019.

So, in this competitive labour market, what do employers need to offer casual and part-time workers to create a motivated and engaged workforce?

Businesses can no longer assume that simply offering higher wages will attract workers. Casual and part-time workers often rate flexibility as their top priority, with many employees citing the flexibility to choose their work hours and shifts as their number one consideration when looking for work. To attract top-quality staff, employers need to understand that casual work often sits work alongside important life and family commitments.

While the headlines tell us that there is currently an overabundance of work available, more detailed research shows that the local, flexible workforce cannot secure work when they want it each week: •61% of workers experienced multiple instances of being unable to swap shifts with a co-worker over the last 15 months.

•For workers who needed to swap shifts, 30% reported they had to find someone to cover their shift, with 63% having to call or text message managers and fellow workers to swap shifts.

•Only 18% of respondents currently work for employers that automate shift-swapping via online or mobile apps - with a further 44% of people saying that such a system would be important in their workplace in the future.

In a tight labour market, businesses need to position themselves as an employer of choice by having systems that simplify their workers’ lives. Advanced workplace management solutions can facilitate a flexible work environment for employees through automating shift management, onboarding, training, and leave management.

Businesses were forced to work hard during lockdown to keep workers informed and engaged. Staff shortages have put casual staff in the box seat; they are demanding more autonomy to make decisions and take control of their own work life. Successful leisure and hospitality operators now must balance operational efficiencies with allowing people to accept the shifts they want, when they want, and the freedom to pick and choose.

Clayton Pyne shares why offering flexibility and staying connected to your casual workers is key to retaining staff and delivering a consistently memorable customer experience

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f COVID-19 has taught the leisure industry one thing, it’s the importance of a casual workforce.

The workers who can rapidly scale up (or down) based on operating conditions and demand, they are the staff that perform functions as varied as greeting members or guests, addressing customer queries, showing fans to their seats in venues, lifeguarding duties and personal training.

They can be a positive face of your business building a connection with the public, or not.

46 Australasian Leisure Management Issue 149

Image via Pexels Andres Ayrton

Image via Shutterstock

Smart rostering and workforce analytics facilitate this as businesses can set accurate parameters around your staffing requirements and then allow people to shift swap, bid for shifts, accept/decline shifts, set their availability, all while knowing that your roster will be filled.

Workforce analytics also allows employers to identify issues and inefficiencies quickly and better understand issues when they arise. For example, if everyone on a shift starts late, it might not be that everyone hates working that shift or for that manager, but that the start time doesn’t align with the bus timetable. Identifying an issue quickly and communicating with staff members means it can be addressed and resolved for the benefit of everyone.

Utilising non-intrusive systems that workers can access to manage their work at their own convenience helps create positive connections with workers. For example, workers can check their shifts on a Sunday night without having to look at the noticeboard in the lunchroom. They can also swap their shift with a colleague if they become sick in the middle of the night without having to phone around in the morning.

But flexibility is only the first part of the solution. It must be offered in conjunction with financial stability, which encompasses more than just a fair wage. Job ads that promote financial wellbeing programs are filled within an average of 22 days, compared with jobs listed by similar companies that didn’t provide a financial wellbeing program took an average of 30 days to fill.

Financial wellbeing solutions, like those offering workers early access to wages, are becoming prerequisites for organisations to attract, retain and support staff. These solutions enable casual and part-time workers to access pay as they earn it, to cover bills and expenses as needed. They also allow workers to track their earnings in real time, check their financial fitness and participate in 1-1 live-chat financial coaching.

The physical and mental health challenges casual workers face have been exacerbated through the pandemic by their irregular work patterns and lack of job security. It is more important than ever for employers to stay connected to all casual workers (including those temporarily stood down), arrange regular check-ins on their wellbeing and provide support where possible. Simple ‘shift rating’ tools can help staff still employed flag issues and personal stresses to their managers in a digital and non-intrusive way.

Other ways that automated workforce management solutions allow businesses to stay close to their workers are by: •Shining a spotlight on individuals who have done something above and beyond or something they have done to help a colleague. This could be through platform notifications and

on-site via noticeboards or even on company social media platforms.

•Ensuring staff are equipped with the right resources (both training and development as well as any physical items) to do their job effectively, whether they’re on-site or working remotely, making sure their team is resourced efficiently.

•Regular check-ins on wellbeing and how employees are tracking to targets. It may be hard to see and set long term targets given the changing workplace, so breaking them down into short-term goals may help the business achieve its longerterm objectives by keeping staff engaged and connected to their short-mid-term objectives.

•Employee journey mapping – understand the employee experience from the start of their role/hiring to the end. Through learning about an employee’s valuable moments on the job and their interactions they have with the manager, critical work milestones or incidents can be handled appropriately. Workers are more likely to disengage if they haven’t got appropriate tools and technologies to manage their deskless working lives.

Casual and part-time workers will undoubtedly play a vital role in the rebuilding process that leisure businesses are currently undertaking. Every customer is precious, and just one negative human interaction can make or break customer loyalty. It is up to employers to do all they can to create a motivated and engaged workforce.

Clayton Pyne is Chief Executive of Humanforce.

For more information on how your business can build an engaged workforce, visit https://humanforce.com/

Image via Pexels Tim Douglas

Australasian Leisure Management Issue 149 47

sports. With lockdowns closing clubs, cancelling and postponing tournaments and preventing team activities, many volunteers have drifted away. A national survey by AusPlay has revealed that the sporting volunteer workforce has declined by tens of thousands because of the pandemic. Many volunteer organisations are also anxious about the fall of volunteer participation in the last two years due to several barriers in volunteer recruitment and retention.

Another survey commissioned by the Australian Sports Foundation found that almost all of Australia’s 70,000 community sports clubs have lost money during the pandemic.

Thousands of them face the threat of going under. One in 10 clubs fears insolvency and half of all clubs are having problems finding volunteers.

In 2020, Australian Sports Commission/Sport Australia then acting Chief Executive Rob Dalton described the problem as “really serious” and fears that people will “disappear from sport” if volunteers continue to be lost.

Arresting the Decline Ashlea Block explores the decline of volunteers in community sports and how clubs can get them back

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ach year in Australia, 8.5 million adults aged 15+ and 3.4 million children aged 0-14 take part in organised sport.

According to AusPlay, that equates to 40% of all adults and 69% of children. It’s a staggering figure - and nearly all these sporting activities rely on volunteers; from coaches and club officials to referees and umpires.

Volunteers are critical for the continuation of organised sports. In total, there are 1.6 million men and 1.3 million women volunteering in sport in Australia - equivalent to 14% of the population. Football has the highest number of volunteers (467,000), followed by Australian rules (374,000) and netball (305,000). Sports Australia estimates their value at $4 billion a year. AusPlay data reveals that 774,000 volunteers also took on multiple roles within the club system. Most people who volunteer in a sport have a strong connection to that sport, either playing themselves or having children who play.

The impact of COVID The COVID pandemic has been catastrophic for community

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Fighting the decline: the role of technology Community sport couldn’t exist without volunteers. But many volunteers lost during the pandemic may not return. One of the issues is the sheer amount of admin and inefficiency that organisers have to deal with. To get people back out into their communities and sporting clubs, it’s crucial to deliver a better volunteering experience. This is where technology can play a key role.

The need for sport to digitally disrupt was identified long before COVID. Back in 2016, the ASC’s Connecting Digital and Technology with Australia’s Competitive Sport Obsession report warned that “Digital disruption is coming and sport is dropping behind”.

It observed that while it’s easy for people to shop, bank, listen to music, socialise, commute and communicate online, “why is interacting with sport so much harder?” Three ways in which technology could transform sport were identified: -Delivering personalised sport experiences for all Australians -Streamlining sport delivery and operations and driving efficiencies -Creating new sport experiences and commercial opportunities How technology can encourage and enable volunteers 1. Digitising admin With COVID accelerating the use of digital platforms and automation in the workplace, people are less willing to waste their leisure time on old-style admin, clunky legacy systems, and vast paper archives spilling out of the clubhouse cupboard.

Available time can be the greatest barrier to volunteer

participation. In studies, many volunteers describe themselves as ‘time-poor’ and it’s important that they perceive their time is valued by the club.

Clubs must reduce the burden on volunteers in unnecessary admin work by digitising systems. By replacing decades of unreliable legacy systems, spreadsheets and paper-based processes with a seamless digital experience, they can enable volunteers to focus on the sport they love, not arduous manual processes.

Digitising admin also makes it much easier to instantly access information and organise more efficiently. Lack of information is another reason preventing people from volunteering, and can discourage them from volunteering. ‘Support me’ is one of the key elements recommended by Sport Australia for encouraging more volunteers.

2. Streamlining payments One of the biggest headaches for sports organisers is collecting subscriptions and fees. Club treasurers end up spending all their time chasing members who “haven’t got the right change” or “will bring it next time”. But even community sports have financial obligations: facility rentals, paying coaches, tournament fees, gear and equipment and so on. According to US figures, most competitive youth sports programs spend over 40 hours every season collecting money and still end the season with up to 10% unpaid dues.

Instead, volunteer organisers can send out payment requests and reminders electronically and have everything paid online.

No more carrying around a cashbox at every event, having to nag people in person and count out notes and coins.

3. Enabling mobility The whole ethos of sports is to be out on the pitch/court/field, playing or watching play, not stuck in an office. With a mobilefirst digital platform, organisers can manage everything from a smartphone or tablet. Players can easily interact and access the system, such as signing in or checking scores and training schedules. Coaches can input data on the spot: for example, checking everyone’s availability for a match at the end of a training session, saving the need for endless email chains.

Having a platform that’s accessible to players also helps them better understand the work that organisers are doing.

Connecting everyone online grows engagement and may encourage more participants to consider volunteering.

4. Increasing diversity While there’s good gender diversity among sport volunteers, some groups are under-represented. Only 8% of volunteers are from culturally and linguistically diverse backgrounds, and only 8% come from the lowest income households. Retirees and people with disabilities are also under-represented, even though many still play organised sports. The AusPlay survey in October 2021 found that people from culturally and linguistically diverse backgrounds were less likely to both participate or volunteer in organised sport.

Volunteer confidence can be another barrier to volunteering.

Many people don’t feel confident or skilled enough to manage a volunteering role - half of the volunteers surveyed mentioned this. With a smart technology platform, users don’t need to know how to use spreadsheets or integrate calendars and notifications, as it’s all automated. It makes it much easier to onboard new volunteers and get them quickly up to speed with how things work.

Technology can also enable much better accessibility. As the Sports Australia report concludes, “Accessible design is good design. Everything we build should be as inclusive, legible and readable as possible… We’re building for needs, not audiences.”

Benefits of community sport Volunteering in sport has huge benefits for individuals and the wider community. The Clearinghouse for Sport (an Australian Sports Commission led information and knowledge sharing initiative) notes that older volunteers in particular may experience less depression and greater life satisfaction.

Other research has found positive correlations for individual wellbeing as well as social and community development, including the motivation to gain new skills. The Volunteers in Victoria survey found that the top volunteering reasons included helping others and the community (66%), personal satisfaction (62%), and to do something worthwhile (56%).

The contribution that volunteers make to the community is immense. The 2021 The Value of Community Sport and Active Recreation Infrastructure report from consultants KPMG, commissioned by Sport and Recreation Victoria, calculated that community sports facilities in Victoria alone deliver $7 billion worth of economic benefits. These include physical and mental health benefits, with the reduced risk of illness representing increased productivity of $2.3 billion.

Sport brings people together, builds a sense of belonging, and creates vibrant and stimulating communities. The critical role of volunteers needs to be better recognised and celebrated. Clubs, codes and associations should invest in ensuring the best experience for volunteers, in recognition of the contribution they make to the community.

Ashlea Block is Product SME (Subject Matter Expert) for PlayHQ, a start up on a mission to reinvent community sport technology.

Australasian Leisure Management Issue 149 49

Data Driven

PMY have partnered with the Australian Racing Drivers Club (ARDC) in a 10-year technology investment and management partnership.

Kelly Overall explains how the PMY Group is flying the flag for Australian sport and entertainment technology companies on the global stage

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elbourne headquartered global technology solutions company, PMY Group has experienced significant growth throughout the pandemic, a period during which it has focused on transforming venues and major events through technology.

Growing from its launch in 2009 with the vision to provide major venues and sporting teams with independent advice to support their technology needs, PMY has grown to partner with the biggest and brightest venues and events globally having assisted more than 200 venues and major events across 14 countries and has offices located in Australia, USA, UK, and Asia.

And with new client wins and pending acquisitions, the fun looks like it has only just begun.

On the eve of the pandemic, PMY had finished the first phase of its global expansion and secured an impressive array of clients in the USA, UK, Europe, and Asia Pacific, and the future for the business looked bright.

Then, like all in the sport and entertainment industry, it experienced an unparalleled shockwave courtesy of COVID-19.

As PMY founder and Chief Executive, Paul Yeomans comments “when COVID hit, as with all businesses, we were initially shocked, but very quickly recovered and strengthened as a business for the following two reasons; we deepened our role with key infrastructure and major event clientele, and through the loyalty and commitment of our team, board and shareholders.”

Growing its major event technology prowess With its foundation secured, PMY sought to aggressively expand.

Firstly, it bolstered its UK and European event technology

50 Australasian Leisure Management Issue 149

The Open Championship

offering through the acquisition of C3i Technologies (the preferred technology provider to The Open (Golf’s Oldest Major), Championship golf and the Welsh Rugby Union).

A second acquisition quickly followed with the leading UK event technology and temporary overlay company, Etherlive, about which Yeomans comments “we understood the need for strong delivery and operational teams in key markets to ensure the sustainability of our business over the long term.

We saw C3i and Etherlive as the right combination of technical expertise, core values, and operational experience to thrive as part of PMY.” The decision proved correct, as the newly bolstered PMY event technology team has blended well, and is now preparing for a bumper summer of events, festivals, and sporting tours throughout the UK. Strengthening this delivery expertise enabled a trusted

overlay team to be on hand to assist in the delivery of technology packages arising from the advice of the PMY Sport and Major Events division, which is led by respected industry figure, John de Carvalho. de Carvalho and the PMY team had been successful in securing the venue technology integration and management role across recent and future Olympic games, three of the four tennis Grand Slams, and a series of major global sporting multi location competitions.

Explaining that the expansion of the sport and major event technology integration role into event technology installation on relevant projects has set up PMY to confidently offer turnkey technology strategy and implementation services for major events, de Carvalho notes “PMY focuses on providing the right technical expertise and experienced major event technology personnel at the right time to deliver a world class outcome, each and every time.”

As the events industry sets to rebound itself, there seems to be no doubt that PMY will be there every step of the way.

Embracing major stadia and infrastructure In parallel with its major event focus, Yeomans is of the view that infrastructure related technology will be a core focus for governments and venues as they search for greater operational efficiencies, customer experience benefits and revenue improvements post COVID. To ensure PMY would be ready to cater for this demand technically, Yeomans connected with industry associates Jack Wrightson and Chris Williams of Wrightson, Johnson, Haddon, Williams (WJHW).

WJHW, which PMY acquired in March last year, has been the leading US design firm for sport and entertainment venues for thirty years, and boasts an impressive array of clients across the NFL, NBA, Major League Baseball, Collegiate Sports, music, theatre, entertainment and educations sectors.

WJHW set the benchmark for stadium technical design with its work on SoFi Stadium in Los Angeles - host venue for the Super Bowl LVI in February this year.

Explaining that the opportunity of a combined PMY and WJHW offering was a compelling prospect, Yeomans added “we shared a common view from the outset that combining WJHW’s best in class experience with PMY’s global network would add huge value to our clients in new territories and ensure the distribution of WJHW best in class knowledge globally.”

PMY is now positioned to design, implement, and manage technology solutions globally. The final piece was to support clients with their funding and return on investment needs. Enter PMY Capital, the wholly owned investment company within the group. With experienced funds management professional For the Australian Open, PMY Group were responsible for the design, delivery and operation of venue technology solutions and provision of Smart Operating Platform to manage crowd intelligence, health and safety protocols

The PMY Group experienced significant growth throughout COVID - a period during which it focused on transforming venues and major events through technology.

Costa Alexiou as Chief Executive, PMY Capital is positioned to invest in partnership with its clients to accelerate their technology transformation.

A whole new world of data With smart technology in place, venues and events are positioned to take advantage of a whole new world of data. The PMY team is now focused on ensuring real-time intelligence is available to clients via its proprietary Smart Operating Platform, to be officially launched in May 2022. The new Sports and Venue Data Solutions service offering has been made possible by the acquisition of leading UK data solutions business, Sports Data Services.

Sports Data Services (now PMY) provides innovative data solutions that enables sports and leisure bodies, venues and clubs globally to optimise the capture, storage and use of critical data points derived from customers, participants and fans.

As Costanzo notes, PMY is confident of the important role that Sports Data Services will play in leading PMY’s global sports and venue data solutions offering, concluding “we are incredibly pleased that Luke, Colin and the Sports Data Services team are joining PMY. “Our clients are rapidly embracing a data driven approach to business, and we are pleased to be able to provide the deep technical expertise and practical solutions required to support this transformation.”

Kelly Overall is Marketing Manager for the PMY Group.

Australasian Leisure Management Issue 149 51

Heart of the Community Daryl Maguire says Oran Park’s integrated leisure centre brings people together in vibrant public spaces, transforming the outer edges of suburban Sydney into a true community

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ith construction now underway a new aquatic and sport centre in Camden. 65 kilometres to the southwest of central Sydney has presented a ‘once-in-ageneration’ opportunity to re-define the heart of the community’s civic precinct.

This historic part of NSW, formerly farmland, will be transformed into a new-look community hub for its local populous, which includes many first-time home owners and young families.

Warren and Mahoney (W+M), won a highly competitive tender with a unifying ‘whole-of-precinct’ concept to integrate the newly built spaces adjacent to the Civic Centre and other public outdoor spaces.

The design was guided by the principles of urban connection with a theme of ‘Sports on Display’ - as it sought to create one active meeting point for the community. W+M’s recent experience designing the benchmark 6 Star Green Star Northcote Aquatic and Recreation Centre in suburban Melbourne, was invaluable for this project, allowing the practice to fold-in critical operational and sustainability insights.

A Unique Location The uniqueness of Oran Park’s new development is that it locates three major sports functions right in the town centre alongside the administrative functions of the Civic Centre putting ‘Sport on Display’ and promoting a community focus on being active.

The new Oran Park Leisure Centre is intentionally designed to complete the Civic Cluster by connecting seamlessly to the Council Administration Building and Public Library to form a complete hub for locals. To achieve this, the new facility 52 Australasian Leisure Management Issue 149

intentionally frames the Civic Plaza, making this a sheltered and successful place for public gathering and celebration.

The Centre includes a new 50 metre indoor pool and family pool for the swimmers; indoor courts for the ball players; and, a gymnasium with group fitness spaces - all within the heart of Camden.

A café and gym retail facility will also support the experience and provide a point of connection with others in the community.

Advising that high-profile town centre location is what sets this project apart, W+M Principal, Sven Ollmann states “it raises the profile of the Leisure Centre and reflects the priority Camden Council has placed on encouraging physical activity among its constituents.

“And, not to leave the importance of local culture behind, we’ll also be incorporating a major piece of art in the landscape, created by Greg Johns.”

Ollman says the design of the 50 metre pool and playing courts are fairly pragmatic and the architecture in these spaces reflects that, adding “we’ve used more organic shapes in other parts of the centre to mirror more casual use - such as the Family Pool. By connecting the ‘wet’ and ‘dry’ sports halls internally, the Leisure Centre will also provide opportunities for the different codes to connect.

“The design is open to visually connecting the aquatics hall with the ball courts, so it is possible to engage the widest group of people within an interconnected facility and encourage the cross-pollination of users.”

Creating Connectivity W+M Associate and Senior Interior Designer, David Hoad, says the W+M team started by defining an attitude for the interior of

Concepts for the new Oran Park Leisure Centre. Credit: Warren and Mahoney/Camden Council.

‘open for all’, noting “a strong theme that came directly from consulting with the stakeholder group is that Oran Park is open for people of all backgrounds and physical capability (which) has been realised by three core design pillars of Inclusivity, Placemaking and Family-orientated. And when overlayed onto the architectural response this manifested as the ‘Pulsing Heart’ as our big idea for the interior layout.

“With focus on the foyer as the centre point. This ‘heart’ becomes a collision of social activity, an inclusive connector where the circulation arteries push and pull the public through one space to their intended sporting activity.

“And with so many activities alongside each other, intuitive wayfinding was important - specifically with the identification of the main entry.”

Here Hoad advises “we’ve aimed for a great sense of internal interconnectivity and that organic architectural journey flows into the street front architecture and Civic Square to create a warm, welcoming feel.

“We have sought to ensure the entry point is easily defined by the architectural forms rather than relying on any signage or awnings. Similarly, the reception desk will be easily identified from the front door, with obvious visual links inside for patrons to find the three main offerings of the new Leisure Centre.

“The organic forms that intersect within the foyer are further enhanced with the application of materials, gestural to act as intuitive wayfinding, soft edges and fluid delineation to remove a sense of boundaries and act as an invitation to explore.

Welcoming and ultimately giving the community a sense of ownership of the space.

“Colour theory was also introduced and responded to each sport zone. Reflecting the energy of each type of sport activity, with ‘Moments of intensity’ to inject vibrancy and personality.

“We also put lots of consideration into longevity on the knowledge that this building will be part of the community for a long time. Becoming multi-generational, a grounded space that will be enduring and feel ‘familiar’ to the public, comfortable and reflecting their identity.

“The sporting facilities are easily seen from the Civic Plaza, pedestrians paths and streets to create that sense of connection right across the community services.”

recognition that natural light promotes a healthier environment and is fundamental to our experience of a space, adding “as such, we have integrated natural light through all facades and various skylights using ETFE- a durable, highly transparent, more sustainable and a lightweight alternative to glass.

“By setting out rigorous structural grids, using prefabricated modular construction and minimising unnecessary architectural complexity, the design delivers a cost effective and efficient structure without compromising architectural quality. Our approach was to prioritise ‘quality over complexity’.”

Ollmann cites sustainability is the most important issue of our time and believes public buildings which do not respond to the current crisis run the risk of long-term irrelevance, going on to say “we have designed a responsible building that can anticipate the near-term future expectations users and ratepayers will place on these community buildings.”

Key initiatives include 300Kw of photovoltaic solar panels and best practice mechanical design, with Ollmann concluding “a commitment to energy efficiency and the use of low maintenance natural materials resonates with the sentiments of the local Camden community and reflects a wholly humancentred design approach.

“This considerate design, resource efficiency, accessibility and connectivity will certainly help the people of Camden experience a thriving, sport-led community centre.”

Daryl Maguire is a Principal at international architects Warren and Mahoney (W+M).

Resource Management Ollmann says the design has placed priority on making the most of natural daylighting to all areas of the facility on the Australasian Leisure Management Issue 149 53

Frontier Touring Leadership Team (from left): Marshall Nu, Matt Gudinski, Reegan Stark, Andrew Spencer, Dion Brant, Gerard Schlaghecke, Susan Heymann, Adam Wilkes, Michael Chugg. Credit: Ian Laidlaw

Back on the Road Mushroom Group and AEG announce new executive and leadership structure for Frontier Touring the announcement of stadium tours for Ed Sheeran and FFooollowing Fighters, leading Australia and New Zealand concert promoter, Frontier Touring, has unveiled a new leadership structure for the company.

The new structure has been created to ensure the legacy, mission, and culture of Frontier is preserved and nurtured following the death of its founder Michael Gudinski in March last year.

Frontier’s Executive team will be comprised of four members of the current leadership team, all of whom are elevated to new roles within the company: Dion Brant as Chief Executive, Susan Heymann as Chief Operating Officer, Reegan Stark as Chief Marketing and Communications Officer and Andrew Spencer as Chief Commercial Officer.

The Executive team will report to the Frontier Touring Board, comprised of Jay Marciano (Chairman and Chief Executive, AEG Presents and Chief Operating Officer, Office of the Chairman, AEG), Matt Gudinski (Chairman and Chief Executive, Mushroom Group), Adam Wilkes (President and CEO, AEG Presents Asia Pacific) and Dion Brant (Chief Executive, Frontier Touring) while Adam Wilkes will assume the role of Frontier Touring Chairman.

Announcing the new structure, Matt Gudinski stated “I couldn’t be happier announcing our new Frontier Executive team. Mushroom Group is built on our great people, which is something we’ve always valued first and foremost.

“I’m thrilled that moving forward Frontier will be led by four incredibly dedicated, experienced, and strong leaders in Dion, Reegan, Susan, and Spence, working closely with myself, Adam, and the AEG Presents team.

Frontier was founded on strong relationships, an artist-first approach and a never-ending passion for music and I know Dad’s legacy and the future of Frontier is in safe hands.

There are exciting times ahead for the company.”

Marciano noted “Michael Gudinski was a man of endless passion, energy, and creativity, with an innate sense for the business, and it was clear no one person could replace him.

“All of us who worked together on this new structure were bound by the same sense of duty: we’re committed to properly and thoroughly stewarding Michael’s vision for the future of Frontier.”

Adam Wilkes The new structure sees Wilkes move to the role of Chairman of the Frontier Board in conjunction with his role as President and Chief Executive, AEG Presents Asia Pacific, a position he has held since 2016.

Bringing over two decades of experience in the Asia Pacific market to his new duties within the Frontier Touring Leadership team, Wilkes oversees AEG’s concert touring, sports and venue development business spanning 15 countries throughout Asia

54 Australasian Leisure Management Issue 149

and the Pacific Rim - and played a key role in forming the joint venture between AEG Presents and Frontier Touring.

Commenting on his role, Wilkes advises “Frontier Touring has an incredible team of some of the most talented individuals in our business.

“I know we all would have preferred not to have to make this announcement given the circumstances surrounding it, but everyone who knew and loved Michael also knows what his company and its continued success meant to him and we’re proud to be working with Matt, Dion and the broader team to deliver Michael’s vision for the future.

Our mission is to maintain Frontier’s dominance as the market leader, and we’re looking ahead to a bright horizon for the live event business. In addition, AEG Presents’ expanded partnership with Frontier combined with its presence throughout APAC provides us the opportunity to more closely align our businesses across Australia, New Zealand and Asia.”

Dion Brant Brant will move to the role of Frontier Touring’s Chief Executive. Having joined Frontier Touring and Mushroom Group in 2013 as Chief Operating Officer, he has worked closely with both Michael and Matt Gudinski and was instrumental in negotiating strategic partnerships with AEG Presents and Chugg Entertainment and helped steer the business through COVID to its current return to touring.

Susan Heymann Heymann moves from her role as Managing Director of Chugg Entertainment to Chief Operating Officer of Frontier, overseeing artist relations, creative and content development for the business. With almost 20 years in the touring business, she will continue to act as a promoter and oversee Chugg Entertainment tours, and her new role will see her work closely with Frontier’s other joint venture partners and inhouse team of promoters - Michael Chugg, Gerard Schlaghecke, and Sahara Herald - to expand Frontier’s live business.

Reegan Stark With 19 years at Frontier Touring and the Mushroom Group, Stark joins the Frontier Executive team as Chief Marketing and Communications Officer, responsible for all aspects of Frontier’s brand, marketing, communications, digital and sponsorship.

Andrew Spencer After joining Chugg Entertainment in 2017, Spencer will round out the Frontier Executive team as Chief Commercial Officer, responsible for Business Affairs, Strategy and Business Development. In a dual role Andrew will also work with the AEG Presents Asia’s executive team.

t ar st se Re i l t ta vi ec Re nn co Re

29TH ASIA-PACIFIC VENUE INDUSTRY CONGRESS

ICC Sydney, Australia

EDUCATION & NETWORKING

30 May - 1 June, 2022

INDUSTRY EXHIBITOR AWARDS TRADE FLOOR

With two weeks left to the 29th Asia-Pacific Venue Industry Congress, it's not too late to register now! We look forward to welcoming delegates from Australia, New Zealand, and the Asia-Pacific region, to reconnect with the venue industry, update their industry knowledge and enjoy our exceptional educational program designed for venue professionals and industry suppliers.

Education Session Highlights Mental fitness & social connection Ticketing – are customers driving a new paradigm?

The new normal – The Future of COVID Digital to dollars - connect with your fans Promoters Panel Regional Venues are stepping up Staff retention and engagement Value through diversity and inclusion Venue accessibility – Patrons, Performers and Employees Women's World Cups Down Under Cyber security – Whose responsibility is it and are you doing it right?

Sustainability – the economics of waste management Catering – leveraging relationships & driving experiences Leadership – Manage your energy, not your time

REGISTER NOW VMA.ORG.AU/CONGRESS

Guest Speaker Highlights

Rod McGeoch AO

Sarah Derry Accor Pacific

Dr Peter Harcourt OAM AFL

Karen Webb NSW Police Commissioner

Simon Kuestenmacher The Demographics Group

Melissa King FIBA Women’s Basketball World Cup 2022

Gus Worland Gotcha4Life

Geoff Jones TEG Live

Dion Brant Frontier Touring

Taking the ‘sales’ out of selling Steve Jensen explains that the sales process is about helping people make good decisions ave you ever come across a perception that ‘selling’ is a ‘dirty word’ or ever heard someone say “you can’t trust a H salesperson”?

If that’s the case, what if we changed the way we think and speak about sales? Instead, wouldn’t it be great to be ‘a professional communicator who helps people make good decisions’? The true art of communication has been lost, and the truth is, when we focus on just making a sale we won’t achieve the level of success that all businesses need to thrive in the long-term.

Here at Impact Training Corporation, we have a saying “more sales fixes most things in business”.

So, let’s explore a different paradigm that may shift any oldschool negative mindset.

If you were asked: ‘do you like having help from an expert when you have questions and want to buy or purchase something?’, most people would say ‘yes, of course’.

The feedback that I have consistently received over my many years of training people to excel in sales and communication, has been that the skills learned have had a life-changing impact on both their business and personal lives. And we always love hearing about how they use their newfound skills to improve communication with their family, friends, work colleagues and in their daily life as well.

This is because selling really is just helping people make good decisions. It’s a constant ‘win-win’. So, try shifting your mindset from a ‘selling mindset’ to a ‘helping mindset’. How 56 Australasian Leisure Management Issue 149

does that feel? Among most people, this tends to resonate positively.

One of the first steps to master in order to become an effective communicator is what we call ‘ALFing’. ALF stands for: Ask good questions, Listen to the answers (be genuinely interested), and Formulate a quality conversation, and is used to help someone to make a good decision. When you understand how to ALF, you’ll be able to make more sales, without ever feeling like you’re ‘selling’ in the traditional sense of the word.

Being able to help someone is an important life skill; and it’s natural that you’d feel excited about doing so. When there is a clear process and proven tools to help people make good decisions, then it can be learned and practised. And learning by doing is how you can ultimately excel - which then attracts the success that people dream of! These skills are a combination of soft and hard skills that, when mastered, will increase your sales and help you become a better communicator.

To level up your communication skills so you can help more people make good decisions, here are 14 tips and skills you need to learn: 1.Have a product a service you are proud to represent.

2.Understand how people make decisions using their ‘red and green brain’ (a marketing tactic draws on an emotional connection to engage the buyer - the red brain is logical while the green brain is the emotional side that marketers want to reach).

People In Brief

With a global reputation, the multiple-award winning Jensen, founder and Managing Director of Impact Training Corporation and National Sales Academy, has been a leader in industrybased sales and marketing training in Australia for more than two decades.

3.Earn trust with the ‘Process of 9’ (the nine major steps required to develop a well-crafted, strategic marketing plan: marketing goals, the marketing audit, market research, analysing the research, identify the target audience, determining a budget, developing specific marketing strategies, developing an implementation schedule for the strategies and the evaluation process).

4.ALF - Ask, Listen, Formulate your conversation.

5.Genuinely care - empathise and apply the ALF process.

6.Help, don’t sell - take the time to find out what needs fixing and how you can help.

7.Identify their compelling reason to buy, what they need help with, and what’s wrong. Rule: never show or present your solution until this has been clearly established.

8.If you can’t help, recommend an alternative product or service.

9.Know your products and services and be the expert who cares by INKing (i.e., ‘I Never Knew That:).

10.Never over help/sell. Always tailor every solution.

11.Be the expert with the right solution - have proven solutions with more than one source of proof.

12.Recap, recap, test and confirm that you and your solutions are the right fit - but never push!

13.Ensure your price presentation is easy to understand - learn your sequencing.

14.Ensure your close (i.e., asking for a decision) is a natural conclusion to your conversation.

‘Selling’, or more accurately, ‘helping’ is an essential skill that all businesses must learn if they want to be successful. Selling has changed and is continuously evolving. That said, one thing hasn’t changed and that is: ‘We can only move at the speed of trust’. Once you have earned someone’s trust, you will be given permission to ask the right questions that will inspire people to want to take action - in other words, buy! And then they’ll say, ‘thank you’!

As mentioned previously, all these critical skills can be learned, so that selling (i.e., helping) has the desired outcome, feels exciting, and can be transferred for use in everyday life at work or in play. Additionally, learning to become an exceptional communicator will also benefit your private life as much as it can professionally.

A leader in industry-based sales and marketing training in Australia, Steve Jensen is founder and Managing Director of Impact Training Corporation and the National Sales Academy.

He is working with Australasian Leisure Management to present a series of online sales and marketing webinars to readers through 2022.

Isabella Andueza has joined Parks Victoria’s Managing Country Together Directorate as Business Coordinator.

Queensland Symphony Orchestra names Yarmila Alfonzetti as its Chief Executive.

Swimming Australia has appointed Gary Barclay as General Manager Performance Pathways and Jodie Hawkins as its new General Manager Commercial and Marketing.

Linda Barry has taken up the role of General Manager at the Mary Valley Rattler railway attraction on the Sunshine Coast.

In Western Sydney, Belgravia Leisure has promoted Madeleine Boughtwood from Assistant Manager at the Annette Kellerman Aquatic Centre to become Venue Manager at the Michael Wenden Aquatic Leisure Centre. The company has also appointed Quentin Voss as the new Venue Manager at the Whitlam Leisure Centre.

Peter Brulisauer is the new Chief Executive of Hamilton Island, moving from Vail Resorts, where he served as Senior Vice President and Chief Operating Officer of their Australian operations.

Having left Gymnastics Australia, Kitty Chiller has taken on the role of Deputy Chief Executive at the National Sports Tribunal.

The Western Australian Government has appointed Lanie Chopping as the permanent Director General of its Department Local Government, Sport and Cultural Industries.

Former A-League referee Strebre Delovski has been announced as Wollongong Wolves Football Club’s new Chief Executive.

Nichole Edsall recently took up the position of People and Culture Director at Raging Waters Sydney.

Recreation Aotearoa has announced that Michele Frey, Director - Liveable Communities at Gisborne District Council, has taken on the role of Chair of the Association, replacing Mark Bowater.

Greg Jeffers has joined Basketball Victoria as General Manager Leagues and Competitions.

Otium Planning Group has appointed Aditi Karande and Miranda Markovic as Senior Consultants, based in NSW and Victoria respectively.

Ecotourism Australia has appointed Elissa Keenan as their new Chief Executive, succeeding Rod Hillman. Árpád Kocsik is the new General Manager at Orienteering Australia.

St Kilda Football Club has announced a succession plan for Chief Operating Officer Simon Lethlean to replace Matt Finnis as Chief Executive of the Club following the conclusion of the 2022 AFL Season.

Louise Magee has been promoted to Community Engagement Manager at Royal Life Saving Society - Australia.

Regional Sport Victoria has announced the appointment of Meghan Mayman as its new General Manager.

Winarch Capital and its newly-formed Cedar Mill Group has promoted Chief Operating Officer, Kyle McKendry to the role of Chief Executive for the group’s growing portfolio spanning events, tourism and entertainment.

Cobey Moore has joined the AFL in the role of Investment Partnership Lead.

Gerry Paul is the new Manager of Kerikeri’s Turner Centre.

Electronic muscle stimulation (EMS) franchise company, SpeedFit has appointed Craig Pritchard to the newly created role of General Manager - Operations.

Shooting Australia has appointed Adam Sachs as its new Chief Executive.

The Royal Agricultural Society of WA has appointed Robyn Sermon as its new Chief Executive.

Sydney Sports Management Group (SSMG) have appointed Ozren Vukelic to the position of General Manager Sales, Marketing and Human Resources.

Australasian Leisure Management Issue 149 57

People In Memoriam

Don Hartley Aquatic and recreation entrepreneur, Don Hartley has died at the age of 63 as a result of cancer.

A pioneer in the contract management of aquatic, recreation and sport facilities in Australia and later the co-founder of leading industry technology company Links Modular Solutions, Don will be remembered as an industry innovator whose lowkey management approach inspired many in the industry.

Privately, Don was also a longstanding rock drummer.

Don co-founded Leisure Management Services in 1995 (which continue to operate facilities today), before his experience with the technological needs of facilities led him to co-found Links Modular Solutions in 1999. Links then went on to sell their market-leading software company to Transaction Services Group in 2016.

Don maintained his industry activities with locker and security company Metra Australia, while also leading Leisure Management Services’ interest in a new facility with Bayside City Council.

Jeroen Jongejans Following his unexpected death while paddleboarding in February, New Zealand tourism leader Jeroen Jongejans has been remembered for his innovation and passion.

Jeroen launched Dive!

Tutukaka, New Zealand’s largest diving operator in 1999 and was also responsible for launching Northland tourist ventures Perfect Day Ocean Cruise and Lodge9.

Jeroen and his partner Kate had also bought the tour operator Niue Blue shortly before the COVID-19 pandemic, in a bid to extend their tourism investments beyond New Zealand’s borders.

Ken West Ken West, co-founder of Australia’s Big Day Out festival, has died, with his family advising that he “passed away peacefully” at the age of 64, in April.

A statement from the family confirming Ken’s death advised “we bring unfortunate news that Ken West; a father, husband, mentor and most of all a legend, has passed away peacefully in his sleep on the morning of April 7 2022. Ken was big and noisy in life, but passed quietly and peacefully.”

Big Day Out was originally created in 1992 by Ken and fellow promoter Vivian Lees as a one-off event in Melbourne. The following year, the event expanded to Melbourne, Adelaide and Perth with both The Gold Coast and Auckland added in 1994.

58 Australasian Leisure Management Issue 149

John Holsinger The fitness industry is paying tributes to John Holsinger, the long-time Asia Pacific Director of the International Health, Fitness, Racquet and Sports Club Association (IHRSA), who died following a motorcycle accident in Western NSW. Sydney-based Holsinger, who had performed his role for IHRSA over the past 16 years, is widely credited for influencing clubs and their success across the AsiaPacific region and IHRSA’s visibility in key nations including China, Japan, Singapore and Australia.

Prior to joining IHRSA in 2015, John was Vice President International and Managing Director, Asia Pacific for Life Fitness, with responsibility for three subsidiaries and 10 distributors covering 24 Asian countries.

Daphne Pirie Daphne Pirie AO MBE - a former Queensland Academy of Sport board member and women’s elite sport pioneer - died at the start of April at the age of 90.

Daphne was an inductee of the Queensland Sport Hall of Fame and the Hockey Queensland Hall of Fame, President of the Gold Coast Sporting Hall of Fame, founding President of Womensport Queensland, and the first female Vice-president of the Queensland Olympic Council.

Queensland Academy of Sport Chief Executive Chelsea Warr described Pirie as a pioneer in Queensland women’s elite sport.

Kevin Rubie Kevin Rubie, the former owner and driving force of The Big Banana attraction on the NSW Mid North Coast has died at the age of 89.

Kevin, who retired in 2015, was well known in Coffs Harbour as having been the sole owner and operator of The Big Banana from 1993 to 2005.

After purchasing The Big Banana in 1993, Kevin made a number of improvements to the attraction which included the installation of the Wiegand Family Toboggan Ride, an ice rink and an indoor snow slope, which was later converted into a paint ball arena.

In 2005, he decided that the best way for the iconic ‘big thing’ attraction to reach its full potential was to introduce a partner into the business and so entered into a joint venture with The Village Building Co. Ltd (VBC).

The joint venture arrangement continued until 2016 at which time Kevin retired and VBC took over full ownership and control of the business.

Send your people news to leisure@ausleisure.com.au

People

AUSTSWIM appoints Bradley Low as new Chief Executive

Kate Roffey to head Victoria’s State Sport Centres Trust

AUSTSWIM Limited has appointed Bradley Low as its new Chief Executive succeeding interim postholder Simon Weatherill.

Lowe is no stranger to AUSTSWIM having a long involvement with the organisation as a learn-toswim teacher, AUSTSWIM Course Presenter, state committee chair and national council member.

Most recently, he has worked at Gymnastics Australia as General Manager, Member Services with responsibility for education, workforce development, participation, diversity and inclusion and club services among others.

The Victorian Government has announced the appointment of Kate Roffey as Chief Executive of Victoria’s State Sport Centres Trust, following the departure of former Chief Executive Phil Meggs in January.

The State Sport Centres Trust governs three of Melbourne’s best known sporting facilities: Melbourne Sports and Aquatic Centre, Melbourne Sports Centres Parkville - the state’s home of netball and hockey - and Lakeside Stadium.

Roffey has extensive leadership experience in the government, commercial and sporting sectors.

Most recently, she has worked as a Director at the City of Wyndham overseeing the delivery of the Western United A-League Project.

New Chair and Vice Chair for Global Health and Fitness Alliance The Global Health and Fitness Alliance (GHFA) Advisory Council has announced the election of a Chair and Vice Chair to lead its efforts to establish the health and fitness sector as an essential service and key contributor within the healthcare continuum.

Andrea Bell, co-founder, Director and Chief People Officer of Inspire Brands Asia - the consortium that owns the master franchise license for Anytime Fitness Asia - will serve as Chair of the Advisory Council.

Richard Beddie - the Chief Executive of Exercise New Zealand and board chief of staff for the International Confederation of Registers for Exercise Professionals (ICREPs) - will serve as Vice Chair of the Advisory Council.

The GHFA was introduced in a feature in Australasian Leisure Management 148.

Owner of Phillip Island’s A Maze’N Things heads to retirement Geoff Moed, owner of Phillip Island attraction A Maze’N Things for 30 years, has revealed that the business has been sold and he is entering retirement.

Moed, who opened the site in 1991, and partner Sandy Bell have sold the attraction and adjacent A Maze’N Things Holiday Park to holiday park operator the Park Lane Group.

Adelaide Oval announces new Chief Executive appointment The Adelaide Oval has named Nick Addison as its new Chief Executive, replacing Andrew Daniels who is stepping down at the end of May after 10 years in the role.

Addison joins Adelaide Oval from the Victoria Racing Club, where he has held a number of senior roles, most recently as the organisation’s Executive General Manager of Commercial Operations.

Looking forward to his new role at the famous venue, Addison commented “I feel privileged to now be able to bring my knowledge and experience to the Adelaide Oval team and I’m looking forward to getting started.”

Community Leisure Management announces shareholder status for Pierre Holland Auckland-based facility manager, Community Leisure Management Limited, has announced Pierre Holland has recently acquired a shareholding interest in the company.

A statement from the company advised “the CLM Managing Director John Latimer, remaining shareholders, John Director Kirsty Knowles, Pierre Holland and (Latimer), Joe (Griffin), Kirsty Chief Executive Craig Carter.

(Knowles) and Craig (Carter) are excited to have Pierre on board the ownership team to assist in the delivery of the long term growth and continuing success of CLM.”

Ian Chesterman succeeds John Coates as AOC president Ian Chesterman has been elected to lead the Australian Olympic Committee for the next three years after being voted in as President, replacing John Coates who exited the role after 32 years.

Chesterman’s election is viewed as a sign of continuity with the 63-year-old having served as AOC Vice President and Chef de Mission for six Winter Olympic teams before filling the same role at the Tokyo Games.

After the vote, Chesterman advised that “the clear priority is more funding into sport. We have to continue to drive the interest in Olympic sports.”

The P.A. People appointments To complement their recent acquisition of TheatreQuip, The P.A. People have announced the establishment of a new Venue Engineering team to be led by Peter Grisard.

The new team comprises some of Australia’s best theatre practitioners with Grisard joined by Andrew Mathieson in the role of Chief Engineer, Michael Rafferty, Dallas Winspear, and Simon Steinfurth.

The Sydney-based audio-visual experts have also added Tim Pike to their expanding venue engineering team in the role of State Manager for Queensland.

Australasian Leisure Management Issue 149 59

Products

Intamin supplies Luna Park Sydney’s new single-rail rollercoaster Locals enjoy Lambton Swimming Centre waterslide before it closes. Credit City of Newcastle

Australian Waterslides & Leisure to install new Lambton Swimming Centre waterslide City of Newcastle has progressed plans to replace Lambton Swimming Centre’s 22-year-old enclosed raft waterslide, with the project awarded to Australian Waterslides & Leisure.

With the project to make use of the existing supporting infrastructure, a like-for-like replacement of the 120 metre-long waterslide will be installed at the site of the existing slide within the facility over the winter months.

The Lambton Swimming Centre was developed as the City of Newcastle’s first inland swimming pool and was opened in 1963. An average of 184,000 people visit the popular facility annually.

Contact 02 6653 6555, E: info@waterslide.net, www.waterslide.net

Leading global amusement ride manufacture, Intamin has provided details of the world’s first launched single-rail rollercoaster at Luna Park Sydney.

Named the ‘Big Dipper’, the manufacturer’s first Hot Racer model opened on Boxing Day last year as the centrepiece of the Sydney Harbourside attraction’s largest-ever multiple ride investment within a short time period.

Big Dipper combines two launches with 10 thrilling elements, with Intamin tasked to create an exciting ride with a compact layout. The single rail coaster stretches over two main park areas, resulting in both Australia’s fastest and tallest multilaunch coaster.

Two seven-seater, race car themed inline-seating trains have made their debut. The cars’ integral ergonomic shaped seats and over-the-shoulder-lap-bar, ensures an ideal combination of freedom and comfort for riders, in combination with the highest level of safety for the passengers.

Contact E: info@intamintransportation.com, www.intamintransportation.com

The P.A. People acquires venue engineering experts TheatreQuip To expand its presence in the venue engineering space, The P.A. People has announced that it has acquired Sydney based business, TheatreQuip.

TheatreQuip, which can trace its origins in the Australian theatre industry back over 30 years, brings a wealth of theatrical experience and product to The P.A. People’s venue engineering portfolio, including a comprehensive range of drapes, curtain tracks and accessories, counterweight fly systems, portable staging and theatre machinery.

For 50 years, The P.A. People has been involved in the design and supply of staging and hoisting systems to venues.

The P.A. People Managing Director, Chris Dodds stated “we have been looking at expanding our capability to deliver staging solutions for quite some time.

“Over the past few months, we have received numerous enquiries from across the country looking for alternative providers of staging design and delivery.”

Contact 02 8755 8700, E: venueengineering@papeople.com.au, www.papeople.com.au 60 Australasian Leisure Management Issue 149

AUSTSWIM announces Waterlink partnership AUSTSWIM has announced a partnership with Australian water quality experts Waterlink that aims to benefit AUSTSWIM Recognised Swim Centres, offering new innovative resources and opportunities that were not previously available.

Specialising in dosing, remote monitoring, disinfection, and other water quality devices, Waterlink has a range of equipment - most of which is built or assembled in Australia - suited to local conditions, covering all private and public pool facilities.

AUSTSWIM and Waterlink will be working together to give the industry some great insights and opportunities on delivering a safe and comfortable environment for patrons to enjoy the use of commercial pools for pleasure, exercise, or education.

Contact Waterlink on 1300 897 200, E: info@waterlink.com, www.waterlink.com

Products

Hiroto Ohhar surfing at American Wave Machines construction of its PerfectSwell artificial wave pool Surf Stadium in Shizunami

ProSlide to offer American Wave Machines’ PerfectSwell to global markets American Wave Machines, Inc., wave technology pioneer and a global leader in surf pool development, and ProSlide Technology Inc., industry leader in water ride design, technology and manufacturing, have announced that ProSlide is now an authorised reseller addressing the water park and resort markets.

ProSlide will offer American Wave Machines’ proprietary PerfectSwell® to global markets starting with upcoming projects in Asia and the Middle East.

American Wave Machines’ PerfectSwell® technology can reproduce the best surf from around the world, away from the ocean. Their patented technology has already generated close to half a million surf sessions in places like Waco, Texas, Shizunami, Japan and American Dream in New Jersey.

PerfectSwell® technology creates real ocean dynamics and provides infinite wave variety that appeals to elite surfers and beginners alike.

Contact American Wave Machines on + 1 858 755 1497, E: info@AmericanWaveMachines.com Contact ProSlide Technology on +1 613 526 5522, www.ProSlide.com

Waterplay partners with Life Floor World-leading aquatic play expert Waterplay has partnered with leading aquatic surfacing manufacturer Life Floor, to bring outstanding aquatic splash pad experiences to the global market - complete with splash features, structures, and playful surfacing.

Waterplay Vice President, Kerrin Smith commented “we’re thrilled to bring Life Floor to our customers. It just makes sense for our companies to team up and create a playful experience together.

“Life Floor is really stunning in the aquatic space and a perfect complement to our products and, of course, for customers looking for strong theming.”

Life Floor has established its position as a leading aquatic surfacing provider with a commitment to quality, longevity and outstanding customer support.”

Life Floor Vice President, Gwen Ruehle adds “we really couldn’t be happier to partner with Waterplay. They’re a leading manufacturer in splash pad design with a team who is incredibly passionate about play. Offering our products together brings the best of both worlds together for aquatic users - unique, imaginative play solutions paired with surfacing to match.”

Contact Waterplay Solutions Corp’s Australian agent Parkequip on 02 9725 5604, E: info@parkequip.com.au, www.parkequip.com.au Contact Life Floor (AUS & NZ) on 1300 721 135, E: info@lifefloor.com.au, www.lifefloor.com.au

Envibe leisure management software helps Auckland Council make active recreation more accessible Auckland Council’s adoption of Envibe leisure management software has enabled New Zealand’s largest council to find new ways to offer recreation amid the global COVID-19 pandemic.

Auckland Council runs a wide range of facilities, including aquatic centres (such as the Albany Stadium Pool pictured above), fitness centres, indoor sports facilities, climbing walls and even a roller-skating rink.

With thousands of visitors walking through the doors of these facilities every week, staff and programme organisers need to be on their game to provide the best possible experience.

It’s a challenging job, but one that Auckland Council consider has been made a little easier by Envibe leisure management software.

Saving staff time and ratepayer dollars When Council made the change to Envibe in 2017, it centralised information for the 19 leisure facilities and provided a single platform that allowed for value-adds such as cross-facility bookings and simple marketing activities.

However, Envibe is not just smoothing the user experience as the software has also saved the Council money by allowing it to automate tasks that used to require three fulltime admin people.

Envibe’s PCI compliant integration with Ezidebit has made managing direct debits easier, benefiting Leisure facility users by enabling a wider range of direct debit payment options for membership fees, paid weekly, fortnightly or monthly.

Further efficiencies have been gained by using Envibe’s functionality that allows automated reminders to be sent to people who miss membership or learn to swim course payments.

During the Auckland Alert Level 3.1 restrictions, group fitness classes were restricted in capacity and could only be performed outdoors. With the help of Envibe, the Council was able to offer existing members and casual users safe physically-distanced outdoor classes - booked in advance and paid via the online portal.

When the New Zealand Government announced it was planning to introduce vaccine passports last year, the Council and many other Envibe users spoke to Jonas Leisure’s development team about implementing a solution that would allow them to record people who had shown their vaccine passports at a facility so they could swipe in for future visits without showing their vaccine passports each time.

Within weeks a solution was ready, and it will soon be used to streamline the entry process for people holding membership cards at most of the council’s leisure facilities.

Contact 02 9906 7522, E: sales@envibe.com.au, www.envibe.com.au

Send your product news to leisure@ausleisure.com.au Australasian Leisure Management Issue 149 61

Products Ungerboeck reveals new integration between VenueOps and Tessitura Platform

Hawke’s Bay Arts and Events Centre announces ticketing partnership with Eventfinda Eventfinda, the New Zealand owned and operated event ticketing and marketing platform, and Toitoi - Hawke’s Bay Arts and Events Centre have announced a new ticketing partnership.

The focus of the partnership is based on providing a comprehensive customer and client experience, combining Toitoi’s community and commercial-based values with Eventfinda’s extensive ticketing and marketing reach.

As New Zealand’s largest event marketing and live entertainment platform, Eventfinda reaches a wider event going audience than all other local entertainment websites and publications combined.

Since reopening in 2020, Toitoi has been dedicated to creating exceptional customer and client experiences, reaffirming the significance of arts, culture and entertainment to the community.

The Toitoi team has been nationally acknowledged for their work, winning ‘Best Small Venue’ at the 2021 EVANZ Awards and Creative New Zealand Excellence Award for Cultural Wellbeing as part of the Local Government New Zealand Awards.

Contact E:sales@eventfinda.co.nz, www.eventfinda.co.nz

Walltopia spotlights rise in popularity of children’s climbing zones Leading climbing wall and active entertainment manufacturer Walltopia has introduced new ideas for children’s climbing zones within climbing gyms highlighting that “climbing is a brilliant way to have all family members spend time together in a healthy activity that simultaneously develops their bodies, minds, and social life.”

Walltopia not only produces some of the highest quality climbing walls but also changes the global industry by constantly introducing product developments and new concepts for sports and entertainment. Walltopia’s Climb Academy is a full service climbing gym dedicated entirely for children aged three -11 years. The climbing walls are designed to offer the ultimate climbing experience for the smallest enthusiasts taking into account their physical specifics, cognitive skills and attention span. Additional climbing based attractions, such as kid’s Ninja Course, parkour course, elevated playgrounds and slides, diversify the experience while turning the sport into play. They incorporate climbing, crawling, jumping, sliding, and many other movements that come naturally to kids and make them happy and healthy.

Contact +359 2 448 57 44, E: adventure@walltopia.com, www.adventure.walltopia.com 62 Australasian Leisure Management Issue 149

Leading events and entertainment technology providers Ungerboeck and Tessitura have announced the expansion of their partnership with the launch of an integration between VenueOps and the Tessitura platform.

Since its debut five years ago, VenueOps has made waves in the event industry as an intuitive application for venue management and booking with performing arts centres, arenas, stadiums, museums, and other facilities relying on VenueOps to manage tasks including event booking, production, resource allocation and task management.

The integration translates to reduced friction between sales and box office teams, improved communication, and streamlined data entry. It also enables production data to be seamlessly shared between the two solutions, simplifying setup within Tessitura. The two-way data sharing also allows for simplified report creation within VenueOps, among other efficiencies.

Contact 07 3359 7919, E: asiapacific@ungerboeck.com, www.ungerboeck.com

Replas recycled picnic tables to be installed in Melbourne parks The Victorian Government’s $21 million Urban Parks Active Wellbeing Program is seeing a number of parks across Melbourne receiving new picnic tables made from recycled plastic - saving tonnes of waste from going to landfill.

17 parks across Melbourne will receive new picnic tables made with recycled plastic from Replas.

The tables will save 5.67 tonnes of household and industrial plastic waste from going into landfill - helping Victoria reach its target of diverting 80% of waste from landfill by 2030.

The first stage of works for the $21 million program has been completed at Braeside and Cardinia Reservoir Parks, which received upgrades to picnic tables and shelters, drinking fountains, BBQs, toilets, signage and road repairs.

The program also involves extending the Bay Trail between Sanctuary Lakes and Point Cook Coastal Park and repairing the historic sea wall at Point Gellibrand Coastal Park so more families can ride their bikes further and enjoy the views and amenities at these stunning coastal parks.

Visits to parks in major metropolitan parks across Melbourne grew from 29.5 million visits in 2018/19 to 36 million visits in 2020/21, as more people sought the health and wellbeing benefits of being outdoors while staying close to home.

Contact 1800 737 527, E: sales@replas.com.au, www.replas.com.au

revolutioniseSPORT launches ‘next generation’ websites for thousands of Australian sporting clubs Leading sports management technology platform revolutioniseSPORT has released what is says is the “next generation” of sporting club websites to thousands of clubs across the country.

Over 14,000 clubs that use revolutioniseSPORT platform’s inbuilt website tool now have the ability to build and promote a website that has a modern, streamlined, user-focused experience, and is mobile-first in its approach.

The move comes as reports from Google continue to indicate that the majority of website traffic (more than 50%) comes from mobile devices, a trend that has been steadily increasing over the last few years.

Clubs already using or looking to use the revolutioniseSPORT platform can make full use of the full suite of features, including a completely mobile-first architecture, an easy-touse editor that does not require any IT skills, and a user-first design approach, which prioritises key workflows including membership registrations and e-commerce.

All revolutioniseSPORT customers have now been migrated to the new website template.

Contact 02 9746 5389, E: info@revolutionise.com.au, www.revolutionise.com.au

Products

Polin spotlights its contribution to construction of National Aquarium of Abu Dhabi With the National Aquarium of Abu Dhabi - the largest aquarium in the Middle East - having recently been completed, Polin Aquariums spotlights its contribution to the construction.

Using advanced designing and project management skills and much creativity, Polin Aquariums was proud to complete the largest aquarium in the Middle East which houses more than 45,000 animals with 60 different exhibits within its 10 zones standing over 5500 metre2 floor area.

Each of the 10 zones is specifically themed: UAE’s Natural Treasures; Red Sea Wreck; Atlantic Cave; The Sub; Ring of Fire; Ocean Magic; Frozen Ocean; Flooded Forest; Bu Tinah Island and Back of House - each backed by a narrative and contains creatures that tie in with the theme.

Polin Aquariums designs and builds public aquariums, taking them from initial concept and architecture to construction, business plan, procurement of living creatures and development of brand identity. It aims to achieve excellence with its team of experienced architects, engineers, biologists, veterinarians and technical experts.

Contact: +90 (262) 656 6467, E: aquariums@polin.com.tr, www.polinaquariums.com

Send your product news to leisure@ausleisure.com.au

Technogym and TrainingPeaks announce integration for smart equipment

PMY Group expands sports and venue data capability with Sports Data Services acquisition

Technogym has announced a new compatibility with leading performance training platform TrainingPeaks with the new API integration allowing users to seamlessly execute their TrainingPeaks planned workouts on Technogym’s connected smart fitness equipment.

To view TrainingPeaks workouts on Technogym, athletes will pair their Technogym and TrainingPeaks accounts, and workouts will be automatically available on the Technogym Live equipment interface.

Once synced, Technogym will start up with TrainingPeaks workouts prescribed by coaches or via training plans.

Technogym will automatically adjust resistance to the suitable intensity for every individual athlete, while completed training data will be seamlessly uploaded to both Technogym’s Ecosystem cloud and the TrainingPeaks platform, so that it can be reviewed later on to adjust future workouts. This integration will allow athletes to quickly perform the training they’ve been prescribed on any given day on the Technogym smart equipment without having to keep track of workout duration or intensity.

Contact 1800 615 440, E: info.au@technogym.com, www.technogym.com

PMY Group has announced the expansion of its global data solutions offerings with the acquisition of Sports Data Services, a leading provider of data solutions to sports and venues throughout Europe.

The move further supports PMY’s ability to transform venues, infrastructure and major events through technology, with data and digital solutions being an increasingly critical element of this transformation.

Based in the United Kingdom¸ Sports Data Services provides innovative data solutions that allows sports governing bodies, venues and clubs throughout Europe to optimise the capture, storage and use of critical data sources across customers, participants and fans.

This acquisition marks another milestone for PMY and its team, supporting its vision to become a global leader in the provision of technology solutions to major public venues.

Contact 0400 260 886, E: apac@pmygroup.com, www.pmygroup.com Australasian Leisure Management Issue 149 63

Products

Swimming Victoria announces partnership with Hawk-Eye to deliver world first competition video review technology Swimming Victoria has announced a partnership with HawkEye Innovations - the sports technology leader in officiating and tracking technologies - that will see the introduction of the world’s first video review technology for the sport during the 2022 swimming season.

Beginning with the 2022 Victorian Age Long Course Championships which ran from 10th to 14th March, Swimming Victoria and Hawk-Eye’s collaboration has seen the use of proof of concept (PoC) to ensure fair competition in swimming.

This is being achieved through Hawk-Eye’s latest SMART (Synchronised Multi Angle Replay Technology) Video Review system, giving Swimming Victoria a new methodology for assuring fair competition.

The aim of the partnership is to improve the efficiency and automation of officiating and timing in swimming. Currently, certain events require around 50 officials for an event to take place.

Contact: +44 1 256 822080, www.hawkeyeinnovations.com

Hockey Victoria reveals GrasSports Australia partnership Hockey Victoria has announced a two-year partnership with GrasSports Australia in a landmark deal that will see the leading synthetic sports surfaces construction company become the naming rights partner for several Championship events as well as sponsoring the Game Clothing Premier League Ball Patrol.

GrasSports are specialists in both the installation and maintenance of synthetic hockey fields, in addition to its expertise in the design and construction of synthetic sports surfaces for schools, clubs, councils, as well as being Victoria’s most experienced tennis court builder.

GrasSports Australia owner Bernard Evans has been extensively involved in the sport of hockey as a player, umpire, and as a Board member of Hockey Victoria and has been in the sporting surface industry for almost 50 years.

The key components of the partnership are: •GrasSports to be the naming rights sponsor of the Junior Country Championships, Senior Country Championships and Junior State Championships.

•GrasSports logo to appear on the Junior State Championships playing shirts and Goalkeeper smocks.

•GrasSports to sponsor the Game Clothing Premier League Ball Patrol. This will see all Premier League Clubs supplied with a uniform for their ball patrol teams to wear.

Contact 03 9792 0622, E: bevans@grassports.com.au, www.grassports.com.au

Wexer acquired by Core Health and Fitness Installation commences of water slides at Christchurch’s Parakiore Recreation and Sport Centre Installation has commenced on the five eel-inspired hydroslides (the term for waterslides in New Zealand) at Christchurch’s Parakiore Recreation and Sport Centre (the Christchurch Metro Sports Facility).

The hydroslides will include New Zealand’s first ever trapdoor waterslide, the 12.6 metre Looping Rocket. Manufactured by Swimplex/Polin Waterparks Australia/NZ the Looping Rocket will see riders start their experience by standing on a trapdoor, which will then open and plunge them down a sheer drop reaching blinding speeds of up to 40km/h.

The 32,000metre2 indoor sports and aquatics facility is being delivered by Crown company Otakaro Limited and will be operated by Christchurch City Council.

Swimplex Aquatics/Polin Australia and NZ Project Manager, Murray Booth, says the installation process is incredibly complex and advises “in some places there are seven sections of hydroslide between the ground and the sky because of the way they exit, twist, drop, then re-enter Parakiore. It’s challenging work, but we’re lucky we get to build something that is solely being put here to bring joy into people’s lives.”

Contact 1300 796 759/02 6651 9825, E: sales@swimplex.com.au, www.swimplex.com.au 64 Australasian Leisure Management Issue 149

Digital health and fitness provider Wexer has revealed its acquisition by Core Health and Fitness - a vertically integrated global manufacturer of fitness equipment, and portfolio company of US-based private equity firm Gainline Capital Partners.

The deal will provide Wexer with the funding to scale its business including through significant acquisitions to consolidate the digital fitness sector - and drive digital adoption across the global health club sector.

Wexer Chief Executive, Paul Bowman advises “this is a momentous step for Wexer, simultaneously granting us the support, investment and distribution we need to dramatically scale our business and accelerate towards our mission of hybridising the fitness industry.”

The collaboration is seeing a global roadshow designed to educate and inspire the fitness sector around the need to embrace omnichannel fitness. Exploring the powerful impact that a digital offering has on health club membership sales, up-sales and member retention, the roadshow will support operators with insights not only into why but also how to make the business-critical shift to a sustainable hybrid model.

Contact +1 917 300 0673, E: content.partnership@wexer.com, www.wexer.com/

Products

Solar pool heating delivers energy savings for Hindmarsh Shire Council

Polytan named Germany’s ‘brand of the century’

Supreme Heating have reported on their recent completion of a heating renewal system at the Rainbow Swimming Pool for Hindmarsh Shire Council in Western Victoria.

The Shire was looking for a new, long-lasting system to replace the existing former solar pool heating system - nonfunctioning due to age and damage caused by birds - at the popular community pool.

Now installed, the new system incorporates the robust Heatseeker Suntuf range which is designed for environments where bird damage is prevalent as well as the innovative DualSun PVT system.

The DualSun system was selected due to the ability of its dual purposes, generating electricity to offset the operating costs as well as the additional solar hot water generation.

Incorporating 24 PVT (photovoltaic thermal) panels with a combined output of 9kWs, the DualSun system generates free electricity for the facility offsetting the operational costs when the facility is operating. When the pool is closed during the winter months, this energy is delivered back into the local electricity network providing additional revenues for the Shire.

The water from the pool is pumped through the heat exchange system embedded in the DualSun panels as well as through the Suntuf rigid panel system to provide warm water for the pool without the need for additional heat pumps or gas heating.

This water also has a cooling effect on the PV generation which increases electricity performance by up to 20%.

One of the key issues for solar heating in traditional strip solar heating is the damage caused by native birds such as corellas and cockatoos.

The Heatseeker Suntuf is made from high grade polymer with a thick circular wall structure that is highly resistant to hail and birds. It is also UV stabilised and designed to withstand extreme weather conditions.

The modular design allows for easy instalment and is adaptable to a variety of roof configurations. The modular panels are connected via reinforced watertight unions without the need for gluing or the use of clamps, guaranteeing a robust leak-free connection.

As there are no moving parts in the system apart from a water pump - and the embedded heat exchange system is not exposed to the elements - the system has a 25 year performance warranty ensuring high electrical energy output as well as high thermal output.

The system will ensure that the Rainbow community has a long-term solution to enjoy the community asset for many years to come.

Dual Sun provides councils with an environmentally sustainable solution that will offset their operating costs while demonstrating their involvement in reducing their facilities’ carbon footprint and achieving net zero carbon goals.

Contact 1300 787 978, E: info@supremeheating.com.au, www.supremeheating.com.au

Artificial turf manufactured by Polytan under the Poligras and LigaTurf brands, has been named as the ‘Brand of the Century’

by Germany’s Zeit publishing group.

Selected by an independent jury of experts Polytan, with its Poligras and LigaTurf brands, was commended in the artificial turf category of the recent ‘German Standards: Brands of the Century’ awards.

Tempus Corporate, which is responsible for the Zeit publishing group’s competition, selected the candidates for the awards following a rigorous selection process. A review panel then proposed the best brands for specific categories with that panel then assessing the overall result - award points based upon facts about the brand.

The jury, recruited from the editorial team of the brand compendium, were then able to make their final decision based on a systemic evaluation.

Advising that Polytan’s artificial turf was able to win over the expert jury in all test disciplines, Florian Langenscheidt, Publisher and founder of the ranking, explained that the process “reveals the results of a total of three evaluation phases and clearly confirms the selected brands’ unique position as ‘Brand of the Century’ in a specific product category.”

Contact Polytan in Australia on 1800 663 812, E: enquiry@polytan.com.au, www.polytan.com.au

OneFitStop reveals rebranding as Hapana Leading fitness business solutions provider OneFitStop has announced that it will trade under a new name, Hapana, while also introducing a new logo and brand identity.

Launched nine years ago with the intention of serving personal trainers, the business has since evolved to deliver an enterprise end-toend platform for enhanced member engagement and business management solutions to growth focused fitness businesses.

Today, over 60% of Hapana’s fitness brand customers are multi-site operations who are enjoying the full scope of the company’s platform.

The rebranding initiative was jointly led by company Chief Executive Jarron Aizen and Chief Risk Officer Corey Loehr with Singapore-based Shift Partners undertaking the project and the results proved to be a fantastic choice in a strategic decision for our future.

Contact 02 8520 3901, E: sales@hapana.com, www.hapana.com

Send your product news to leisure@ausleisure.com.au Australasian Leisure Management Issue 149 65

Advertisers Index

Freemotion from iFIT and Australian Fitness Supplies agree distribution partnership

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Global fitness equipment and technology pioneer Freemotion from iFIT has announced that Australian Fitness Supplies will be the new distributor for its products in Australia.

Announcing the distributorship, Freemotion from iFIT parent company iFIT Health & Fitness Inc. advised “this partnership will enhance the brand’s presence in the thriving Australian commercial fitness sector, supporting new and existing Freemotion customers across the country.

“The move also expands the reach of iFIT- the parent company of Freemotion and one of the world’s best health and fitness platforms.”

Freemotion from iFIT is a global pioneer in fitness equipment and technology, having introduced the world to cable-based strength training, the Incline Trainer and the first road-simulating indoor bike.

Contact 07 5630 3707, E: sales@australianfitnesssupplies.com.au, www.australianfitnesssupplies.com.au

Salon, spa and beauty platform Fresha acquires Australia’s Bookwell Australian-founded beauty and wellbeing marketplace Bookwell has been acquired by global competitor Fresha in a deal reported as valuing the company in excess of $10 million.

Founded in 2017, Bookwell is a free online marketplace allowing people to book treatments at small and medium beauty and wellness businesses.

The acquisition by, UK-based Fresha, the world’s biggest beauty and wellness bookings services, will see a change for the more than 700 salons and day spas around Australia that currently reach customers through the Bookwell platform. As of earlier this year, about 80,000 customers accessed the marketplace every week.

Contact hello@fresha.com, www.fresha.com

Sportscover Australia supports East Coast flood recovery effort with sports grants Sportscover Australia is making available up to 50 unconditional grants of $500 to assist eligible sports clubs, sports associations, gymnasiums and recreational facilities replace sports equipment lost as a result of the floods which inundated SE Queensland, NSW and Victoria earlier this month.

This is similar to the support provided by SCA to affected communities in response to the devastating bushfires that ravaged Australia in 2020 and the East Coast floods in 2021.

Sportscover Australia notes “we appreciate that applying for such assistance may not be a priority for the people who have been most affected by the floods. We are therefore extending the offer to them through their insurance broker, as the broking community will be very much aware of the nature of any loss their/our clients may have suffered. Sportscover is writing to all our broker partners individually with the necessary information and application process.

“Sportscover is Australia’s leading specialist underwriting agency providing casualty (liability), personal accident, property, travel, cyber and contingency insurance to the sport, fitness and leisure sector for 35 years. As a Company, and as individuals, we are committed to the health and wellbeing of this sector which is why we wish to make this contribution to the recovery effort.

“We stand ready to assist our clients with their insurance needs at this most challenging time, and particularly in relation to any flood-related claims needing to be logged.

“Sportscover extends its sincerest sympathies and best wishes to all our fellow Australians impacted through the current flood crisis.”

Contact 03 8562 9100, E: info@sportscover.com, www.sportscover.com

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