Australasian Leisure Management Issue 151 2022

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ISSUE 151

ATTRACTIONS

Advanced Aquarium Technologies Old School Cool

VENUES Print Post Approved PP100022562

Maximising Usage at Eden Park Transforming Sport Surfaces

SUSTAINABILITY

Ascot Vale Leisure Centre Seadragonz Swim School Quayclean and Waste Reduction

SAFETY

Professional Lifeguards Aquatic Play Surfaces

PLUS

Turning Members into Marketeers Australia’s Tourism Future

contents

Issue 151

22

40

18

52

44

58

features 18

Transforming Sport and Recreation Surfaces The Sport Group Asia Pacific Project Awards

22

Eden Park’s New Experiences Maximising the Utilisation of New Zealand’s largest stadium

26

Small Actions, Big Results Seadragonz Swim School’s Sustainability Initiatives

30

Waste Not Committing to the UN’s Sustainable Development Goals

36

Delivering a Deep Experience Advanced Aquarium Technologies’ work in Vietnam

40 COVER: The Advanced Aquarium Technologies equipped Sea Shell Aquarium, Vietnam. See page 36.

Surface Solutions Aquatic centre flooring meeting safety and design demands

44

Turning Members into Marketeers How experiences drive reputation

regulars 6 From the Publisher 8 Two Months in Leisure 60 People 61 People in brief 61 Products

48

Towards Carbon Neutral Ascot Vale Leisure Centre’s journey to carbon neutrality

52

Behind the Flags APOLA broadens its membership and influence

54

Ready to Rebound Austrade’s roadmap for rejuvenating tourism

58

To subscribe go to subscribe.ausleisure.com.au 4 Australasian Leisure Management Issue 151

Old School Cool Back to the future with Retro Cool www.ausleisure.com.au for all the latest industry, product and events news

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.

“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.”

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 exceptional customer experiences underpinned by strong internet connectivity.

Our tip sheet outlines four ways holiday parks can achieve this without blowing the budget.

Jennifer Drummond, director, BIG4 Easts Beach Holiday Park 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.

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.

WWW.VERTEL.COM.AU 1300 837 835

For more information, download the tip sheet today.

www.vertel.com.au/holidayparks

From the Publisher

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 James Croll 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

Delivering the IRL experience In a world in which experiences and interactions are increasingly digital - a state exaggerated by lockdowns during the COVID pandemic - the online, virtual and augmented world has changed the way in which people engage, organise and socialise.

Indeed, the lines between digital and ‘real’ experiences are increasingly blurred making it sometimes difficult to recognise what is authentic with the pandemic pushing leisure, work and relationships, into the digital space.

Recently coming across the term IRL (in real life), which many readers may already have encountered, as “something real and outside the digital world of communication, gaming or virtual reality”, it struck me that the delivery of aquatics, attractions, entertainment, events, fitness, parks, recreation, sport, tourism and venues are the absolute embodiment of authentic in-person experiences.

As populations return to consuming in-person experiences in these post-pandemic times, in some sectors IRL experiences will largely see a return of familiar offerings, albeit enhanced by technology – such as in attractions and entertainment.

In other areas, particularly the health and fitness industry, people’s consumption was transformed into an outdoor or at-home activity during the pandemic. Membership numbers appear to be rebounding, with consumers demanding a blending of relevant digital technologies to create an aligned omnichannel exercise experience.

As a result, future success will be driven by the industry’s ability to create compelling IRL experiences.

Backing award winners In this as well as upcoming issues of Australasian Leisure Management we are featuring a number of projects that have been recognised with industry awards.

With multiple award programs across the industry, we are looking to acknowledge the leading edge practice of award winners by giving their achievements wider exposure, going beyond the ceremonies at which they are presented.

So, if award organisers and award recipients want to highlight their successes, do contact us.

Australasian Leisure Management introduces free to use jobs page Mindful that industry employers are keen to access the best possible pool of potential staff members, and that those looking for industry jobs want to easily find available opportunities, Australasian Leisure Management has introduced an industryspecific jobs page.

Free to use - with there being no cost for employers to post their job vacancies and no charges for viewing the listings - the page has been created to connect job seekers with opportunities across the leisure industry.

Searchable by industry categories, the jobs page went live for industry earlier this month and has already attracted a range of interesting opportunities.

With the Ausleisure website attracting four million views a month, we feel that offering this page will offer an unmatched opportunity for employment connection.

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

Coffs Harbour City Council has unveiled the $14 million Coffs Coast Regional Sports Hub Stage 2 Project which delivers a comprehensive range of sporting facilities that cater to local through to elite requirements.

IN BRIEF

The construction phase of the $28.4 million Salisbury Aquatic and Recreation Precinct Redevelopment in North Salisbury, South Australia has commenced.

The historic Toll House situated within Sydney’s Moore Park Precinct has been transformed into an inclusive fitness and wellness facility with the original 1860s building cleverly renovated and restored to become a state-ofthe-art gym and group fitness space.

Aussie World’s first rollercoaster - the Dingo Racer - has opened to thrill-seeking guests The spinning coaster has a capacity of 960 people per hour, seats four people per car and is open to anyone over the height of 120cm. It travels along the coaster track up to 14 metres in the air before twisting and turning along the track up to speeds of 72km/h.

Financial report reveals Netball Australia’s crisis Following the making public of Netball Australia’s latest full financial reports, the details on the governing body’s financial position is fuelling speculation around the future of the national sporting organisation and its Super Netball competition.

The sport’s governing body has lost $7.2 million in the past two years and is in the process of extending $4.2 million worth of loans until 2025.

The sport’s losses increased by 55% to $4.36 million in 2021 and while revenue for the last financial period was up by 4% to $30 million, this was offset by increases in operating expenses including high-performance programs (up 9% to $2.6 million) and engagement and social impact costs increasing by $1.9 million to $2.4 million.

Amid reports that the governing body could face foreclosure, Federal Minister for Sport Anika Wells stated “I have been advised that none of the issues affecting Netball Australia have or will have an impact on community and grassroots sport.”

Fixed price negotiated for Christchurch multi-use arena, Te Kaha Christchurch City Council has been advised by Te Kaha Project Delivery Limited that it has been successful in negotiating a fixed price for Te Kaha multi-use arena with its lead contractor BESIX Watpac.

Based on the fixed price contract negotiated, there is confidence that the multi-use arena can be delivered for a total project cost of $683 million - a figure that includes sufficient contingency to cover any issues that might emerge during the build.

Meanwhile, Lancaster Park the city’s main stadium before the 2011 earthquakes, has been transformed into community sports fields.

8 Australasian Leisure Management Issue 151

The City of Rockingham, located south of Perth, has completed a $5 million project that has involved expanding and upgrading Koorana Reserve to boost sporting opportunities for residents living in Warnbro, Waikiki, Port Kennedy and surrounding areas.

Hong Kong’s West Kowloon Cultural District has welcomed the official opening of the prestigious Hong Kong Palace Museum.

The demolition of the old EJ Whitten Stand in Melbourne’s Inner West is making way for a major upgrade of facilities at Footscray’s Whitten Oval, along with providing training and administrative headquarters for the AFL’s Western Bulldogs FC and the home ground of its reserve team which competes in the VFL. Monarto Safari Park has opened ‘The Outpost’ education centre a transformation of the previous Visitor Centre which offers a welcoming education space to ignite passion in protecting and saving species.

VenuesLive, the newly-appointed operator of the Central Coast Stadium, has commenced a search for a new naming rights partner for the venue.

City Venue Management has opened a new Fish N Flips swim school in Townsville within the Stage Four expansion of the Fairfield Homemaker Centre.

New lifeguard facilities at Bondi Beach including tower renovations and a new first aid building, part of Waverley Council’s project to improve beachgoer safety and responses to major incidents, are due to be completed in September.

The new South Australian State Centre of Football has officially opened, with the venue now commercially known as ServiceFM Stadium following a naming-rights deal.

FLUIDRA announces backing for ASSA’S SAFERwater Warriors program FLUIDRA Australia has revealed that it is to support the Australian Swim Schools Association’s SAFERwater Warriors program.

With a mission to create the perfect pool and wellness experience, Fluidra’s partnering with the Australian Swim Schools Association (ASSA) helps communicate the SAFERwater Warriors message.

The partnership aligns well with the leading manufacturer and supplier of swimming pool equipment’s values and environmental and social governance initiatives to improve the safety of all who enjoy the pool environment.

The ASSA SAFERwater Warriors program features child friendly characters, each communicating the vital layers of protection using the SAFER Swimming acronym.

New exercise skill set qualification released for rising aqua fitness sector Growing in popularity as it attracts a new legion of participants, a new instructor training program has been launched for aqua fitness.

Three and a half years in the making, this new program, developed in consultation with AUSactive, SkillsIQ and a range of industry input, provides 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.

With increasing awareness of the benefits of low impact exercise for strength building, fitness and injury recovery, 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.

New Shareholders and Directors to drive expansion of Coffs Harbour’s The Big Banana Aiming to expand The Big Banana Fun Park as not only a Coffs Harbour attraction for short stopovers, but as a major tourism destination in its own right, its owners have recently released new shares to “sophisticated and professional investors”.

To date, 3.4 million additional shares have been issued, raising over $4.1 million to assist with the implementation of the attraction’s Master Plan and Capital Expenditure program.

Federal Court orders Viagogo to pay $7 million penalty for misleading Australian consumers Ticket resale company Viagogo has been ordered to pay a $7 million penalty for misleading Australian consumers, after its appeal against a previous judgement was rejected in the Federal Court.

The ruling follows the Switzerland-based reseller having, back in 2019, been found by the Federal Court to have made misleading claims on its website relating to the reselling of tickets to live music and other events.

Appealing the judgement and the seven-figure fine imposed upon it, Viagogo was unsuccessful in arguing that it had not breached Australian Consumer Law.

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

Australasian Leisure Management Issue 151 9

International Visitor Survey results show export tourism industry will take time to recover

Norm Graham Ranger at Arakwal National Park. Credit: NPWS

Consultation commences on new model for Aboriginal joint management of NSW national parks Consultation has commenced on the development of a new model which could lead to the handback of title to all NSW national parks, which cover nearly 10% of NSW, over a 15 to 20 year period.

Expanding Aboriginal joint management will be a significant, practical step towards Reconciliation and Closing the Gap targets because it enhances opportunities for Aboriginal employment and businesses, while strengthening the role of Aboriginal people in decision-making, cultural heritage protection and park management.

Australian Institute of Sport delivers new video technology to benefit coaches and athletes New state-of-the-art video technology from the Australian Institute of Sport (AIS) is helping to give coaches and athletes real-time feedback as they train.

The AIS Video Optimisation Grants program, supported by the Australian Government and in partnership with Australian company Fulcrum Technology has so far allocated a total of AIS Video Optimisation Grant. $1.17million worth of multiKieren Perkins with Kookaburras camera video training systems across 28 high performance training centres spread across every Australian state and territory, including: Perth Hockey Stadium, WA; Squash Australia’s High Performance Training Centre on the Gold Coast, Queensland; Surfing Australia’s High Performance Training Centre in Tweed Heads, NSW; the National Snowsports Training Centre in Jindabyne, NSW; and the Combat Institute of Australia in Melbourne.

New venture capital firm XT Ventures looks to invest in fitness, sport and wellness businesses A new venture capital firm, XT Ventures, has announced the creation of a new fund to invest in fitness, sport and wellness start-ups.

With leading health insurer HCF among the first companies to invest into the fund, Fund General Partner Andrew Fagan is confident that its activities will give new ventures a significant boost.

Fagan, who brings more than 25 years of experience in the sports industry and insights and operational leadership experience, spent nearly a decade with the Australian Institute of Sport, followed by 20 years running large professional clubs in rugby and AFL. 10 Australasian Leisure Management Issue 151

The latest International Visitor Survey results - the first solid measure of Australia’s inbound market since borders reopened - show the export tourism industry will take some time to recover as both domestic and international pressures continue to dampen demand.

ATEC Managing Director Peter Shelley said barriers to rebuilding include economy wide issues like staffing, international pressures such as fuel prices and the war in Ukraine as well as Australia’s own bureaucratic systems.

Shelley noted “the recovery of Australia’s $45 billion tourism export industry is both a marketing challenge in attracting intending travellers to come to Australia, as well as tourism product challenge, ensuring we can rebuild our travel offering which has been significantly eroded by the pandemic.”

Accredited training program looks to address shortage of entertainment technicians The national shortage in experienced technical crew members caused by people having left the industry for more secure work during the pandemic is to be addressed by the implementation of a new, $750,000 accredited industry training program.

Arts Centre Melbourne will partner with Queensland Performing Arts Centre (QPAC) and Stage QLD to deliver the training program, which is specifically focused on technical crews in the performing arts.

Kai Tak Sports Park opening delayed until 2024 as pandemic impacts construction supplies The Kai Tak Sports Park - the new sports and entertainment precinct being developed in Hong Kong - will not be ready for its planned opening date in 2023 after delays in construction work, with the main 50,000-seat stadium now not set to open until 2024.

Completion of the adjacent indoor sports arena, which has a seating capacity of up to 10,000, has also slipped to mid-2024.

However, a public sports ground designed for community sports, sports days, training sessions and domestic competitions, including 5,000 spectator seats, is still anticipated to open as of late next year.

PAC Australia announces a new name and approach for their annual awards Performing Arts Connections Australia’s annual awards which celebrate best practice and innovation in performing arts are to be renamed the Impact Awards to reflect the impact Performing Arts Centres have in their local communities.

PAC Australia has presented the awards, previously known as the Drover Awards, since 2003. From the PAC 2019 Awards Linda Christof Dubbo Regional 2022 ceremony, which Theatre and Convention Centre will be presented at the Australian Performing Arts Exchange (APAX) in September, the awards will be known as the Impact Awards.

Sydney Opera House reveals its newly transformed Concert Hall After more than two years of extensive renewal works, the Sydney Opera House has opened the $190 million transformation of its largest performance space, the Concert Hall.

The major works of the largest and final project in the World Heritage-listed venue’s Decade of Renewal, a 10-year program of capital works totalling almost $300 million, have been completed ahead of its 50th anniversary in 2023.

The complex renovation of the Sydney harbourside venue combines respect for heritage with cutting-edge technological innovations, including state-of-the-art theatre machinery and staging systems. These systems better equip the hall in presenting an ambitious range of performances, from classical music to contemporary concerts, theatre and beyond.

The project has improved the acoustics for artists and audiences in both orchestral and amplified mode, enhanced access for people with mobility needs, and provided a more flexible and safer working environment for staff behind the scenes.

Opera House Chief Executive Louise Herron enthused “we’re thrilled to be welcoming the community back to the renewed Concert Hall.

Artists and audiences are set to experience world-class acoustics in a venue that is more accessible, safer and better equipped to present the full breadth of 21st century performance. We have been working towards this moment for a long time and are incredibly grateful to the NSW Government and to everyone else involved in making this once-in-a-lifetime project possible.

“You can feel the clarity and warmth now in both amplified and symphonic mode; the range of sound is much clearer now.”

Since the venue closed for renovations in February 2020, hundreds of construction workers, acousticians, architecture and heritage experts have been busy delivering the biggest upgrade to the Concert Hall since it opened almost 50 years ago, with all possible care and attention taken to protect and respect the heritage of this treasured performance space.

Special acoustic diffusion panels have been added to the venue’s timber box fronts, allowing for a more balanced and true sound for non-amplified performances while a new state-of-the-art sound system has also improved the venue’s capability for amplified performances.

Other upgrades have improved accessibility with a new lift and passageway making it possible for wheelchair users and people with limited mobility to access all levels of the hall independently.

The stage has been lowered by 400mm to improve sightlines and create more intimacy between artists and audiences.

Backstage areas have also been enlarged.

A world-class team of experts including original structural engineers Arup, ARM Architecture, heritage advisors Design 5, theatre consultants Theatreplan, construction firm Taylor, specialist theatre machinery contractor Waagner Biro, building services engineers Steensen Varming, acousticians MüllerBBM and the Opera House’s renewal project team have seamlessly integrated the upgrades into the existing structure.

All works have been carried out in line with the Opera House’s Conservation Management Plan to ensure the upgrades respect the original interiors, designed by Peter Hall, the architect who completed the Opera House after Danish designer Jorn Utzon departed the project during its construction.

The Concert Hall is one of the world’s largest (2600 seats) and longest (45 metres) performing arts halls in the world.

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Australasian Leisure Management Issue 151 11

Les Mills exergaming

AusPlay report shows a growth in popularity of surfing, skate sports and exergaming Wellington Zoo becomes the first zoo to receive Rainbow Tick certification Wellington Zoo has officially become the first zoo in the world to be accredited with the Rainbow Tick certification, solidifying the Zoo’s position as a safe and welcoming environment for members and allies of Aotearoa’s Rainbow Community.

The Rainbow Tick certification process tests whether a workplace understands and welcomes sexual and gender diversity. Wellington Zoo was evaluated on their LGBTTQIA+ inclusion in five areas: policies, staff training, staff engagement and support, external engagement, and monitoring.

While Australians of all ages return to sport after more than two years of disruptions through COVID, according to the Australian Sports Commission’s latest national AusPlay report, titled ‘How Australians’ participation in sport and physical activity is adapting to COVID-normal’, surfing, skate sports and exergaming are becoming more popular.

An estimated 196,000 Australians 15+ have taken up surfing and 119,000 have taken up skate sports since 2019. The majority of these are women.

Among team sports, basketball (with an estimated 219,000 extra participants), football/soccer (196,000), volleyball (121,000) and cricket (102,000) are leading the sector’s COVID-19 recovery after recording significant increases in participation since 2019.

Australian Sporting Alliance for People with a Disability launches new website The Australian Sporting Alliance for People with a Disability (ASAPD) has launched a new website as a central place for the sport sector to access information and resources relating to inclusive sports for those with a disability, impairment, or limitation.

The launch of the website is part of the strategic plan of the ASAPD, and the Alliance has set its sights on becoming the ‘go-to’ authority for information. This website aims to support a one voice strategy, thereby driving better outcomes for the nine members of the ASAPD.

Royal Life Saving report spotlights equal access to aquatic facilities Having commissioned a new report to review the legal and human rights frameworks governing aquatic facilities in Australia, Royal Life Saving Society - Australia has found a new non-discrimination guideline for pool operators is needed to help ensure equal access to public aquatic facilities.

While research into the barriers of accessing facilities and programs has been undertaken previously, this report goes deeper to increase an understanding of some of the less obvious barriers.

The report, ‘Equal Access to Public Aquatic Facilities: Guidance for Local Councils, Facility Managers and the Aquatic Sector’, was authored by Dr Beth Goldblatt from the Faculty of Law at the University of Technology Sydney. The report also reviews discrimination law.

$19 million National Cricket Campus launched in Brisbane

Inactivity costs Australia’s healthcare system $2 billion per year

A $19 million National Cricket Campus has been launched in Brisbane delivering a new home for women’s cricket and a premier venue for state, national and youth championships.

The National Cricket Campus is spread over two sites including Allan Border Field and the Northern Suburbs District Cricket Club grounds at Shaw Road, Kedron.

Upgrades at Kedron include an ultramodern pavilion, new turf wickets on three ovals, 16 turf practice wickets with nets, new lighting, more carparking and better public facilities.

A global Deloitte Report, commissioned by The Global Health & Fitness Alliance, in collaboration with AUSactive, has analysed health and fitness industry impacts on 46 countries - showing transforming inactive individuals to active is key to cutting healthcare costs and raising GDP. In its Australia report, Deloitte found the Australian health and fitness sector had a direct GDP contribution of $1.52 billion and an indirect contribution of a further $2.49 billion from its supply chain.

12 Australasian Leisure Management Issue 151

Dreamworld - Whitewater World, Gold Coast, QLD

North Star Holiday Resort, Hastings Point, NSW

Cockburn Aquatic & Recreation Centre, Cockburn Central, WA

The Big Banana Fun Park, Coffs Harbour, NSW

Aquatopia Waterpark, Prairiewood, NSW

BIG4 Gold Coast Holiday Park, Gold Coast, QLD

Oak Park Sports And Aquatic Precinct, Pascoe Vale, VIC

Dubbo Aquatic Centre, Dubbo, NSW

Raging Waters, Sydney, NSW

42nd Battalion Memorial Pool, Rockhampton, QLD

Tattersalls Hobart Aquatic Centre, TAS

Splash Aqua Park and Leisure Centre, Craigieburn, VIC

DESIGN CONSTRUCT SPECIALISTS

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Belgravia Group launches Recreational Gymnastics Australia The Belgravia Group has launched Recreational Gymnastics Australia at the Gymnastics Clubs Australia National Congress in Darwin supporting the growing popularity of recreational gymnastics across the country.

Recreation Gymnastics Australia (RGA) is an industry-focused organisation committed to supporting and advancing recreational gymnastic coaches nationally.

The first task of the RGA is to establish the Gymnastics Coach Accreditation Framework to focus on workforce development for recreational gymnastics programs including training, accreditation and provision of insurance. Accreditation will be available from January 2023.

Zoos Victoria to take on management of Kyabram Fauna Park The Victorian Government has announced that the management of the Kyabram Fauna Park in the Goulburn River Valley will be taken over by Zoos Victoria.

From October, the regional wildlife park will join Melbourne Zoo, Werribee Open Range Zoo and Healesville Sanctuary, gaining access to $3 million in Victorian Government funding that will benefit the resident wildlife, deliver improved staff opportunities and increase tourism to northern Victoria.

Secured after several years of negotiations, the facility will be officially transformed into the state’s fourth zoo.

ASM Global technology partnership to deliver new venue management platform Global venue management company and live event producer ASM Global has agreed a multi-year partnership with cloud software firm Infor that will deliver the live entertainment industry’s first fully integrated booking, sales, food and beverage and event management platform for domestic and international venues.

ASM is already deploying the recently developed software at select arenas, stadiums, theatres and convention centres across the USA before the rollout is expanded to ASM’s global facility portfolio with an expected completion by December.

Canstar Blue research reveals Les Mills as having New Zealand’s most satisfied customers Research undertaken by consumer ratings agency Canstar Blue has shown that Les Mills delivers the Most Satisfied Customers among New Zealand’s gyms.

Canvassing the opinions of 607 New Zealanders who regularly use their gym memberships, Canstar Blue measured and tracked satisfaction across categories including atmosphere, equipment and facilities, flexibility and perks, staff availability and value for money.

The research also revealed three of the biggest grumbles made by gym members were overcrowding, cleanliness and other annoying gym members.

In Australia, Canstar Blue rated F45 for delivering highest levels of customer satisfaction for the fourth consecutive year.

Lift Brands investment to drive Fitstop’s international expansion Australia gym franchise business Fitstop is reported to be ready to expand in the USA, backed by a $3.3 million investment from global fitness franchisor Lift Brands.

The capital injection follows on from the company (the parent brand to Snap Fitness and Fitness On Demand) securing a 30% stake in Brisbane-based Fitstop early last year.

The latest funding will be used for Fitstop’s US expansion including establishing the 10 locations already secured with business owners across California.

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14 Australasian Leisure Management Issue 151

Recreation Aotearoa Board and Staff 2022

Recreation Aotearoa first Sport NZ partner to achieve Governance Mark for Second Time Recreation Aotearoa’s significant development over the years, has seen them become the first Sport NZ partner to achieve Governance Mark for the second time.

To achieve the Mark an organisation shows alignment with the Governance Framework for sport and recreation in New Zealand. The framework covers the key areas of clarity and cohesion; people; boardroom processes; and integrity and accountability. An organisation attaining the Mark must go through a process of self-assessment, third-party review, governance development and reassessment.

Gemba research shows Australian sports organisations behind in the data game Research undertaken by leading sport and entertainment consultancy Gemba, to understand the current state of data and analytics maturity across the Australian sports industry has revealed that Australian sports organisations rated themselves on average 5.6 out of 10 for data maturity.

The research revealed satisfaction with data technology, use of membership, ticketing data, and datadriven marketing barely rated a pass mark. Only in high-performance did sports organisations feel moderately satisfied with their use of data and analytics, rating themselves 7.4 on average.

The research revealed that there is a large gap between intent and execution when it comes to leveraging data to support organisational objectives in sport.

Shareholders back sale of Ardent Leisure’s US-based Main Event business Shareholders of Ardent Leisure have overwhelmingly backed a proposal to sell the business’ US-based Main Event division, to NASDAQ-listed restaurant and entertainment business Dave & Busters.

The vote means Ardent Leisure will exit the US entertainment market to focus on its remaining Australian businesses - Gold Coast theme parks Dreamworld and WhiteWater World and the SkyPoint Observation Deck at the top of the Q1 skyscraper at Surfers Paradise.

The deal will see Dave & Busters acquire the Main Event social entertainment centres for $1.1 billion.

Australian Sports Commission’s Kieran Perkins delivers a vision for sport Australian Sports Commission (ASC) Chief Executive Kieran Perkins presented the NSC oration at the opening of the 2022 National Sports and Physical Activity Convention (NSC) in Melbourne.

Having just passed 100 days in the role, Perkins outlined a desire to achieve a vision to have more Australians playing more sport, underpinned by three supporting pillars: helping Australians understand the significant benefits of sport; enabling sports organisations to be able to deliver; and driving involvement and inclusion in sport.

Referencing the 10-year “green and gold runway” of Australia hosting multiple international sporting events up to the Brisbane 2032 Olympic and Paralympic Games, Perkins emphasised that he is in his role “to deliver for sport”.

Having worked in senior roles in banking for more than a decade before taking on the role of Chief Executive at the ASC (for which he was a Commissioner/board member from 2001 to 2007), Perkins explained he sees his responsibility as being about “making sure that our athletes and coaches are absolutely given the best opportunity to be ready to perform.”

BFT opens 200th studio The ongoing growth of BFT (Body Fit Training) has seen the group open its 200th site in the Auckland suburb of Flat Bush.

Doubling its market growth year on year since its launch in 2017, the brand is approaching a sell out of available franchise territories in New Zealand with 57 locations sold and 22 open.

Having last year secured a $60 million dollar cash upfront partnership with Xponential Fitness to launch in the US and Canada, the business’ regional expansion now sees it operating 154 studios in Australia, with 236 territories sold and 21 studios open in Singapore with 37 territories sold.

It will also be opening its first UK studio in September.

Wellington’s St James Theatre reopens with first performances in three years Following its restoration, St James Theatre in Wellington has reopened and is celebrating with its first performances in three years.

Bought by Wellington City Council in 1993, it is the city’s leading venue for large-scale theatre, opera, and ballet.

The restoration signals the revitalisation of Wellington’s theatre district and the ability to, once again, bring world-class theatre experiences, cultural diversity, and performances to Wellingtonians and visitors alike.

Sydney’s National Centre of Indigenous Excellence set to remain open A high-profile dispute between the Indigenous Land and Sea Council (ILSC) and the new owners of the National Centre of Indigenous Excellence (NCIE), the New South Wales Aboriginal Land Council (NSWALC), appears to have been resolved with the Redfern facility to remain open.

Having incurred significant operational losses, the ILSC had threatened to see the facility closed and around 50 staff made redundant.

Australasian Leisure Management Issue 151 15

Ticket Rocket’s unsecured creditors unlikely to get payout

Rising Melbourne Royal Show carnival costs due to increased insurance costs for ride operators With media reports advising of the rising costs of rides at the 2022 Melbourne Royal Show, carnival attractions operators having pointed out that increases are being driven by rising costs.

Carnival operator Damian De Jong, owner of Action Events told Melbourne’s The Age, ride prices would be up this year as the sector battled rising insurance costs and increases across the board, from petrol to the fluffy toys used as sideshow prizes.

De Jong noted “everything’s going up … inflation is killing all of us. Our insurance has gone up 400% in the last two years (and) there’s only one insurer who will cover amusement rides in Australia.”

Set to return at the end of September after a two-year absence, the Melbourne Royal Show has also revealed a partnership with Live Nation to deliver a live music program of major acts including The Veronicas, Baker Bay and Havana Brown.

New Zealand Government unveils plan for tourism industry transformation New Zealand Minister of Tourism Stuart Nash has unveiled a draft plan that aims to transform the nation’s tourism industry with a focus on sustainability.

Unveiling the draft of the ‘He Mahere Tiaki Kaimahi/ Industry Transformation Minister Nash at the Tourism Export Council of Better Work Action Plan’ at New Zealand’s annual conference in Nelson the Tourism Export Council of New Zealand’s annual conference, Minister Nash delivered a vision of how to change perception, improve conditions and strengthen the workforce through a “regenerative tourism system”.

Minister confirms cost of terminating Singapore Sports Hub partnership The Singapore Government has revealed that the cost of terminating the public-private partnership (PPP) for the operation of the Singapore Sports Hub will reach S$2.3 billion (US$1.67 billion).

In June, Sport Singapore (SportSG) announced that it will take over the ownership and management of the Sports Hub from current operator SportsHub Pte Ltd (SHPL) on 9th December.

SHPL, a consortium set up to build and operate the Sports Hub and which has been running the complex since it opened in 2014, had been due to run the precinct until 2035.

16 Australasian Leisure Management Issue 151

Receivers attempting to generate value from the assets of defunct ticket company Ticket Rocket are reportedly having little luck in selling the company’s ticket platform software code.

Believed to be the one asset of value left to sell, receivers have been unable to generate buyer interest.

As a result, and with the company’s accounts reported to be in a “terrible state”, the prospect of a payout for unsecured creditors is now getting less likely.

Fortress Information Systems, trading as Ticket Rocket and previously known as TicketDirect, was placed into receivership and liquidation in 2020, with associated companies Dash Group and Dash Tickets New Zealand also placed in receivership.

New report predicts ongoing growth for Australia’s sportstech industry The Australian Sports Technologies Network’s inaugural report on the nation’s sportstech industry shows its rapid growth and potential to be one of the most mature and interconnected sportstech industries in the world.

Marking ASTN’s 10th anniversary, the Sports Innovation Report 2022 quantifies the rapid evolution of the sportstech industry over the past decade, showing it is on track to reach unprecedented levels.

With the global sportstech industry estimated to be worth $US17.9 billion in 2021, it is expected to grow by 17.5% per annum to more than $US40 billion by 2026.

VMA opens 2022 Venue Management School for enrolments The Venue Management Association (Asia Pacific) has opened enrolments for its 2022 Venue Management School, encompassing the VMA Leadership Institute.

The only industry run school of its kind in the Asia-Pacific region, this immersive program combines the ultimate venue industry networking experience with a tailored education program essential to any venue industry professional.

Held over five days from 6th to 11th November 2022 at the Mantra and Peppers on Salt Beach Kingscliff in Northern NSW, the internationally recognised School combines 35 industry specific subjects delivered by 23 executive level industry Instructors. For more information go to www.vma.org.au

Deakin University report says sport industry jobs set to boom A new national survey by Deakin University has revealed that while 97% of the population believe that Australia is a sporting nation, there is still low awareness of the projected industry growth and career potential in sport.

Speaking to over 1000 Australian parents and 300 high school students aged 16-17, the survey sought to understand the population’s sentiment towards sport and careers in sportrelated fields.

The survey comes as Australia is set to enter an unprecedented decade of sport - with the nation anticipated to host 10 major global sporting events over the next 10 years, generating thousands of job opportunities for those interested in sport-related fields.

WORLD CLASS SURFACES

All About Turf was commissioned by Oxley Golf Course in Queensland to build a new mini golf course (above and below).

Transforming Sport and Recreation Surfaces James Croll reviews the recently announced winners of the annual Sport Group Asia Pacific Project Partner Awards and discovers how initiatives such as surround sound, use of existing terrain, and ensuring the preservation of endangered frogs resulted in a number of game-changing developments

T

he annual Sport Group Asia Pacific Project Partner Awards recognises and celebrates the most outstanding projects delivered by Sport Group partners during a 12-month period.

These awards also provide a current, even visionary insight into the latest sports and recreational surface solutions available across the multi-million-dollar sports surface sector.

The 2022 Awards were split into five categories - with three of the categories separating projects by budget - Under $150,000, $150,000 to $500,000 and over $500,000 as well as the highly regarded Innovation Award and the major award for Project of the Year. All winners this year were indicative of the transformation that sports surfaces have been experiencing in recent years.

Sport Group is the world’s largest business dedicated to sport 18 Australasian Leisure Management Issue 151

surfaces. From Olympic hockey venues to the pioneering 1966 Astrodome to the US Open, Sport Group’s brands, products and innovations have played a key part over the decades in the development and experience of athletes and sport fans around the world. Indeed, the group sells and installs more synthetic turf sport fields, athletic tracks, and courts globally than any other business.

Sport Group owns around 20 companies globally including Astroturf, Polytan and Advanced Polymer Technology (APT), and created the industry’s only fully integrated global supply chain. The group’s impressive product portfolio includes Laykold (the official court surface of the US Open), Poligras (chosen for eight Olympic hockey venues) as well as LigaTurf (chosen for FIFA headquarters).

2022 Project of the Year – mini golf, surround-sound and floodlights for night play The 2022 Project of the Year provided an exciting insight into the future of mini golf in Australia. The winner, All About Turf, was commissioned by Oxley Golf Course in Queensland to build a new mini golf course which was completed in December 2021. All About Turf worked closely with USA designer Dave Pelz - a legend of the golf industry, to build what was to be one of the largest mini golf courses in Australia.

Oxley Golf Club General Manager, Aaron Muirhead commented “we were keen for the new mini golf course to attract new markets.

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New sports field and several play zones at Yew Chung International School (YCIS) in Shanghai, China.

“We saw a significant opportunity to increase the course’s usage time by attracting visitors in the evening and for functions, so lighting was key as was the development of areas to socialise in afterwards.”

The 3200 metre² mini golf course replaced the ninth hole of the existing Oxley golf course and includes eighteen holes plus a further nine-hole practice putting green. All areas offer full disability access.

All About Turf used APT’s Olympia Coolplus for the putting surface, XL Tee for the tee off area and SynLawn Comfort for the surrounds. The six-month project was smooth-sailing apart from having to adjust the design slightly after encountering some unexpected unused services underground.

Muirhead noted “apart from the design and the wonderful atmosphere of playing under lights, the decision to install surround-sound speakers to compliment the lighting during the evening has proved a real game-changer.”

Pelz’s appointment to look after the design of the mini course also proved to be a masterstroke, largely due to the fact that Pelz has made his name as a master of the short game. The aesthetically beautiful design of the course incorporates water features, native trees and stunning white sand bunkers and has been so well received that it was chosen to host the recent Australian Mini Golf Championships.

Muirhead added “from a design and social viewpoint, the Oxley Golf project has literally taken the mini golf experience to a whole new level.

“It lends itself to social groups wonderfully. We are getting more groups of families with kids of all ages as well as a number of office groups since the course is a perfect solution for team building.”

Taking advantage of existing features Aesthetics and a colourful environment also played a key factor in awarding the winner of the Feature Project $150,000 to $500,000 category. The winning project, Yew Chung International School (YCIS) in Shanghai, China was designed 20 Australasian Leisure Management Issue 151

by Shanghai Yikang Construction Engineering Company.

The project consisted of a new sports field and several play zones. The sports field consisted of a LigaGrass Pro CP 250 artificial turf system with line markings for football. This is the first crimped synthetic turf system which features twotone fibres to enhance the natural turf look with a rich shade of green. In one of the play zones PolyPlay FS Nature artificial turf system was installed over mounds to create the look of a beautiful hillside landscape for added interest for students. This was in turn complemented by another play zone which featured PolyPlay S15 soft-fall system installed using a range of bright colours as well as a fun design.

The new sports field and play zones have dramatically increased participation and enthusiasm for outdoor activity at the school with students at YCIS Shanghai openly saying how much they enjoy the fun design, bright colours and different textures to play on.

Glooloop Surfacing commissioned by Sydney Olympic Park Authority to reimagine the surfacing for the expansive Blaxland Riverside Park.

Protecting the Green and Gold Bell frog The winning Feature Project in the Over $500,000 category is the development of an incredibly exciting and innovative

GameOn Turf’s new basketball courts branding Court Kings.

protected grass, wetlands and environments including its most famous resident - the Green and Gold Bell frog.

children’s playground; a real treat for Sydney-siders. Glooloop Surfacing was commissioned by the Sydney Olympic Park Authority to reimagine the surfacing for the expansive Blaxland Riverside Park which stretches over three acres and is one of Sydney’s largest public playgrounds.

The project involved the demolition of existing surfaces and the installation of over 5,000 metre² of new synthetic grass and rubber soft-fall. Glooloop used an SBR shock absorption layer and 3412 binder, Melos EPDM rubber granules with 3407 binder and SYNLawn’s Classic 35 synthetic grass, all from APT. The project was completed in three phases during one of the harshest Covid lockdowns, and overcame challenges such as massively steep inclines which made installing a wet-pour soft-fall system very difficult. As such Glooloop developed a new incline rubber technician rig for the safe and effective installation of wet pour rubber. The huge area of synthetic grass also demanded custom-made oversized grass rolls.

However, the most impressive achievement was Glooloop’s ability to remove vast quantities of old materials and replace them with 27 trucks of new materials all while adhering to strict guidelines and having minimal impact on the surrounding

Reducing injuries and carbon emissions The winning Innovation Project belongs in the basketball sector and is not only contributing to the reduction of player injuries but also reducing carbon emissions. The success of their first few projects actually resulted in the agent, GameOn Turf, creating a new brand called Court Kings, which has since installed twenty-five new courts across New Zealand.

GameOn Turf cleverly recognised a gap in the New Zealand market for an all-in-one basketball court design and installation package. A Court Kings basketball court includes exclusive Proballer Turf manufactured by APT, Goalrilla Hoops from USA, as well optional accessories.

Court Kings designs and constructs customised single court or multi-courts for basketball or multisport use which can incorporate school logos or indeed a customer’s favourite NBA club colours. The courts can be installed in backyards, schools, commercial premises, and council-owned spaces.

GameOn Turf Managing Director, Bevan Williamson advised “Basketball New Zealand, schools and councils were complaining that hard courts were causing injuries to players when wet and were often unusable.

“Proballer turf was tested to deliver anti-slip protection in wet conditions, ball bounce within 6% of hard courts, and up to 25% noise reduction. Councils were also very receptive to the option of a dynamic metal base used for courts versus a concrete base as it reduces carbon emissions.”

GameOn Turf also conducted thorough research into the hoops market after becoming aware of concerns regarding the quality and safety of hoops in public spaces. This in turn led them to partner with Goalrilla Hoops as they offered innovative features including height adjustment and high-quality specs to suit any court whether by the sea or an urban park space.

James Croll manages client and partner relations for Australasian Leisure Management.

Australasian Leisure Management Issue 151 21

Eden Park’s SIX60 concert (above and below)

Eden Park’s New Experiences Nick Sautner explains how Auckland’s Eden Park has adapted to maximise its utilisation

L

ike the rest of the industry, the past 18 months have been unlike any other in Eden Park’s history.

We’ve had periods where we’ve hosted sold-out gatherings like our triumphant SIX60 concert and the back-to-back Bledisloe Cups games. And then, we have had periods where we have been completely unable to operate within our usual parameters due to the pandemic.

As we faced scenarios like our turf team being forced to work remotely and events without crowds, our business was forced to adopt innovation and diversification more than ever.

‘Creative problem solving’ became our way of life as we navigated our way through Covid-19, building resilience and embracing innovation.

Eden Park has always prided itself on going beyond the game day experience, but this new environment truly forced us out of our comfort zone, challenging our very purpose and identity and at the end of the day, reminding us of the important role that live sport and entertainment play in the lives of our people.

A Global Leader in Sports and Entertainment As the first stadium in the world to welcome back crowds, Eden Park has played a critical part in reopening the world to live events. This time last year, we were in the midst of an incredibly uncertain time. People wanted to come back together to reconnect, but they were concerned and hesitant.

The escapism that stadiums and events provide was acutely missing from everyday life.

22 Australasian Leisure Management Issue 151

Our SIX60 concert was a turning point in demonstrating what’s possible and challenging the hesitant mindset. Experiencing a stadium concert filled with 50,000 other people can have a way of making you forget about your problems!

We are currently witnessing a renaissance for venues around the world- only a few months ago the Australian Grand Prix smashed the attendance benchmark, setting a new record for the highest attended weekend sporting event ever staged in Melbourne. Similarly, Wimbledon’s 2022 event was the most attended in the tournament’s 145-year history with over 515,164 attending over the course of the fortnight. We were

Best known as the All Blacks largest home venue, Eden Park is maximising its utilisation.

proud to lead the industry into this new chapter.

But as we enjoy this period of renewed enjoyment, we also take the opportunity to reflect on the lessons and journey of the last several years.

Committing to the Game Plan At the very core of everything we do at Eden Park is our Game Plan. The Game Plan, in collaboration with our Vision, Mission and Strategic Plan, provides the framework for all of our decision-making and communication.

It’s essential that this Game Plan is lived and breathed throughout the organisation - right from myself as the Chief Executive, to our facilities and turf teams, to our frontline catering staff. We make a point of speaking about the Game Plan at every chance we get; every staff meeting, every induction and every time we gather as a group, we talk through the seven values-based behaviours so that they become internalised rather than just memorised. Our Game Plan is our benchmark on and off the field - our commitment to performing to our very best.

The seven pillars consist of: • Customer Service • Attention to detail • Strong governance and accountability • Building a level of comfort • Celebrating the achievements • Exceeding expectations • Commercialising opportunities through innovation Over the past 18 months, our ability to perform this Game Plan under pressure has been truly tested. It has been a struggle to deliver on some of the most basic parts of it during periods of lockdown and no crowds - how do you provide customer service and build a level of comfort without people in the stadium?

However, the new and challenging landscape has provided us with the chance to still excel at exceeding expectations and commercialising opportunities through innovation.

Breaking up the Monotony The key to any good venue is delivering experiences. Not all experiences will look the same though - everyone has their 24 Australasian Leisure Management Issue 151

own criteria for what makes an experience amazing. But with so much opportunity and competition in the market for discretionary spending, we must continue to ask ourselves: “Is this experience instagrammable!?”

If there’s one thing we’ve learned since returning to live events, it’s that people are searching for a one-off can’t-missit unforgettable experience. They’re not interested in going week in and week out to the same experience, which poses an interesting scenario for venues or teams looking to deliver an entire season. Whether it’s a team or a stadium, the experience needs to be reinvented for the crowds so that each time someone attends, they know they’re in for a unique experience.

People are time-poor, and they crave diversity. With so many competing interests, we must give them a compelling reason to attend each event or opportunity.

Leaning Into Innovation I have always strongly believed that stadiums should be considered a hub for the community — civic buildings that serve a function above and beyond the event day experience no different to a museum or library.

They should be somewhere that local residents can use and engage with all year round, not huge spaces that are locked down after a match day. People describe stadiums as cathedrals of the 21st century but I think of them more like town halls. We must also remember Rome’s Colosseum started construction in 70 AD within a residential area and was used for “gladiatorial contests and public spectacles such as mock sea battles, animal hunts, executions, re-enactments of famous battles, and dramas based on Classical mythology.

The building ceased to be used for entertainment in the early medieval era. It was later reused for such purposes as housing, workshops, quarters for a religious order, a fortress, a quarry, and a Christian shrine” - all according to Wikipedia!

I always say that if a toll road, airport or shopping centre was operating at 10% capacity and sitting idle for the other 90%, its chief executive would probably be out of a job! The key to operating a successful stadium is shifting the dial in terms of what it’s used for and embracing utilisation.

We view Eden Park as a blank canvas - ready to showcase content, events and community.

G9 golf at Eden Park.

Eden Park’s Sky Sport Rooftop Tour.

Creating New Experiences The concept of innovation is nothing new for Eden Park. We’re passionate about leading the industry when it comes to creating new concepts and delivering value through new experiences.

The Park is known for its portfolio of award-winning experiences such as Staydium Glamping, Haka in the Park, Art in the Park, Rooftop Tour and the G9 - a 90 minute golf tournament where participants tee off from around the concourse onto the hallowed turf.

During the lockdown, we added two new events to this suite of experiences - the Dulux Super Bash and the Lake Taupo Hole in One Challenge. These were created in response to the environment. Major events weren’t possible due to crowd restrictions, but people were still searching for a way they could connect and participate.

So, we put on our thinking caps and came up with two new innovations that would bring people back to the stadium in a way that was still safe and permitted. It’s important to note that this is a point of difference between our experiences and our traditional events - the experiences are all about participating rather than just observing and consuming.

From concept to delivery, there was a period of about six weeks for the Super Bash. This might sound impossible, but we have developed a culture where our staff buy into utilisation and thinking differently. Truth be told, I think the staff were just as excited as the participants to finally be able to deliver an experience after four months of lockdown!

Working Collaboratively Across Departments One of my favourite aspects of leading the team at Eden Park is the collaborative approach to new concepts. In the Turf team office, we have a space we like to call ‘the ideas factory’ - an area where we throw around wild concepts, some of which come to fruition! It’s a humble space but one that delivers exciting new innovations.

I’m fortunate to lead a team that understands the Park’s vision to develop utilisation, sweat the asset and bring concepts from the high street into the stadium context.

As a lean team, we often have people working across multiple departments and roles. We’re not large enough to have separate departments responsible for the marketing, commercial, planning and event delivery - so instead, we work collaboratively to pull off each experience and event.

This means that all our innovations have buy-in across all of our teamand are thought of from a holistic perspective.

We think about everything that can contribute - from utilising spaces to secure future bookings for functions, to delivering a food & beverage aspect, to involving our trusted partners and offering them unique opportunities. All of these elements were more important than ever during lockdown as we sought avenues to generate revenue while providing amazing experiences.

People talk about their organisations becoming agile and nimble as a response to COVID. But our response is driven because we were agile and nimble before COVID. When COVID hit we talked about Emerging Stronger and coming out the other side so we could protect our workforce and be ready to deliver major events once again.

Leading from the Front As we now look towards a new era where we’re able to gather with no restrictions, we look to continue embracing innovation and utilisation - no longer out of necessity because we can’t hold events, but because we believe in the stadium being a community asset for our city and a strategic asset for our country.

Events like Art in the Park continue to provide opportunities for New Zealand artists to showcase their creativity; our traditional rugby and cricket games provide a chance for our elite athletes to display their talent on the world stage; and our experiences give everyday people a chance to feel what it’s like to hit a ball on our hallowed turf.

I believe that the biggest error a stadium operator can make in this day and age is to see their venue as solely a stadium.

Because in reality, a stadium will at best be used 100 times a year for core content and sit idle for the other 265 days.

We need to embrace creativity and innovation and start to see our stadiums as more like a town hall, church, food court or exhibition hall - full of so many other purposes that can complement the event day experience.

Nick Sautner is Chief Executive of Auckland’s Eden Park Trust.

Australasian Leisure Management Issue 151 25

Lower image: Seadragonz' Seth Malacari (left) and Bronwyn Myles with ASSA’s Sustainability Award.

Small actions, big results Seth Malacari explains Seadragonz Swim School’s commitment to sustainability

S

eadragonz Swim School recently won the Sustainability Award at the 2022 Australian Swim Schools Association’s National Excellence Awards.

The private swim school in in the suburb of Forrestdale on Perth’s southeastern edge was purpose built in 2007 with sustainability in mind, featuring a range of initiatives including recycling 100% of its wastewater, using solar power, and reducing, reusing and recycling everything possible.

Owners Lari and Bill McDonald take caring for the environment seriously, and this is reflected in their business.

To ensure their efforts reach far into the future, Seadragonz takes a threepillar approach to sustainability:

26 Australasian Leisure Management Issue 151

considering environmental, social, and financial factors.

Here they share some insight into why this approach is so effective.

Everywhere we look there is talk about climate change, sustainability, and carbon footprints. Being environmentally conscious is a goal of many industries, but the Aquatics industry often lags on truly sustainable initiatives. As a huge consumer of water, we have a responsibility to ensure our practices are environmentally sound to preserve this precious resource for future generations.

We also have a responsibility to our young swimmers to make socially conscious and ethical choices about how we manage our time and financial resources. The reasoning behind this approach is simple: the better we manage our resources (including our money), the better equipped we are to invest in sustainable programs and infrastructure, and the greater our outcomes will be.

To truly create change in our workplaces and swim schools requires a double approach of making both large and small-scale actions. Small actions are easiest to enact but are often overlooked by businesses trying to make a large-scale statement straight off the bat. What is the point of investing millions of dollars into solar power if your company then goes bankrupt?

Small actions not only create immediate benefits to the environment but have a run-on effect financially and socially. The below examples show this effect.

Switching to a paperless administration system: This benefits the environment by reducing paper use, plus it saves you money on paper, printing, storage, and potentially staff costs, and shows your customers you are taking care to reduce your use, which generates social favour.

In the long run, as the global demand for paper decreases, we will eventually see a reduction in deforestation which is one of the greatest ecological threats our planet faces.

Recycling/upcycling unneeded equipment: It may be easier to throw out old kick boards when your new stock comes in or to store surplus office chairs in the cupboard to gather dust, but this is costing our planet in the long run. By donating surplus equipment to those in need, you stop that product being reproduced (the environmental impact of creating a product from scratch is enormous), and you foster a sense of community by sharing resources with those who need it more than you. Forming these types of relationships with community stakeholders is always going to be good for business.

There are countless small actions we can take in our industry that have this

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sort of effect, from switching to ethical suppliers to cycling to work. Small steps do not require a large financial investment up front, but will save you money in the end, which can then be used to invest in larger scale projects.

Larger scale projects are often out of reach for businesses because setting something up like solar panels, a BioCycle system to recycle wastewater or installing new water-wise taps and showers can be expensive.

Therefore, we must be financially sustainable as well as

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28 Australasian Leisure Management Issue 151

thinking environmentally, and socially. We cannot have success in one area without the others. Consider the installation of new showers. This may cause your business to close for a time, as well as having an outward cost to it. By using the money saved through our smaller actions, we can offset the cost of such a project. By generating social favour in our community, we can weather closures because our customers care enough about our business and about what we are trying to achieve that they will return, and likely be happier knowing we are investing in their children’s future. By investing in water-wise products, we influence the market to create more of these products.

Big change starts with small steps. Look around your centre and see what actions you can take right now. From eliminating single use plastics, to turning the lights off in empty rooms, or watering the plants with recycled water, there is always something that can be improved.

Creating meaningful, sustainable change in business is not easy, but we have a responsibility to care for our planet, no matter what industry we are in. As huge water consumers, the Aquatics industry needs to think seriously about how we can reduce our impact on the environment to ensure generations to come are able to enjoy the aquatic environment just as we have.

In addition to the ASSA Award, in May Seadragonz won a City of Armadale Switched On Business Award for their commitment to environmental sustainability and for reducing the environmental footprint of their business.

In 2017, Seadragonz was also the recipient of the Royal Life Saving Society - Australia ‘Excellence in Aquatic Safety Induction and Professional Development’ Award.

With a 17 metre, three-lane pool, Seadragonz caters for children from eight weeks of age right through to Bronze Medallion level.

Seth Malacari is with Seadragonz Swim School.

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Quayclean Site Leader, Daizy Gonawala assisting with waste separation onsite at Sydney Cricket Ground.

Waste Not Greg Campbell outlnes Quayclean’s actions to meet United Nations Sustainable Development Goals and its commitment to waste reduction

T

he 2022 five-day Ashes cricket Test at the Sydney Cricket Ground attracted over 110,000 attendees, despite daily capacity restrictions - the ground’s highest attendances since before the COVID-19 pandemic outbreak in 2020.

These fans, plus catering and grounds staff, produced over 50 tonnes of waste - the equivalent of 35 large family cars.

In years past, most venue waste produced at the SCG and at other major venues across the country, would have been swept up and poured into trucks before being dumped as landfill.

But as the world steps up its commitment to climate change and creating a sustainable environment, the responsibilities of contract cleaning have become more substantial, broader, and deeper.

Leading cleaning, hygiene, and presentation company, Quayclean Australia, is one company leading the nation’s charge towards venues creating sustainable environments.

Among Quayclean’s customer base are major sports and tourism sites such as Marvel Stadium, Adelaide Oval, the Gabba, Sydney Opera House, Perth Zoo, Sydney Olympic Park - the site of the Sydney Royal Easter Show - as well as the SCG. Earlier this year, Quayclean appointed the first of two Sustainability Managers to assist the company and its customers take steps towards improving recycling and implementing sustainable actions to support customers with ambitions of being carbon neutral and even carbon positive.

Then in June, Quayclean announced a company-wide pledge to six of the 17 United Nations Sustainable Development Goals.

Quayclean Chief Executive, Mark Piwkowski, said the

Tailored bin covers in public areas at the Australian Turf Club, has encouraged excellent recycling at this venue

identified United Nations Sustainable Development Goals Good Health & Wellbeing, Quality Education, Gender Equality, Clean Water & Sanitation, Reduced Inequalities and Climate Action - are aligned to the values of its business.

Advising that Quayclean is purchasing more battery-operated equipment where applicable, and the company is aiming to be a carbon neutral business in five years, Piwkowski commented “we have made these sustainability appointments and initial pledges to the identified United Nations Sustainable Development Goals because we are serious about the environment and adopting sustainable practices.

“We believe by adopting these six United Nations Sustainable Development Goals, that our business and our workers will be positively contributing to protecting and restoring our planet.”

Piwkowski sees that with heightened awareness of the need for action following the devastating climatic events across the globe in recent years, more and more venues, schools and public facilities are adopting decisive sustainability measures.

Noting that Quayclean is focused on helping educate its customers and assist with the development of waste management systems, knowledge and skills that leads towards a reduction in waste being produced and achieve higher levels of recycling from collected waste, Piwkowski explained “getting organic and wet waste Quayclean Chief Executive, Mark Piwkowski

30 Australasian Leisure Management Issue 151

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CLEANING PARTNERS

Australasian Leisure Management Issue 151 31

Quayclean team provide ‘separation at source’ services during post event cleaning.

into its own designated bins is the first crucial step towards reducing waste contamination.

“If we can correctly capture waste into the right sorting bins at its source, this will accelerate diversion rates and fast-track venue diversion goals.”

Piwkowski points to impressive results coming out of large venues such as Australian Turf Club (ATC) racing venues, Melbourne’s Marvel Stadium, The Gabba, Adelaide Oval and Venues Canberra sites, with tonnes of separated e-waste, glass and food waste influencing high recycling rates.

Piwkowski noted “at Adelaide Oval, 89% of waste is being diverted from landfill, ATC landfill diversion rates are now at 80.36% while total diversion rates at The Gabba rose significantly from 38.85% to 70.74% last year.”

Stating that Container Deposit Schemes (CDS) have also reaped significant outcomes, he added “we have captured 177.31 tonnes of CDS materials over the past nine months at ATC venues, 180,000 bottles have been recycled at Venues Canberra sites since last year, and over 80,000 recyclable bottles have been collected at The Gabba and Cbus Stadium in the first seven months of this year.

“Last April, over 2000 kgs of e-waste was diverted from landfill at Marvel Stadium, and over 22,000 kgs of glass was recycled over a three-month period from Marvel Stadium and Melbourne Racing Club.

“As part of Sydney Opera House’s Environmental Action Plan, we are wholeheartedly supporting its goal to reduce the volume of waste generated and achieve an 85% recycling rate.

“With greater awareness and site co-operation, we anticipate recycling and diversion rates at venues such as these will climb much higher.”

Piwkowski said a high volume of waste is, ironically, produced back of house by staff and not front of house by paying attendees, going on to say “we want to get venue workforce personnel thinking more about how they discard their waste and how they can assist with waste diversion programs.

“Most people blame the public, the patrons, or the students, but it’s the waste produced from poorly managed catering, property and grounds areas that contaminate bins condemning waste loads to landfill.”

Piwkowski said on-site waste streams needs to be viewed as either dry or wet waste, explaining “if wet and dry waste streams are properly separated, then there is really no need for a general waste bin.

“Dry waste can be separated into paper and cardboard, plastics, timber, containers such as aluminium, glass and plastic, dry food packaging to name a few. Dry waste can include building materials also.

“Wet Waste can be separated into organic food and coffee grinds, food scraps, green grass clippings, horticultural waste.

You go one step deeper and you collect cooking oils, batteries, electrical equipment, fluorescent tubes, highlighters, and clothing material.”

Piwkowski strongly encouraged all businesses, venues, and event organisers to establish sustainability plans, practices, and targets, concluding “collectively, there is much more to be done to boost recycling rates and Quayclean constantly challenges itself and its customers with new ways to drive up recycling rates and reduce the amount of waste going to landfill.

“Our population has increased by 30% in 20 years, but waste volumes have increased by 170%. We must reduce the volume of waste generated in addition to achieving elevated levels of recycling in our bid to improve air quality.”

Greg Campbell is Managing Director of Prism strategic communications.

Bio pack Vs reusable/aluminium cups Compostable packaging is still single use, reusable cups require collection and washing, but can be re-used many times. If you have the capacity to use re-usable/aluminium cups, it’s better for the environment.

General waste The great misconception. Most public venues and facilities have general waste and recycling waste bins side by side.

But what’s general waste? Most punters put the same waste in a recycling bin as they do general waste bin.

General Waste vs organic/dry waste - general waste.

Coffee grinds and food are great organic matter that are compostable when separated at the source. However, if mixed with other waste streams, they are contaminators and waste carriers are forced to send to landfill. What a waste of a valuable resource. Dry waste which can be used for energy is a great material for re-use.

Recommendations 1.Prepare a simple waste management plan that engages the hearts and minds of your team.

2.Set a great goal for recycling - over 80% is good.

3.Identify sources of waste and how this can be reduced by 10% per annum.

4.Complete a waste audit on your waste and identify what are recyclables and what are contaminators.

5.Set up bin infrastructure with great signage and communication to all stakeholders.

6.Identify end user markets for your waste with your waste provider. If they can’t assist you get a new one or call Quayclean.

Electric waste control buggy at Sydney Olympic Park.

32 Australasian Leisure Management Issue 151

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The main viewing tank at the Sea Shell Aquarium.

Delivering a Deep Experience Tim Eldridge details Advanced Aquarium Technologies’ achievements at Vietnam’s new Sea Shell Aquarium

S

unshine Coast-based Advanced Aquarium Technologies (AAT) recently completed its work at the Sea Shell Aquarium in Phú Quoc, Vietnam, Asia’s newest aquarium and one of the world’s most spectacular aquarium experiences.

The Australian-owned specialist in public aquarium design, construction and operation co-designed the iconic 27,500 metre² aquarium, manufacturing over 520 tonnes of PLEXIGLAS® panels, tunnels, domes, cylinders, and other innovative structures and then installing them into the unique, turtle-shaped building, providing astounding views of the animals.

A nine metre-tall and 790mm thick PLEXIGLAS® window weighing 220 tonnes, 58 metres of interconnected underwater viewing tunnels and two colossal underwater viewing rooms are just some of the thrilling experiences created for visitors

by AAT. The Sea Shell Aquarium is owned by Vinpearl, Vietnam’s largest international five-star hotel, resort, spa, conference centre, F&B service, golf course, and amusement park chain owner.

The Aquarium is part of Vinwonders Phu Quoc, the largest theme park in Vietnam covering six subdivisions including Medieval Europe, Magical World, Secret Village, Ocean Palace, Cyclone World, and Adventure World, and 12 stories inspired by human civilisation.

Deeper Tanks, Taller Windows At 12 metres-deep, the aquarium’s colossal 16.2 million-litre main tank commands one of the tallest wide-format acrylic viewing panels ever built. At 26 metres wide and 9 metres tall, the World of Giants ‘mega-window’ is larger than a grand slam singles tennis court.

A window this size cannot be transported by road and 36 Australasian Leisure Management Issue 151

AAT Chief Executive, John Langmead

sea-freight in one piece. Instead, AAT made nine 24.6 tonne sections - each 9 metres tall by 3 metres wide - at the company’s wholly-owned PLEXIGLAS® manufacturing plant using certified German production methods. Each section was transported over 2,000 kilometres from the factory in China to the construction site on Phú Quoc Island, South West Vietnam, where they were bonded ‘shoulder-to-shoulder’ to form the largest PLEXIGLAS® window ever made.

Commenting on the project, AAT Chief Executive, John Langmead (pictured above) stated “the Sea Shell’s main tank has tremendous depth and volume, more than six Olympic swimming pools. Our PLEXIGLAS® window is over threequarters of a metre thick to withstand the water pressure. As far as we know, this thickness is unprecedented”.

The World of Giants tank is adjacent to a 3.8 million litre, seven metre-deep World of Sharks tank, and running along the bottom of the two, connecting them, is 58-metres of underwater tunnels.

Sometimes called shark tunnels, these transparent walkways

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25 Years Renovating, Expanding & Creating Iconic Public Aquariums Around the World

The World of Fishes is one of several themed zones within the Sea Shell Aquarium (above) and the attraction offers unique F&B experiences (below).

are a much-loved feature of modern aquariums. What makes this tunnel different - aside from its length and the volume of water overhead - is that it passes through two dramatic underwater viewing rooms featuring PLEXIGLAS® walls and transparent ceilings made and installed by AAT. Each seven-metre-wide domed ceiling comprises three sections of PLEXIGLAS® bonded together and then shaped over a mould in a purpose-built, 100 metre² oven. AAT is a world leader at thermoforming giant, flat acrylic panels into prodigious structures for zoos and aquariums.

AAT invested over US $1 million in additional capital expenditure at its 18,000 metre² factory to deliver the Sea Shell.

Luciano Antonini, AAT Factory General Manager, is proud of his team’s accomplishments, noting “our expanded workforce ran the factory 24x7 for 18 months straight. We improved our energy resilience by converting our ovens to steam-heating, completed over 100 thermoforming works and over 115 panelbonds.”

Viewed from every angle 22 cylindrical PLEXIGLAS® tanks and barriers - two of which are nearly 20 metres in diameter - provide visitors with intimate, 360-degree views of a wide range of species from beautiful jellyfish to exotic fish and ever-popular penguins.

The World of Jellyfish hosts two beautiful transparent spheres serving as both animal exhibits and as artistic waterfall features.

1.54 metres in diameter, the spheres are made from 40 mm thick PLEXIGLAS® and weigh over 200 kgs each, empty.

Martin van Dijk, AAT Engineering Manager - Acrylics, added “PLEXIGLAS® is brilliantly clear, able to withstand tremendous pressure and versatile to work with. We operate at the intersection of construction and art, creating structures that are both functional and aesthetic.

“That said, our primary goal is for visitors to fall in love with the marine world behind our windows.”

Interactive ‘Edu-tainment’ Experiences The design of the Sea Sell Aquarium was an international team effort involving AAT, its long-standing Australia-based associate James Hampton Design Partners (JHDP) and Los Angeles-based Legacy Entertainment, a specialist in theme parks and entertainment attractions.

38 Australasian Leisure Management Issue 151

As well as shaping the visitor-journey layout and aquarium facilities, AAT co-designed some 60 marine-life exhibits arranged on a journey through themed zones including the World of Jellyfish, a World of Fishes, a World of Penguins, a World of Sharks, a World of Giants, touch-tanks and a coral reef.

Collectively these marine-life exhibits rely on over 22 million litres of water.

As James Hampton, JHDP Director, explains “the edutainment experience for visitors has been enhanced with next-level experiences - such as a miniature underwater viewing tunnel for kids - making it one of the largest interactive public aquariums in the world.”

Unique dining experience Aquarium visitors can eat at a restaurant in front of a 5.2 metretall and 20.7 metre-wide window into the 3.8 million-litre World of Sharks tank, taking those all-important Instagram moments to an entirely new level. Unique dining experiences play an ever more critical role in helping aquarium innovate their service offerings to generate additional revenue streams Global Logistics during a Pandemic While AAT’s global logistics capabilities are second to none, the Sea Shell Aquarium was constructed during the COVID pandemic, which created formidable challenges. While somewhat isolated working on a small island, work was still

A PLEXIGLAS® walled giant underwater viewing room at the Sea Shell Aquarium

The attraction's unique architecture (above) and a scuba diver explores (below).

interrupted several times by COVID-related shutdown periods.

AAT’s onsite crew included aquarium construction experts from Australia, China, India, Japan, Netherlands, New Zealand, and Singapore plus workers hired in Vietnam.

Langmead concludes “I am deeply grateful to our staff for their commitment to delivering this project under unimaginably difficult circumstances, and especially to those employees who endured multiple 14-day and in some cases 21-day quarantine periods for international travel.”

PLEXIGLAS® blocks under license from Röhm for use in the construction of spectacular public aquariums.

Tim Eldridge is Head of Corporate Affairs and Marketing for Advanced Aquarium Technologies.

PLEXIGLAS® PLEXIGLAS® is a registered trademark of Röhm GmbH of Darmstadt in Germany, and one of the world’s highest quality acrylic materials. AAT manufactures the world’s largest cast

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Life Floor installations, clockwise from above: Wet'n'Wild Gold Coast, Brisbane's John Carew Swim School and Oaks Sunshine Coast Oasis Resort.

Surface Solutions Grant Burgess highlights how aquatic centre flooring can meet safety and design demands

A

quatic facility design is unique in many ways and hosts a variety of challenges that aren’t present with dry play applications.

These challenges can directly influence guest experience and include risks such as hydroplaning (skidding on a wet surface), guest swimming abilities, drowning, waterborne illnesses, circulation concerns, and the overall maintenance since many products wear down in chemically treated water, harsh UV rays, and are susceptible to mould and bacteria in aquatic environments.

Accessibility is also a crucial component of aquatic design to ensure people of all ages and abilities are able to interact and engage with features.

Many of these challenges are directly linked to surfacing and become apparent when considering the different options

40 Australasian Leisure Management Issue 151

available. Slip-and-falls as a result of hydroplaning are one of the most common injury reports at aquatic centres, but having a durable and easily cleaned surface is also top of mind.

Often, centres will choose concrete since it is both durable and initially low cost. However, concrete offers no design benefits and presents safety challenges, which leads to other concerns such as dangerously hot surface temperatures, increased hydroplaning risks, and cleanliness issues. It is also incredibly hard and abrasive which can lead to anything from scrapes and bruises to broken bones and concussive injuries.

Because concrete has historically been used in aquatics, alternatives are often not considered during design stages.

As a result, budget is not set aside for better options and the awareness of alternatives in the marketplace remains limited.

The good news is that there is an alternative to traditional surfacing, which has been engineered specifically for aquatic applications: Life Floor.

Life Floor is certified to NSF International’s NSF/ANSI/ CAN Standard 50:26. For a product to become certified to this standard, it must meet or exceed six unique testing criteria including slip-resistance, impact absorption, chemical resistance, UV resistance, impermeability and ease of cleaning.

With COVID-19 in recent memory, the cleanliness of a facility has become increasingly important for guests and staff alike.

THANKS TO LIFE FLOOR, THE ONLY SLIPPING IS ON THE SLIDE.

Wentworthville Memorial Swimming Centre, NSW chose Life Floor for a safer environment and a surface that looks and feels extraordinary. Ѵb=;Yoouĺ1olĺ- ]u-m|ĺ0 u];vvŠѴb=;Yoouĺ1olĺ- ƳѵƐ ŐƏő ƓƔƖ ƐѵƖ ƕѵƖ

Life Floor at the Warburton splash pad (above) and Sunshine Leisure Centre (below).

Life Floor installation at Brisbane's John Carew Swim School.

Life Floor is made from a closed-cell foam, which means it does not harbour bacteria, mould, or support microbial growth.

During testing for NSF/ ANSI/CAN Standard 50:26, our tiles experienced a 99.9% reduction of bacteria after being sanitised, including the joints of tiles. Impermeability is another important part of facility hygiene. It prevents foreign substances such as sunscreen, fertiliser run-off, and other hazardous substances from being absorbed into the surface material.

Life Floor is certified to this criteria with 99.7% Impermeability which means it does not harbour mould or bacteria.

Safety and design can complement one another. For years, the aquatics industry has strayed towards the belief that a safe surface is different from a beautiful surface, but with Life Floor

you don’t need to sacrifice either element. Aquatic centres that install Life Floor can achieve both a safer environment for guests and a beautifully designed surface that complements the overarching design of the space.

As the largest feature present in aquatic centres with the most design potential to appeal to guests, surfaces should complement facility design and provide more options for guests to engage in different ways that encourage free play. Adding a design to the surface of an aquatic centre increases aesthetic appeal, reinforces the theming of attractions, and provides guests with the opportunity to play and engage in more diverse ways.

An aquatic centre can reinforce its theme through colours, shapes, patterns, and characters. Imaginative designs can encourage guests to follow certain paths or hop across certain features. For instance, small lily pad inlays could encourage children to leapfrog across a “pond.” Likewise, winding paths could lead guests through and around spray features. A treasure hunt design could also provide a guided imaginative adventure. Aquatic centres can also enhance guest experience by including games in the surface design.

Hopscotch boards designed into the surface such as the one at the City of Brimbank’s new St Albans Leisure Centre in western metropolitan Melbourne provide a way for children to play and interact with one another. This aquatic centre features a custom Life Floor surface with 12 colours emulating a theme that reflects nature from the blues of water to the reds and tans of desert rock. At this specific centre, the darker blues are positioned leading out from the pool’s deeper section into a zero-depth entry surfaced with lighter blues and teals which in turn leads onto a splash pad surfaced with tan and red tones. This is a subtle method that visually signals to guests that the amenities are changing without disrupting their overall experience.

Free play is only as free as people feel while engaging with an aquatic environment. Do they feel like they can tumble to the ground without fear of a bruised knee? Do they think they can jump around without losing their footing and slipping?

Are they certain that there is only the thrill of excitement and not of fear of injury when playing? It is important to design aquatic centres with these questions in mind in order to provide accessible, engaging, safer play offerings for people of all ages and abilities.

Life Floor believes that in addition to beautiful design, aquatic surfaces should lessen the potential for major injury including those caused as a result of unhygienic environments. Our company was founded on the idea that play shouldn’t be painful and that surfacing should be part of the attraction. That’s why the central tenets of our brand are safety and design. Our products provide beautiful, safer experiences which allow guests to play and engage with spaces freely.

Grant Burgess is Managing Director of Life Floor, Australia and New Zealand.

He can be contacted at solutions@lifefloor.com

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Designed and fabricated in Australia to suit the needs of our unique environment, Atlantis elements are fully supported by an expert Brisbane-based team for ultimate piece of mind.

Turning members into marketeers James Croll discovers how the quality of experience will not only drive reputation and visitation rates but could turn guests into a vast team of marketeers

T

om Scantlebury, Chief Executive of Sky Blue Customer Experience Services is ‘the experience man’, who, over the past two decades has been designing, delivering, measuring, and improving experiences across a diverse range of venues ranging from 5-star hotels to multinational companies.

He believes that experience management (XM - as he calls it) is the key to running a successful and purposeful business in any area involved in member or client services.

Scantlebury believes that a significant number of venues across Australasia’s leisure industry fall way short of understanding and meeting their visitors’ needs. In fact, his work and research over the past few years reveals some frightening statistics, particularly in businesses that are built around memberships.

Scantlebury explains “probably the most worrying statistic of all is the fact that 80% of senior executives believe they deliver great experiences but only 8% of their customers actually agree with them. Whether they are in fitness, aquatics, or other client service sectors, management invariably make the classic mistake of looking at their business through their own 44 Australasian Leisure Management Issue 151

eyes - i.e. that of the operator - rather than through the eyes of the customer. The result is a complete misunderstanding of their customer needs, the journey the customer is actually seeking, and little knowledge if any as to whether the business is meeting those needs.”

Scantlebury’s work and research over the past 20 years has been unique in many ways in that his focus is on emotions and feelings more than operational efficiencies.

As he advises “the word ‘experience’ is thrown around all the time but few realise how critical it is to a business, how it relates to customers and employees, and how it can now lead to the success or failure of organisations faster than any other time in our history. We are living in a world where potential clients are spoilt for choice and where they can instantaneously leave negative reviews which can go viral in an instant. We are living in a time where it is more critical than ever to understand about experience management to ensure the success and reputation of your business.”

It all starts with feelings Scantlebury goes onto explain how delivering quality experiences all starts with an understanding of a client’s feelings and how, if businesses understand their feelings and emotions, only then can they ensure they are meeting a client’s needs.

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He notes that “the customer experience can essentially be divided into three parts.

“Customer success, customer effort, and customer emotion.

In other words, do they get what they want?, is it easy for them?, but most importantly, how are they left to feel at the end of it all? - this one trumps everything. The first step, which is often not taken, is to deliberately design the ‘customer journey’ so there is a high chance of success. However, the only way to understand whether your business or your venue is delivering

46 Australasian Leisure Management Issue 151

and meeting these three quite distinct parts of success is to measure your customers experiences - to obtain feedback and yet, incredibly, few do this effectively if at all.”

Scantlebury explains that customer success is essentially whether a venue or business is delivering what the customer wants. An interesting case study in how this can be misinterpreted and how a client’s needs are not clearly understood is a recent case in the UK fitness industry. A health club chain realised that substantial costs could be saved by changing the shower heads in the changing rooms resulting in a decrease in water flow and cost-saving.

“The negative feedback from members was instant, particularly the feedback from members who worked out early morning prior to going to the office. The most important thing for them was the guarantee of a good hot shower after their workout prior to going to the office. It was a classic case of looking at the business experience through the operator’s eyes rather than the visitor or member. A classic example of bad profit.”

“Customer effort is equally important. How easy or difficult is it for a visitor to obtain what they want? The fitness sector provides another good example. Quite often, during peak times members may have to wait to use certain equipment. That not only begs the question as to whether a gym may be equipped with sufficient equipment that their members want, but other nuances come into play. Gyms often make the mistake of showing prospective members around during peak times whilst existing members are queuing to use equipment. It is not surprising that the timing of the showarounds may irk existing customers who might well believe their gym is at capacity as it is. No member in a fitness centre wants to be put through the effort of trying to find an available treadmill.”

It is the issue of customer emotion however that is the most interesting part of delivering successful customer experiences because it is here that we see the critical part that staff and employees play in a business’s success, Scantlebury explains “customers across most businesses but in particular when it

comes to member-based organisations such as fitness centres and aquatic centres want to feel welcome and a sense of belonging.

“Creating a community can often underpin everything.

The welcome, the way issues are dealt with, and simply employees engaging and having meaningful interactions with members and visitors are just as important within a memberbased organisation as they are at venues where visitors may only visit once a year. Why? Because the way those visitors feel after their visit will make or break your business. Those visitors either become ambassadors or critics. They drive the reputation of your business more than any Google or other digital campaign.”

Training your teams to engage visitors Scantlebury’s work and research over the past few years has revealed key reasons behind businesses falling short when it comes to meeting customer expectations.

Scantlebury goes on to say “a vast number of venues and businesses simply don’t measure experiences.

“Their business operation is often based on assumptions, they do not have decent feedback, and subsequently do not have the hard data to make informed decisions that suit their members.”

There is also a frightening lack of staff training when it comes to engaging clients and improving their experiences. Just as worrying is how some staff who are simply not suited to clientfacing roles are simply recruited and placed in those positions in the first place. Problems and feedback can be solved with feedback programs but often visitors want to resolve things in the here and now by interacting with a staff member, especially if they are a paid-up member. There is nothing more off-putting than a grumpy receptionist or a fitness instructor who obviously does not care and demonstrates no empathy at all.

Scantlebury concludes “it is also staggering how businesses quite often do not have a profile of their typical customer. Just

as important, they often do not understand their customer’s journey; the way they make their way to their venue, ease or difficulty of parking, managing queues, availability of lockers or equipment during peak times, right through to the time they leave the venue, each step is a potential friction point.

“There are straightforward solutions to all the above, but you need to be aware of them. Venues and businesses need to set up a system to always monitor and listen. Amazon have a wonderful example where they leave a spare seat empty at meetings for an imaginary client who is always in on a meeting.

The process has ensured that Amazon always have the clients needs and feelings front of mind.

“Every business relies on reputation. If you understand your customers, you can meet or exceed their expectations and deliver the experiences they have signed up for. You can ensure they feel good and can create that community that they long for. The payback is exciting. Not only will members and retention increase but they will become your marketeers. You might save a fortune in potential marketing costs.”

James Croll manages client and partner relations for Australasian Leisure Management.

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Australasian Leisure Management Issue 151 47

Towards Carbon Neutral

Ascot Vale Leisure Centre.

Alexia Morgan shares Ascot Vale Leisure Centre’s journey towards carbon neutrality

R

ecognising its sustainability work at the Ascot Vale Leisure Centre, which it manages on behalf of Moonee Valley City Council, Belgravia Leisure recently secured the Sport and Climate Change Award at the Australian Sport, Recreation and Play Innovation Awards.

Acknowledging individuals, not-for-profits, commercial, play, recreation and sport for their innovations to get more people active in the community and reduce the impact sport has on our environment, the Awards have been created by and are presented at the National Sports Convention.

The sustainability project at Ascot Vale Leisure Centre (AVLC) is believed to be the first aquatic and recreation centre in Australia to be certified carbon neutral by Climate Active under the ‘services’ method.

A proof that a business or brand, has achieved net zero emissions, Climate Active certification is available for organisations, products, services, events, buildings and precincts.

While there are some centres in Australia that are already certified carbon neutral under the organisation method, including the City of Sydney and City of Yarra, this has occurred where the whole organisation is certified carbon neutral and its aquatic and recreation centres are included in the emissions boundary of the organisation.

AVLC is different to this as when Moonee Valley Council became certified carbon neutral, its emissions were excluded due to the site being operated by an external management company.

As aquatic and recreation centres are traditionally the largest users of gas, water and electricity of all buildings owned by local government authorities, it is difficult for facility management companies who operate centres on behalf of councils to become certified carbon neutral with Climate Active under the organisation sector.

Nonetheless having commenced working with officers of the City of Moonee Valley and carbon and sustainability consultants Ndevr Environmental in November last year, AVLC expects to gain Climate Active carbon neutral certification as of late 2022.

To achieve this we calculated the greenhouse gas emissions

48 Australasian Leisure Management Issue 151

generated by activities, such as fuel, electricity use and travel, with heating the pool, staff travel to and from work and refrigerants used on site all included in the emissions count.

Having reduced AVLC’s emissions as much as possible by investing in new technology and changing the way it operates, any remaining emissions can be minimised by purchasing carbon offsets. When the offsets purchased by an organisation equal the emissions produced they are carbon neutral, as explained in this diagram (See Figure 1 below).

Figure 1. What it means to be carbon neutral (Climate Active website Credit www.climateactive.org.au/what-climate-active/how-it-works)

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The AVLC carbon neutral project began with determining the scope of emissions from operating leisure services from the site. This process requires analysis of the Centre’s operation to determine the scope of the emissions boundary, as explained in Figure 2 (below). Data gained from electricity bills, refrigerant usage on site, staff travel were all used to determine the emissions volume from each emissions scope.

Once the emission boundary is established and data gathered, analysis is completed to determine the volume of greenhouse gas emissions during the nominated period.

As a result of our efforts, the Centre is estimated to have emitted approximately 2,100 tonnes of greenhouse gas emissions in the financial year 2020/21 and it is anticipated that AVLC will reduce this by approximately 1,000 tonnes mainly due to the purchase of renewable electricity which commenced in July 2021.

Additional work to reduce energy consumption has been completed over Belgravia Leisure’s management period including purchasing renewable energy, installing LED lights, installing a solar system, leak sealing of the building to help reduce heating, ventilation and air conditioning (HVAC) costs and operational efficiencies.

In addition, Belgravia Leisure reduced the UV system to ensure operational efficiency and improved management practices in the café including keeping its cool room door closed at all times.

Complementing these energy saving initiatives Belgravia Leisure have developed and implemented:

50 Australasian Leisure Management Issue 151

1.A five year sustainability plan 2.Launched the Green Team 3.Developed and completed an internal sustainability audit - covering energy usage, waste, procurement and operational practices 4.Banned the sale or provision of plastic straws, plastic cutlery and plastic bags. This has been in place since August 2019 5.The Ascot Vale Leisure Centre is a member of the Responsible Cafes program and promotes the use of Keep Cups and other sustainable practices 6.Reduced paper consumption through online digital feedback forms and online timetables (all white paper purchased is planet friendly) 7.Adjusted manual backwashing procedures to reduce potable water consumption 8.Provides Fair trade coffee – sustainably sourced with the coffee beans provided in recyclable packaging 9.Bio-degradable takeaway containers and coffee cups 10.Producing inhouse salad and food offerings rather than buying pre-packaged food for resale. Washable utensils are also used 11.Updated and strengthened the procurement policy and implemented decisions with sustainability and the environment in mind 12.Ensured our contract cleaner is using sustainable cleaning products and water efficient procedures 13.Strengthened our sustainability and environmental culture through new manager inductions, staff newsletters, upgraded Sustainability news section on our website and celebrated our actions through regular good news stories Personally, I am thrilled that this important sustainability project with the City of Moonee Valley, Ndevr Environmental and Ascot Vale Leisure Centre has been recognised with this prestigious award.

Receiving this award, Belgravia Leisure Chief Executive, Nick Cox stated “we understand that being environmentally responsible makes good business sense. It’s important to not only us but our customers, communities, business partners and staff.”

Alexia Morgan is Belgravia Leisure’s Group Manager Business Improvement.

Solar panels on Ascot Vale Leisure Centre roof

What is a carbon offset?

A carbon offset is a credit that a person or organisation can buy to decrease its carbon footprint. When the number of carbon offset credits obtained is equal to an individual or organisation’s carbon footprint, that person or organisation is carbon-neutral. Revenue generated from the purchase of carbon offsets is often invested in environmentally friendly projects, like investments in green computing technologies.

More generally, carbon offsetting is any reduction of greenhouse gas (GHG) emissions to make up for emissions that occur elsewhere. Carbon offset credits show that an organisation or person has reduced its emissions. The term carbon offset is used to describe both the credit and the act of carbon offsetting.

A carbon offset credit represents an emission reduction of one metric ton of carbon dioxide. The goal of carbon offsetting is to reduce all or a portion of a carbon footprint.

SPORTENG shares Sports and Climate Change Award 2022 Belgravia Leisure’s win for its sustainability work at the Ascot Vale Leisure Centre in the Sport and Climate Change category at the Australian Sport, Recreation and Play Innovation Awards was shared with SPORTENG (in collaboration with the City of Boroondara) for their work on recycled glass sand for natural turf sportsfields.

Competing with several other projects in other categories, SPORTENG’s award was about their research on the use of recycled glass sand as a growing medium for natural turf fields of play, and how this could lead to a major step forward in promoting positive environmental impacts.

SPORTENG explain “the use of quarried virgin sand for the construction of natural turf Fields of Play is not sustainable long-term. We cannot continue to rely on quarried material when recycled alternative materials are available. The potential to use recycled glass sand in place of the virgin material will help to close the circular economy loop and remove the industry’s reliance on virgin materials.”

Latest installaƟon at the City of Sydney’s Gunyama Park AquaƟc and RecreaƟon Centre

02 9725 5604 E: info@parkequip.com.au www.parkequip.com.au

We love designing and delivering aquaƟc playgrounds and customed themed waterparks

Australasian Leisure Management Issue 151 51

Professional lifeguards on patrol. Credit: Smart Beaches.

Behind the Flags APOLA, the body representing Australia’s professional lifeguards, is looking to broaden its membership and influence. Nigel Benton reports

A

s identifiably Australian as kangaroos and the Sydney Harbour Bridge, lifeguards rank alongside the bushman and the digger as being true national icons.

And since 2006, this image has been reinforced by reality TV show Bondi Rescue which has educated not only Australians but people around the world about the dangers of rip currents and the importance of swimming between the flags - a reality confirmed by a global survey of viewers by University of NSW researchers.

The popular series follows Waverley Council lifeguards at Bondi Beach in Sydney as they perform surf rescues and deal with other problems including shark scares, lost children, bluebottle stings, drunk beachgoers, thieves and a range of medical emergencies.

However, the public isn’t really aware of the difference between lifeguards and lifesavers, with lifesavers arguably having a higher domestic profile.

Lifeguards are paid local government professionals (or organisations paid by local government) who patrol beaches, as well as public aquatic facilities, up to 265 days a year.

By contrast, lifesavers, as defined by Surf Live Saving Queensland, are men and women who through communitybased clubs, volunteer their time to patrol beaches and waterways during the peak summer season.

While lifeguarding services are funded by local government, lifesavers are backed by the not-for-profit Surf Life Saving 52 Australasian Leisure Management Issue 151

Ocean rescue at Sydney’s Coogee Beach (above,credit: Shutterstock) and Waverley Council Lifeguards at Bondi Beach (opposite).

Australia (SLSA), its state organisations and local branches raising funds through the community, donations and support from Federal and State Governments.

With Australia’s increasing population and rising drowning toll, Federal and State Governments have provided record levels of funding to the Surf Life Saving movement over recent years with no additional resources for council-funded professional lifeguarding services.

Despite years of lobbying both Federal and State Governments by what was then the Australian Professional Ocean Lifeguard Association (APOLA) for direct specific funding for lifeguard services to Councils there has been no allocation to the local government sector.

State Governments make specific funds to councils for numerous purposes including roads, bridges, community

City of Newcastle Lifeguard Daniel Collins (above) and a lifeguard at the City of Melbourne’s Carlton Baths (below). APOLA now represents all professional lifeguards.

Bruce ‘Hoppo’ Hopkins, Head of the Waverley Council’s lifeguards and the new President of the Australian Pool and Ocean Lifeguard Association.

buildings, aquatic centres and numerous community service programs including children’s playgrounds and libraries - yet nothing for Council lifeguard services.

In 2019, in correspondence sent to a range of politicians, including then Federal Sport Minister Bridget McKenzie and then NSW Minister for Local Government Gabrielle Upton, then APOLA President Greg Hackfarth advised “there needs to be a re-think in the allocation of funds for water safety (as) most of this funding is used for administration, mass media education programs and equipment such as IRBs (inflatable rescue boats) and drones, as well as risk assessment and subsequent reports.”

Hackfarth noted that “Surf Life Saving is a great organisation”, highlighting that he was once a ‘clubbie’, adding “I see the good that the volunteers do, however, let’s get something very clear. Volunteer Surf Life Savers do patrols at beaches for only 30-weekends per year and (on) nine public holidays.

“The risk assessments, reports and media water safety campaigns are just passive actions, they don’t directly save any lives as people can choose whether or not to watch a surf safety video or read a pamphlet, and I’ve yet to see a sign run into the water and rescue someone.”

In 2021, APOLA life member Ken Holloway told the Association’s annual conference “funding of professional lifeguards always comes back to local councils who are the main providers of those services - including rubbish collection, first aid, parking and showers.

“If money was to come from both Federal and State Governments directly for wages and lifeguards we could allocate resources to areas that are becoming very popular.”

Speaking of funding, Craig Riddington, founder of Surf Educators International (SEI) and a presenter at the 2021 APOLA conference, highlighted that “governments allocate a lot of funding for water safety but a lot of it is wasted.”

Riddington also noted that professional lifeguards have often been excluded from policymaking on ocean safety.

However, incoming APOLA National President, Bruce ‘Hoppo’ Hopkins (pictured above) is optimistic about direct funding coming from the new Federal Government and respective State Governments that could lift the current financial burden faced by Councils in meeting their lifeguarding service responsibilities.

Hopkins explains “while there remain many pressures on all levels of government because of the times we live in there is an increasing realisation by Federal and State Governments that councils need specific direct funding to ensure that essential Council lifeguard services are adequately financed not only for community safety but also for ensuring local business, and particularly communities reliant upon tourism, are able to be sustained and flourish.”

Hopkins assuming the APOLA Presidency comes as the Association this year changed its name to the Australian Pool and Ocean Lifeguard Association, with the word ‘pool’ replacing the word ‘professional’.

Explaining the change, Hopkins stated “lifeguards play a vital role in the safety of millions of people who use waterways, pools and the coast every day.”

By having APOLA as an industry body which will listen to the concerns of working lifeguards and to provide a forum where all matters relating to water safety can be discussed and outcomes reached is a healthy move forward for the industry.

The last organisation to represent both pool and ocean lifeguards was formed back in 1956. It was called the Pool Attendant and Beach Inspector Organisation but faded away by the mid 1960s leading to the formation of the Institute of Professional Lifeguards in 1973 - which later became known as APOLA. APOLA’s local council lifeguard members have driven change and improvement in ocean safety in Australia for decades according to APOLA National Training Officer, Ian Lee. Lee advised “from new physical standards introduced in the seventies, to adapting the malibu surfboards for rescue work in the sixties and now developing the ‘Smart Beaches’ program in 2022, lifeguards have played a major role in improving ocean safety.”

APOLA also sees that the aquatic industry is rapidly changing, aware that many local councils are looking for different options when renewing ageing aquatic assets or considering ways to increase revenue by adding facilities like wave pools.

With APOLA members having an abundance of experience and expertise in managing pools and beaches, the Association will be knocking on the door of all those involved in water safety to help them in their efforts to reduce drownings and serious injuries or how to develop their assets.

Nigel Benton is Publisher of Australasian Leisure Management.

Australasian Leisure Management Issue 151 53

Ready to Rebound

Lake Argyle Cruise: Credtit Tourism WA.

Carla Giuca introduces THRIVE 2030 - a roadmap for rejuvenating tourism ith international visitors returning to Australian shores after the nation’s borders reopened in February, the W THRIVE 2030 Strategy is being implemented to help rebuild the tourism sector and recover losses caused by the pandemic.

Australia’s visitor economy plays a critical role in driving our economy, wellbeing and sense of national identity. It generates jobs, trade, investment, and creates opportunities in cities and regions.

It also contributes to communities by driving socioeconomic development and inclusive growth - providing diversity in employment, opportunities for innovation, supporting the arts, culture and sport, and delivering amenities that benefit local populations as well as visitors.

Beyond this immediate impact, the experience delivered by the visitor economy influences travellers’ impressions of Australia. This can underpin future spending and investment decisions, drive demand for Australian products and services, and create lasting networks. The visitor economy also fosters cultural exchange and international cooperation, with positive visitor experiences invaluable to Australia’s ‘soft power’ overseas.

Importance of the visitor economy The visitor economy goes well beyond ‘tourism’. It comprises a wide range of industries that provide goods and services to

Credit: Accor.

54 Australasian Leisure Management Issue 151

visitors who travel to a destination for a variety of purposes such as leisure, education, business and employment. It also encompasses several industry sectors and operates across cities and regional destinations.

The visitor economy also makes an enormous economic contribution to Australia, financially.

In the 10 years to 2020, Australia had a strong and dynamic visitor economy which was growing faster than the national economy.

According to Tourism Research Australia (TRA), prior to COVID-19, the visitor economy contributed over $166 billion to our economy, was our fourth largest export sector and, directly and indirectly, supported over one million jobs (in 2018/19).

International visitors contributed $59 billion which included $40 billion from international students, while $107 billion came from domestic tourism.

The visitor economy is also important for regional communities, generating jobs and providing services and infrastructure. Prior to COVID, it was of roughly twice as much economic importance to regions compared with capital cities, contributing 3.4% to gross domestic product (GDP) in the regions, compared to a 1.6% contribution to GDP in capital cities.

Pandemic and lockdowns savage the sector COVID-19 had an immense impact on Australia’s visitor economy. The closure of international borders resulted in international visitation dropping 98%, GDP contribution from tourism down almost 50%, and tourism jobs losses of over 25% (over 190,000 jobs). Fewer visitors meant lower business revenue, with total expenditure lost to the visitor economy from March 2020 to March 2022 of $156.8 billion according to TRA data.

Similarly, domestic tourism also fell, with varying impacts across the country. Total spend fell 43% between the fourth quarters of 2019 and 2020, driven by a (continuing) 98% reduction in international tourism. Business, event and education travel was also drastically affected. Cities had the two-fold blow of losing both international travellers and business travellers: Melbourne’s visitation dropped by 58% in 2020, while Sydney’s fell by 42%.

Border closures and social restrictions were key factors.

People also stopped travelling because of a lack of confidence in continued border closures, in job and income security, and in the rollout of vaccines.

To help the sector recover and sustainably grow the industry, the Federal Government through its tourism policy lead agency, Austrade, developed THRIVE 2030, the national visitor economy strategy, after extensive consultations with industry and all levels of government.

What is THRIVE 2030?

THe Re-Imagined Visitor Economy (THRIVE) Strategy 2030 (the Strategy) provides the national strategy for recovery and the return to sustainable growth for Australia’s visitor economy.

THRIVE 2030 is the industry-led and government-enabled plan through to 2030 and beyond.

The Strategy and Action Plan address the challenges and opportunities facing the visitor economy. THRIVE 2030 prioritises early phase and urgent measures that are required to support the sector’s recovery in the short term.

There is a long-term outlook too. This addresses pre-existing challenges, opportunities, structural trends, and community expectations to ensure Australia’s visitor economy returns to again being competitive, vibrant, modern, resilient and sustainable.

How we get back THRIVE aims to rebuild the visitor economy and achieve success by focusing on three key areas which encompass a range of actions:

•Diversify markets, experiences and destinations. Australia has unique, world class sights and experiences to offer, and there is an opportunity to attract high-value visitors through innovative, focused and personalised visitor attraction strategies that are targeted at a re-balanced mix of domestic and international markets.

•Modernise supply side enablers, like workforce and infrastructure. This includes offering authentic experiences, such as Indigenous, eco-tourism and luxury experiences.

About 60% of Australian millennials want to experience authentic culture during their travels, but very few domestic trips include Indigenous tourism experiences, so addressing this is key. Investment in infrastructure and assets to make them sustainable and accessible for travellers with disability is also important, as this segment contributes more than $3 billion a year to the visitor economy.

•Collaborate with all stakeholders, namely governments at Commonwealth and State and Territory levels, industry bodies, destinations and providers to achieve success. This also includes having a strong national governance, with a focus on the data, strategies, promotion and advocacy needed to diversify our markets and destinations and modernise our visitor economy’s supply side. Providers and destinations may make their own choices, but co-opetition may be more productive than pure competition. Destinations may contribute to and leverage national or regional strategies, share and use data, and invest in infrastructure and shared assets, particularly in the regions.

For Australian destinations, the short-term focus must be on survival and recovery. However, that recovery needs to set the visitor economy up for a return to long-term sustainable growth in the decade to come, and to conquer the market, technology, geopolitical and other challenges it brings.

Underpinning this is the work being done to change traveller behaviours and perceptions, so Australians spend more money domestically as they do overseas.

This involves raising awareness of unique local experiences available domestically, especially as people begin to travel again after lockdowns.

The likelihood is that domestic and international travel will return to strong growth through the 2020s. Forecasts suggest that domestic spend could also rebound to pre-COVID levels by 2023.

International travel, however, might not reach its pre-COVID levels until as late as 2025 but may grow stronger as pent-up demand to travel increases.

Charts courtesy of Tourism Research Australia (TRA). Carla Giuca is Head of Visitor Economy Capability and Workforce Branch at the Australian Trade and Investment Commission (Austrade).

Carla Giuca. Credit: Austrade.

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Women talking to a Guide on the Garden Walk tour at Ayers Rock Resort. Credit: Tourism NT/Shaana McNaught.

Training gives Indigenous Australians a pathway into tourism First Nations cultures are a unique drawcard for Australian tourism. Before the pandemic, interest in Indigenous tourism experiences was growing strongly.

According to Tourism Research Australia, 2.5 million Australian and international visitors took part in an Indigenous tourism experience in 2019. This was a 42% increase over 2013.

The national long-term THRIVE 2030 Strategy prioritises First Nations participation in the visitor economy. To achieve this, the sector needs more Indigenous-owned businesses and more trained Aboriginal and Torres Strait Islander staff.

Working in tourism can help First Nations people to stay on country and earn an income while sharing their culture and traditions. Visitors benefit from authentic immersive experiences they cannot get anywhere else in the world.

These organisations are working to attract, train and retain First Nations people in the visitor economy.

NITA: Changing lives by empowering First Nations people On the lands of the Anangu lies the National Indigenous Training Academy (NITA). NITA has been helping young Indigenous Australians forge careers in tourism and hospitality since 2011.

Both NITA and the Ayers Rock Resort are divisions of Voyages Indigenous Tourism Australia (Voyages). Trainees gain valuable practical experience while doing an accredited course in tourism and hospitality, retail, or landscaping.

First Nations people come from all over Australia to train at NITA. The Academy has focused on building relationships with the local Indigenous community. It aims to attract more Anangu Pitjantjatjara Yankunytjatjara and Ngaanyatjarra Pitjantjatjara Yankunytjatjara into its courses.

Expanding into new territory Voyages also opened a training site at Mossman Gorge on Kuku Yalanji country in 2011.

The Mossman Gorge site gives Kuku Yalanji people the opportunity to train in tourism and hospitality while gaining practical experience. Tourism trainees work as tour guides, conducting Dreamtime walks, tea ceremonies and Welcome to Country.

Hospitality trainees gain on-the-job experience in the area’s leading resorts and hotels.

Transitioning into employment To date, 610 First Nations people have graduated from NITA’s courses. They have transitioned into the visitor economy workforce.

Once trainees have graduated, both sites provide employment opportunities. The Ayers Rock Resort is one of Australia’s largest employers of Indigenous hospitality staff.

In fact, NITA reached a special milestone in 2022. Four of its first graduates celebrated 10 years of working at the Ayers Rock Resort.

NITA graduates have also gained employment in NITA and Voyages itself.

Accor: Supporting First Nations talent Hotel chain Accor is committed to cultural tourism and Indigenous careers.

It introduced an Indigenous Employment Strategy in 2001.

The program aims to increase engagement and employment for talented individuals in Australia’s Indigenous communities.

The program ramped up in 2015, when Accor received Government assistance to support pathways to employment for Indigenous Australians.

Today, First Nations people make up nearly 4% of the workforce across Accor’s hotel network. Almost a third of them are under 25, and more than two-thirds are women.

Building relationships with Indigenous communities Accor’s specialist Indigenous recruitment team works to build strong relationships with local Indigenous communities. This ensures potential talent is aware of the career opportunities Accor offers.

Accor’s Indigenous Careers Program is a four-day learn, train and trial program. It introduces prospective employees to the organisation and the industry.

Once employed, Indigenous staff can benefit from a full suite of training and development opportunities. They include mentoring, industry certification and leadership development training.

In its most recent Leadership Development Programs, Indigenous team members made up 15% of leadership training participants. Accor has appointed two Indigenous hotel general managers since 2016.

Australasian Leisure Management Issue 151 57

The Dromana 3 Drive-In (above) and Shel’s Diner (below).

Old School Cool Gwen Luscombe discovers how businesses are looking back to the future with retro cool

T

here’s something to be said about the wholesome old time fun of past times, with businesses looking to the past as they modernise.

Built in 1962 as the Peninsula Drive-In on Victoria’s Mornington Peninsula, the now Dromana 3 Drive-In has been in operation for 60 years, bringing the vintage fun of the drive-in movies to locals and Peninsula holidaymakers alike.

Built and operated by Frank Whitaker, it’s now operated by his son, Paul Whitaker who’s been keeping the attraction a much loved, an iconic bit of local history since the late 80s.

Paul Whitaker advises “this year is the 60th anniversary (and) as it’s so close to the end of the year, we are holding a huge event for New Year’s Eve. Movies, bands, amusements, fireworks, etc.”

The three-screen drive-in cinema also features a deckchair cinema and onsite retro-Hollywood-inspired diner Shel’s Diner, where cinemagoers can grab their favourite movie snacks or arrive early for a pre-movie meal.

Whitaker explains “I took over the business in 1989, adding the Altona Drive-In recycled screen in 1992, a third screen in 2002 and the Deckchair Cinema in 2015.”

Adding that Shel’s Diner was born from a visit to Mel’s DriveIn Diner in Universal Studios in Florida, USA in 2001, which he recalls as a “lightning bolt moment” - when entering the authentic 1950s diner, which provided the inspiration to name theirs after his wife Shelley.

This year, the business has upgraded again to keep the attraction timely with the addition of electric vehicle charging.

Calling it a means to present to the most up-to-date facilities, Whitaker says it’s important to always stay ahead of the pack.

58 Australasian Leisure Management Issue 151

Whitaker comments “my father always bought the most upto-date projection equipment and I invented the concept and use of FM stereo radio sound at Drive-Ins in 1979. People said that hardly any cars had FM radios (only about 5% did in 1979).

“Digital projection was on the horizon, but I didn’t jump until the quality and presentation was a vast improvement on the 100-year-old 35mm film and we installed Barco 4K HFR digital projectors in 2015.”

The Dromana 3 installed a solar battery grid in 2017 with solar panels to become the first drive-in in the world to show movies at night with power from the sun as well as taking sustainability one step further by replacing their hot water system with a heat pump system that draws warm air from our cool room compressor.

Archie Brothers Cirque Electriq. Credit: Zennieshia Butts.

Holey Moley.

The Dromana 3 Drive-In.

La Di Darts. Credit: Zennieshia Butts.

But staying ahead of the game and constantly evolving has been something that’s come naturally to the business.

Whitaker explains “Covid-19 really put the industry to the test”, and despite the drive-in enduring 330 days of lockdown they nonetheless flourished by offering retro movies as no new content was available and hosted a deluge of school-based and community events.

Whitaker added “where schools could not present the annual school play or their graduation ceremony in the hall, we could have 500 cars watching the proceedings, with a live-to-screen camera showing the presentation in 30-metre-wide video on all screens, car horns tooting, lights flashing! It’s become a regular event with another 35 schools booking for the second year and more are booking for this year.”

As for the electric vehicle chargers, they have two outlets on each field which can be reserved when a patron books their movie online, all they need to do is BYO lead. The chargers are also locally made by Australian manufacturer EV Up by Evolution Australia based in Victoria’s Clayton South.

“They are 7KW chargers. On average, you should replenish your battery for the trip to the movies. We can now say that you can charge your car and watch a movie all from solar power.”

As for the future, Whitaker says they’ll continue to watch the trends and technology to ensure the retro experience stays relevant.

“Retro is a huge part of our business; we unashamedly present an authentic retro American experience. New innovations are always coming - we strive to be at the leading edge of innovation,” he adds.

For almost a decade, entertainment and hospitality provider Funlab (which began operations in 2002 with Strike Bowling) has also put a modern spin on classic activities such as puttputt style miniature golf, bar room darts and 80s arcades with its Holey Moley, La Di Darts and Archie Brothers Cirque Electriq brands.

All three experiences bring back the nostalgia of past times bringing nostalgic childhood concepts back into the lives of adults - otherwise known as, ‘adding alcohol’.

With 18 locations across Australia’s five mainland states, Holey Moley has levelled up from your traditional windmill putt-putt. With a hefty dash of retro fun and pop culture mixed with a cocktail bar, it’s reviving a classic leisure activity in the best possible way.

Archie Brothers Cirque Electriq brings back the fun of the 80s and 90s arcades, from classic arcade games to bumper cars, laser tag, a bowling alley and more. Their latest addition to the portfolio, La Di Darts is based in Sydney and sees a modern take on the retro pub classic by utilising a projected field of play and a traditional dart board. Leaning on modern technology, competition darts are thrown at the board and the scores are electronically captured in real-time.

Across its brands, Funlab offers the opportunity for guests to personalise their experience. At La Di Darts, guest can battle it out with two to six of their friends, but players can also take and assign their own pictures to their avatars to be featured on the big screen.

The gamified darts experience brings old-school glamour and loads of fun to the tried-and-true game. La Di Darts have not only recreated dart classics such as ‘Killer’ and ‘Disco Wall’ (also known as ‘301’), they have added completely new and exciting games such as ‘Robin Hood’, which sees the dartboard digitally morph into an archery target in a race to the most points.

While Sydney has had first dibs on the La Di Darts experience, Funlab says they’re excited about launching this concept throughout other locations Australia-wide in the future.

Funlab Chief Executive, Michael Schreiber explains “a lot of what we focus on is timeless entertainment – bowling, mini-golf and amusement games. Adults don’t play these games for the technology, they play them for the fun and the nostalgia.

“It acts as a counterpoint to a hectic life in a world that is constantly changing – we find that people are actually yearning for some anchors in their social lives. “(It also) focuses on something that I see Millennial markets looking for … a unique, authentic, fun and nostalgic concept.

It’s very much about a social experience and a counterpoint to our digital lives – a high-touch over a high tech experience.

“Also, it’s a lot of fun – from the gameplay to the social media opportunities and the opportunities to play and meet other people.”

It’s all part of the nostalgia of fun and keeping the old-school art of leisure firmly on the radar of patrons looking for a great time out, no matter what they enjoy.

Gwen Luscombe is Director of the Ideas Library and a frequent contributor to Australasian Leisure Management on tourism, business events, technology and hospitality.

Australasian Leisure Management Issue 151 59

People Vale: Bill Spurr Australasian Leisure Management is saddened to learn of the death of Bill Spurr, Chairman of the Adelaide Venue Management Corporation (AVM).

A statement from AVM, operators of the Adelaide Entertainment Centre, Adelaide Convention Centre, Coopers Stadium and AVMCatering advised “one of South Australia’s most respected and admired public figures, Bill leaves an indelible mark on our State’s tourism, entertainment and business events industries following decades of incredible service.

“Amongst his many contributions to our State, we were incredibly lucky to benefit from Bill’s leadership as a member of the AVM Board for more than 20 years, including as Chair since 2015.”

Inaugural board for Victoria’s alpine sector The Victorian Government has appointed an inaugural Board for Alpine Resorts Victoria to provide strategic leadership to continue growing the state’s $1.1 billion alpine sector and support its response to the impacts of climate change.

The Alpine Resorts Victoria board will manage all six alpine resorts at Falls Creek, Mount Baw Baw, Mount Buller, Mount Hotham, Mount Stirling and Lake Mountain, replacing four alpine resort management boards and the Alpine Resorts Coordinating Council.

The board will be chaired by Ali Wastie and includes Deputy Chair Helen Moran, a member of three alpine resort management boards with extensive experience in the Victorian alpine industry and tourism, as well as Julia Hunter and Michael Monester who are members of existing alpine boards.

Jonas Leisure announces new Business Development Manager appointment Nigel Dennis has been announced as Jonas Leisure’s latest senior appointment, having joined the Australasian software company’s leadership team following the retirement of industry veteran Bryn Whales.

His role as Business Development Manager will see him helping to drive solutions to industry issues through enhancements to Jonas Leisure platforms and working closely with clients to help them overcome their own specific challenges.

Karen Quinlan appointed as Arts Centre Melbourne Chief Executive One of Victoria’s most respected arts leaders, Karen Quinlan, has taken on the role of Chief Executive at Arts Centre Melbourne.

As the former director of Bendigo Art Gallery and current Chief Executive of the National Portrait Gallery in Canberra, Quinlan has been appointed to lead Arts Centre Melbourne - which includes the spire-topped Theatres Building, Hamer Hall and the Sidney Myer Music Bowl.

60 Australasian Leisure Management Issue 151

Luna Park Sydney legends retire Peter Hearne and Warwick Doughty, longstanding co-Chief Executives at Luna Park Sydney stepped down from their roles at the landmark attraction.

Hearne advised “our decision is in line with our strategy to renew and grow Luna Park - a strategy that started last year with a $35 million package of improvements to the park and venues, including the installation of nine new worldclass rides.”

Hearne went on to advise “since taking over the lease for the attraction 23 years ago, we have worked hard with our staff, our shareholders, our neighbours and with … our supporters, to turn Luna Park into a worldclass, heritage park for the enjoyment of all Sydneysiders.

“Just like our rollercoasters, it’s been a ride of some downs but plenty of ups.”

The pair will remain as Directors, while John Hughes, until recently the Head of Fox Studios Australia at Sydney’s Moore Park, is the new Chief Executive at the landmark attraction.

AUSactive’s Barrie Elvish named Chair of World Active Forum The newly formed World Active Forum has named Barrie Elvish, Chief Executive of AUSactive, as its first Chair.

Initiated by 47 associations from around the world, including AUSactive, with 29 European associations and the Fitness Business Association and the Medical Fitness Association from the USA, the World Active Forum (WAF) aims to connect fitness industry associations worldwide and provide the fitness and physical activity sector with a unified voice at the global level.

Belgravia Leisure appoints new Group Aquatics Manager Belgravia Leisure has appointed Wayne Goldsmith as its new Group Aquatics Manager.

Goldsmith comes to Belgravia Leisure with 30 years of experience in the sport and recreation industry having worked with a wide range of sporting organisations, professional sporting teams and industry groups.

Announcing the appointment, Belgravia Leisure Chief Executive, Nick Cox stated “Wayne has been an influential figure in aquatics in Australia and around the world for more than a quarter of a century. He’s been involved in all aquatic industry sectors, from Learn to Swim to elite-level highperformance programs - programs including six years as Swimming Australia’s National Manager of Sports Science.”

Belgravia Leisure has also appointed Penny Evans as its Chief Marketing Officer.

XXXV Olympiad appointments The Brisbane 2032 Organising Committee has hired its first two employees.

Rebecca Masci has been appointed Executive Director, Strategic Engagement, Brand and Marketing, and Brendan Keane has been appointed Executive Director, Governance and International Relations.

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

People In Brief

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The Illawarra Hawks NBL team has appointed Sam Attrill as its new General Manager of Commercial, Consumer and Media.

Te Pae Christchurch has appointed Nicolette Elia as Director of Event Services.

Nathan Elliott has taken on the role of Group Operations Manager at Vision Personal Training Australia and New Zealand.

Australian owned and operated, Big Red Group, the country’s largest experience marketplace has appointed Jemma Fastnedge to their newly created role of Chief Sustainability Officer.

UBX has appointed Brad Harrington, renowned strength and conditioning coach to professional athletes including the Australian National Rugby Union team the Wallabies, as its new Head of Strength and Conditioning.

Former Tourism Victoria Chief Executive Leigh Harry has taken on the role of Chair of Yarra Ranges Tourism Inc. for the next three years, replacing James Robinson.

Joshua Ho has been appointed to the role of General Manager at the Singapore Golf Association.

Travis Knight has moved to the role of General Manager at TigerTurf Australia.

Gay Games 11 Hong Kong 2023 has appointed Australian expatriate, Alan Lang, Director of Sports as their co-chair stepping up to join Lisa Lam. Amanda Lawson has been appointed Screen Queensland’s new Head of Marketing and Communications.

David Livanes has started a new position as Director of Operations at Live Nation Entertainment.

Football Australia has named two-time A-League Premiership and Championship winning coach Ernie Merrick as the organisation’s inaugural Chief Football Officer.

With Wheelchair Rugby Australia having finalised its separation from Disability Sports Australia, the now independent body has appointed Chris Nay as its inaugural Chief Executive.

Ashley Presser has taken on the role of Workplace Health, Safety and Environment Manager at facility and golf course management company Clublinks.

After four years as Managing Director of the Australian Festival Association (AFA), Julia Robinson has joined the music sector’s ARIA and PPCA bodies in the newly-created function of Head of Policy and Advocacy.

Disability Sports Australia has appointed Ayden Shaw as its new General Manager - Programs and Partnerships.

Visit Sunshine Coast has appointed experienced business events and tourism executive, Ali Thompson, as their Business and Leisure Events Manager.

The Entertainment Venues Association of New Zealand has advised that its Learning and Development Sub-Committee has named Milly Thurlow from Nelson Community Venues as the recipient of this year’s Spark Arena Scholarship.

The Aquatic and Recreation Institute (ARI) NSW has appointed Scott Vanderhayden to its Board of Directors. ARI’s AGM at its annual conference at the end of May also saw the Board terms of Stan Wall and Marco Blanco extended.

To support its expanding customer base in Western Australia, ActiveXchange has appointed Callum Warner to the role of Account Manager.

Former Northern Mystics Head Coach Helene Wilson has joined High Performance Sport New Zealand as Manager, Women in High Performance Sport.

Softball WA has announced the appointment of Rick Wolters as its new Chief Executive.

Polytan awarded contract to upgrade surface at Darwin’s Arafura Stadium Polytan Asia Pacific Pty Ltd has been awarded the contract to upgrade Darwin’s Arafura Stadium all-weather running track.

The $2.6 million improvement to the running track will ensure its new surface is certified to world athletics standards.

The upgrade will also ensure that Darwin is capable of hosting national and international athletics teams looking to train in warmer climates in the lead-up to major events.

The current surface was installed in 2011 and has reached the end of its useable life.

Polytan offers quality synthetic sport surfaces and artificial turfs, as well as many services - installation, repair and maintenance.

Work at the stadium is anticipated to be completed by October 2022.

The Government has worked closely with stakeholders and primary users of the athletics track to arrange alternative sports facilities to ensure minimal disruption to planned sports events.

The upgrade addresses safety concerns raised by users and will ensure Arafura Stadium meets the necessary certification and standard requirements.

The upgrade also supports a number of community groups to use the facility for fundraising events and festivals.

Contact 1800 663 812, E: enquiry@polytan.com.au, www.polytan.com.au

MSL Solutions secures Stadiums Queensland POS contract for The Gabba and Suncorp Stadium Global sports and hospitality venue technology provider, MSL Solutions Limited has signed a five year contract with Stadiums Queensland to deliver a new integrated ‘state of the art’ Point of Sale (POS) System across the Food and Beverage operations for The Gabba and Suncorp Stadium.

The contract will see MSL deliver 880 SwiftPOS terminals and mobile enabled devices which will generate a combination of software subscription revenue, hardware, maintenance and support services revenue over the initial five-year term with options to extend the agreement.

MSL Chief Executive, Pat Howard commented “we are thrilled to be partnering with Stadiums Queensland in our home state. It is an exciting time for Stadiums in Queensland as we head towards the Brisbane 2032 Games.

“These two world-renowned stadiums want to deliver amazing customer experiences for fans and members alike, allowing their guests to spend more time enjoying the catering and watching the game and we are pleased to have been selected to help on that journey.”

Contact 1800 679 701, E: marketing@mpowermsl.com, www.mpowermsl.com Australasian Leisure Management Issue 151 61

Products

The Byron Blues Fest comms solution provided by D2N in action at the festival.

Bluesfest puts communications systems from D2N Technology Solutions to use Communications provider D2N Technology Solutions has explained its involvement with the 2022 edition of the Byron Bay Bluesfest.

D2N Technology Solutions’ involvement with the five-day festival goes back a number of years and this year the company supported the event over the Easter long weekend providing a reliable and seamless communications system over the site’s large area with event facilities including seven performance stages.

On site at Bluesfest, D2N’s support hours were long and they were often on-call from 6am to midnight every day with crews rostered across multiple shifts. D2N also carried a large complement of spares, which is another key requirement as there was nowhere close by to quickly access spares.

The radio network D2N provided Bluesfest was based around a Hytera XPT Digital Repeater package using Hytera HP682 and PD662 digital handhelds. The system catered for up to 30 talk groups across 500 radios with interfacing of 16 channels to the intercom system.

The intercom package, in turn, was based around the GreenGo range of products with desktop and rackmount panels provided for various teams across the site.

To ensure reliable and seamless comms, D2N used hybrid combiners for the repeater network with a pair of transmit antennas. Then, a single receive antenna patched into active multi-couplers ensuring site-wide coverage was achieved and for audio they interfaced all the repeaters into the GreenGo network using their Quad 4 Wire units.

Contact 02 9837 6748, E: sales.aus@d2n.com.au, www.d2n.com.au

Athletics New Zealand and GameDay extend partnership Athletics New Zealand and GameDay have extended their longstanding partnership providing a state-of-the-art platform that allows Athletics New Zealand Club and Centre administrators to streamline their registration, member management, communication, and financial management processes - all key to supporting continued growth and sustainability of grass roots athletics in New Zealand.

As the national governing body for Athletics in New Zealand, Athletics NZ looks after the sport across all disciplines from grassroots, through to high performance teams.

After working with GameDay, a Stack Sports company, for close to 10 years, Athletics NZ has been instrumental in driving the direction of the GameDay solutions in the National membership and event registration space.

Contact info@stacksports.com or go to www.mygameday.app 62 Australasian Leisure Management Issue 151

Seekom launches new website promoting Pet Friendly Stays in New Zealand New Zealand-based tourism management platform Seekom has launched Pet Friendly Stays - the first travel accommodation website entirely dedicated to helping New Zealanders find petfriendly accommodation for their next holiday.

Widely used across New Zealand’s tourism and hospitality industry, Seekom full in-house property and channel management platform has been designed for campgrounds, caravan and tourist parks, motels, small hotels and property managers.

With 64% of New Zealand households owning pets as of 2020, and that number now boosted by the influx of new pet ownership during COVID-19, taking the entire family on holiday has become a common travel consideration.

The cloud-based Seekom platform is used by more than 2,000 properties in New Zealand and around the world, generating hundreds of thousands of bookings annually.

Contact sales@seekom.com to have relevant accommodation offerings listed on Pet Friendly Stays. www.petfriendlystays.co.nz/

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

EngageRM agrees multi-year deal through business technology partnership with NBA’s Milwaukee Bucks Melbourne-based sports and entertainment business technology services provider EngageRM has struck a five-year partnership with the Milwaukee Bucks of North America’s National Basketball Association.

Under the agreement, the Bucks will utilise EngageRM’s dynamic, data-driven platform to optimise day-to-day operations and enhance interaction and engagement with the Bucks’ passionate fan base.

EngageRM’s platform will support the 2021 NBA Champions across a range of areas, including premium sales and ticketing, bookings, partnerships sales and management, event bookings, guest experience and customer services management.

Contact 1300 885 279, www.engagerm.com

VERVE Fitness partners with NSW Waratahs and NSW Rugby Union Headquartered on the Gold Coast, VERVE Fitness, one of Australia’s leading fitness equipment brands, has announced a major partnership with NSW Waratahs and the NSW Rugby Union until the end of 2025.

The Sponsorship deal (3½ years) will see VERVE fit out the state-of-the-art, elite training facility and provide ongoing Strength and Conditioning partnership support.

Established in 1874, the NSW Waratahs have achieved some of the most memorable moments in Australian rugby history, including the 2014 Super Rugby Championship title.

VERVE Founder and Chief Executive Niall Wogan remarked “VERVE is honoured to be aligning with the strongest and most successful Super Rugby franchise in Australia as they inspire their members and supporters to be greater.”

VERVE is looking forward to the continued success of the Waratahs team in Australia and aligning with Super Rugby in Asia and South America.

Waratahs Gen Blue team and Senior Academy teams will proudly display the VERVE name on their uniforms.

Contact 1300 194 748, E: team@vervefitness.com.au, www.vervefitness.com.au

TeamUp and Kisi partner to bring a safer experience to fitness facilities Fitness management software supplier, TeamUp has partnered with Kisi smart security to offer fitness businesses a synchronised way to manage facility access control.

Since 2012, TeamUp fitness management software and Kisi smart security have each made it their mission to empower their customers, deliver the highest quality service for great affordable prices, and ensure the security of their customers’ businesses.

This new extra layer of protection with Kisi’s keyless entry system and automated end-to-end solution, enables gym and studio owners to protect their space and provide their members with the safest experience at their facility. Joined with TeamUp to streamline and make the customer management side of facility security full-proof, this partnership begins a new chapter for the level of service and quality gyms and studios are able to deliver to their own members.

TeamUp’s Tim Green notes “it’s more important than ever for facilities to take into consideration not what simply sets them apart from other gyms and studios in their area, but what will give their members the comfort and security to fully return to their facilities in this Post-Covid era.

“Kisi’s smart security is an outstanding product that has already enabled protection to over 1,000 gyms and studios worldwide and we are very excited to offer this level of security and access control to our TeamUp community.”

Contact +1 646 663 4880, E:team@goteamup.com, www.goteamup.com, www.getkisi.com

Products

FlowRider new branding reflects innovative product offering FlowRider - a leading name in the stationary wave machine industry, has recently refreshed their brand identity to reflect that passion and forward-looking innovation externally.

FlowRider has been around for 30 years, during which artificial wave technology has drastically improved. FlowRider’s mix of surfers and engineers are always developing new, innovative stationary wave technology, and this is now reflected in the brand identity.

By pumping a thin sheet of water over a tensioned ride surface, FlowRider have created a nonstop wave and an entirely new sport in flowboarding (imagine a mix of surf and skate, now with a global fan base).

The very first FlowRider opened in 1991 at Schlitterbahn in New Braunfels, Texas. This wave is akin to what FlowRider now calls their FlowBarrel, and it is still running after 30 years of operation. Since then, FlowRider has made over 250 installations globally.

In 2009, FlowRider joined forces with WhiteWater, the market leader in the waterpark industry, and in the past 10 years, WhiteWater has helped FlowRider increase its global presence and secure its spot as the leader in the stationary wave industry.

Contact Jim Corbett of WhiteWater Australia on 0418 755 159, E: james.corbett@whitewaterwest.com

Pierlite launches Australia’s first air purifying LED light fitting that reduces airborne virus transmission Australian lighting and technology company Pierlite has launched Australia’s first air purifying LED light fitting that reduces airborne virus transmission.

Pierlite’s Aether LED Troffer is a novel UV-C/HEPA air purifying luminaire proven to proactively inactivate and remove 99.995% of harmful pathogens from the air.

Engineered in Australia, the troffer luminaire is designed for easy installation in modular ceiling grids common in education, commercial, healthcare and hospitality environments.

Aether differs from conventional air purifiers in that it inactivates viruses and kills bacteria. As well as providing traditional lighting capabilities, Aether is equipped with a three-step ventilation system which actively circulates air and scrubs it of harmful pathogens in a concealed chamber using ultraviolet (UV-C) LED and HEPA disinfectant technology.

Contact 02 9794 9300, www.pierlite.com.au/ Australasian Leisure Management Issue 151 63

Products ActiveXchange launch upgraded SportsEye platform As part of a commitment to delivering the best data intelligence for the aquatic, fitness, recreation and sport industry, ActiveXchange has announced the official launch of its new and improved platform - SportsEye v2.0.

The new platform from the multi-award-winning data intelligence specialist makes it easier, simpler and faster for users to manage and access their data and connect their data to extensive third party data.

By integrating third-party membership management systems across the sector with ActiveXchange’s predictive modelling to forecast the likely outcomes and impacts, SportsEye brings together the information to help partners make more informed decisions.

Creating a platform that it describes as “a game-changer on how data and insights are produced, accessed and viewed”, the new platform results from significant investment, including a Federal Government grant, and the efforts of ActiveXchange’s data science teams over the last 18 months.

ActiveXchange Chief Executive James Ellender said he is looking forward to continuing rolling out SportsEye v2.0 to subscribers, advising “this next-generation technology will allow our network to play a significant role in our collective vision to get more people, more active, more often through using tangible and significant insights to make data-led, evidence based decisions.”

Over 100 national and state sport organisations across Australia and New Zealand are using the SportEye platform including local governments, peak bodies, leisure and recreation facilities and state and national sport organisations.

Contact info@ActiveXchange.org, www.ActiveXchange.org

Ungerboeck launches new integrated payment solution to modernise events industry Leading provider of event and venue management software, Ungerboeck has launched ‘Ungerboeck Payments’- a fully integrated, end-to-end payment solution built specifically for events businesses.

Ungerboeck chose Stripe, a financial infrastructure platform for businesses, to support Ungerboeck Payments. Stripe helps millions of companies accept payments, grow their revenue, and accelerate business opportunities. Ungerboeck Payments is powered by Stripe Connect, which lets businesses facilitate purchases and payments between third-party buyers and sellers.

To thrive in a post-COVID world, venues and event organisers must take advantage of new opportunities to maximise revenue and streamline financial operations. Ungerboeck Payments makes it possible to accept electronic payments directly within the Ungerboeck platform, creating easier and safer payment experiences.

The revolutionary payment system will help Ungerboeck customers improve cash flow, increase repeat business, and generate more revenue. For the first time, customers have a centralised view of all payment activity on a single platform that is fully supported by Ungerboeck.

Contact 07 3359 7919, E: asiapacific@ungerboeck.com, www.ungerboeck.com 64 Australasian Leisure Management Issue 151

Partnership announced between Myzone and FITBENCH A partnership between Myzone and FITBENCH sees the new MZ-Smart Station from Myzone including FITBENCH workouts.

FITBENCH is the original, allin-one, space-saving workout bench. With safety and innovation at the forefront, every bench and accessory has been thoughtfully designed to maintain workout intensity and variety, while facilitating quick and efficient exercise transitions.

MZ-Smart Station is a series of screens that can be displayed in any workout area to instruct, organise, and engage an unlimited number of exercisers in up to 12 stations. Providing station-tostation direction for every exercise, the system leads participants through circuit workouts and features Myzone heart rate monitoring to display each individual’s heart rate, percentage of maximum heart rate and intensity zone on the screen.

Supplementing the Myzone content are a wide variety of FITBENCH exercises, which clubs and studios can take advantage of for instant expert programming utilising these all-in-one, popular workout benches and their tools, including dumbbells, kettlebells, slam balls, and FITBANDs. Trainers and instructors can capitalise on the FITBENCH movements to vary classes, provide novelty, and incorporate unique challenges.

Contact Myzone 03 5292 8959, E: enquiriesapac@myzone.org, www.myzone.org or go to www.fitbench.com

New Xplor technologies back personalisation of Fitness Experiences and Save on Costs Xplor Technologies has announced the launch of TrueCoach Partner Perks, a new program from Xplor’s TrueCoach coaching software that offers exclusive access to discounted certifications, products, tools and services - enabling monthly and annual subscribers to deliver more tailored support to clients, thus reducing their operating costs.

TrueCoach eliminates the time-intensive tasks that pull trainers away from their clients, opening the door for fitness professionals to provide more personalised coaching experiences while growing their business at scale.

Explaining that TrueCoach Partner Perks is designed to provide cost effective access to business tools, from the best partners in the industry - whether new strength bands, dumbbells, or a refresher nutrition course - Michelle Furniss, General Manager, TrueCoach, Fitness and Wellbeing at Xplor Technologies, advised “for trainers, TrueCoach is an integral part of running a successful business. Our new Partner Perks is another way we’re helping our customers save money while they deliver quality programming and real-time engagement.

“We strive to give our coaches the most value possible so they can run their business efficiently and focus on passion over paperwork.”

TrueCoach Partner Perks launches with six fitness brands: Precision Nutrition, Airrosti, InsideTracker, TRX® Training, ISSA (International Sports Sciences Association) and TruGrit Fitness.

Contact 0498 853 645, www.xplortechnologies.com.

Polin Aquariums secure landmark Qatar project Having secured the landmark Old Doha Port - Grand Terminal Project Aquarium, the Polin Aquariums team is currently working on its acrylic installation and life support system installations.

When it’s commissioned fully, this will be a central landmark of the Old Doha Port and the guests who arrive in Doha for Qatar World Cup 2022 will pass through this remarkable aquarium.

Designed to reflect the Arabian Sea coral species and rock formations, the aquarium will consist of 6000 metre³ water volume with 41 different aquatic animal species carefully selected by the Polin Aquariums’ experts from Arabian Sea inhabitants.

There will be two individual escalator/underwater tunnels, one for departing passengers and one for arriving passengers.

The Aquarium also will be viewable from all four sides with acrylic panels installed on both floors.

Using advanced concrete construction, mechanical and electrical systems, and information technology, Polin Aquariums is focused on providing the world’s best aquatic habitats and best environments in which to view them.

Contact +90 262 656 64 67, E: aquariums@polin.com.tr www.polinaquariums.com

Products

VOGO and Myrtha Pools are to deploy a connected pool solution. Credit: Myrtha Pools.

Myrtha Pools announces partnership to deploy connected pool solution Myrtha Pools has announced an agreement with sport technology platform VOGO to equip facilities with a turnkey video recording and broadcasting solution.

The leading swimming pool builder’s partnership will see VOGO technology embedded in Myrtha’s stainless steel pools, allowing operators to enhance their service offering to users.

The partnership was driven by Alain Bernard, 2008 Olympic swimming champion, who facilitated Myrtha Pools and VOGO coming together during the renovation of equipment at the Cercle des Nageurs d’Antibes facility in southern France.

This meeting quickly led to the broader discussions that gave rise to the partnership for the French market: the opportunity to incorporate video technology into pools for advanced applications across all aquatic disciplines, whether for amateurs or professionals.

A division of A&T Europe S.p.A. Group, Myrtha Pools has built pools in more than 70 countries and delivered more than 300 projects in France.

Contact Yvette Audet, Myrtha Business Development Manager for Australia and New Zealand on 0410 411 975, E: yvette.audet@myrthapools.com

Ticketek’s new personalised marketing platform increases sales conversion Ticketek’s roll out of a new personalised, dynamic marketing platform throughout its six country markets has already delivered a 3.1x increase in sales conversions from weekly email newsletters and a 22% increase in average organic marketing campaign ticket sales.

Building on Ticketek’s in-depth analytics, customer data, and data science capabilities, the platform creates a single customer view of the 30 million+ customers in its database across multiple marketing channels.

Ticketek has built its own single user view on the platform, including customer profile, transaction history, event attendance, marketing engagement, device and website behaviour and customer service interaction. Over 300 attributes are available for each user with rich customer scoring and segmentation applied to each, including event and genre engagement scores and travel propensity.

Ticketek’s marketing team can use this to create segments or triggers to activation on a wide range of tactical marketing campaigns including Email, SMS, Web Push, App Push, On Site Personalisation and web hooks to drive paid campaigns across Social, Programmatic, and other channels.

The platform’s machine learning features include Intelligent Timing (which pushes campaigns to users when they are most likely to respond) and Intelligent Channels (which optimises to the channels a user is most likely to respond to).

Contact 02 9266 4102, www.ticketek.com

New partnership sees Ezypay launch PayTo services to Australian business customers Direct debit payment specialists Ezypay has announced the commencement of PayTo services to its business customers in the Australian market through a new partnership with Cuscal.

Putting the company among a small number of payment service providers delivering PayTo to the market, Ezypay’s broader adoption of PayTo will continue through 2022 and 2023, enabling Ezypay to deliver the value of PayTo to its partners and customers as the rollout progresses.

In addition to this partnership, Ezypay is also an active member of the NPPA’s PayTo User Forum and has also recently announced their membership with AusPayNet in the new Payment Service Provider (PSP) category.

Contact 02 9425 2000, E: hello@ezypay.com, www.ezypay.com Australasian Leisure Management Issue 151 65

Advertisers Index

Computer Score deliver innovative and interactive system for sport of Darts

Advertiser

Page No.

AAT

37

Active World

49

All About Turf

19

Atlantis Liquid Dynamics

43

AUSTSWIM

27

Axess

39

Business France

9

House of Tickets

31

Hydrocare Pools

28

Jonas Leisure/Envibe

34 & 35

Life Floor

41

Myrtha Pools

42

National Outdoor Conference 55 Otium Planning Group

11

ParkEquip

51

Perfect Gym

2&3

Piscine Global

67

ProSlide Technology

29

Quayclean

31

SLE Worldwide

23

Supreme Heating

68

Swimplex Aquatics

13

Technogym

45

Tuff Group

17

Vertel

5

Viva Leisure/Plus Fitness

7

VMA Leadership Institute

33

Australian family-owned and operated company, Computer Score Pty Ltd, have ventured into the sport of Darts, launching an innovative and interactive system that transforms the traditional sport of Darts by providing a modern experience while still maintaining the essence of the game.

Computer Score has launched this system for darts having had decades of knowledge and ability in designing, manufacturing, installing and supporting automatic scoring for Tenpin Bowling.

The Computer Score Darts system is ideal for pubs, clubs, venues, holiday and community complex clubhouses.

The Computer Score Darts System is more than an electronic scoreboard; it combines accurate detection of the darts with an exciting 3D Graphical presentation, incorporating traditional and new games through a slick, easy to use interface. Players can select from a range of games and skill-levels, allowing everyone from an expert to a novice to enjoy playing.

Computer Score have designed a suite of games to incorporate an interesting combination of traditional and fun games. With the introduction of autoscoring, a whole new universe of games has become possible, with games that appeal to everyone from the novice to the expert. This is a brand-new world of entertainment.

Traditional games include, 501, 301, Killer and Around the World plus Computer Score’s unique game of DartKarts, where players race in karts around a 3D computer generated circuit, speeding up or slowing down depending on where their darts land. A large monitor displays the game’s progress with vivid 3D graphics and sound. Players are directed through the game; their results are acknowledged and hints given on where to aim.

A touch screen interface provides players with a simple, easy to follow experience where they can enter players, choose which game they wish to play, read the game rules, and select the level of skill. Depending on the venue, systems can also facilitate the ordering of food and drink. Players can be temporarily suspended from the game, re-join later and correct scores, if necessary.

The system uses multiple camera angles and sophisticated analysis to determine the position of each dart thrown. Each system uses a high-quality competition board and standard black shaft darts, so there is no compromise to the traditional game.

Contact 07 5524 4786, E: darts@computerscore.com.au, www.darts.computerscore.com.au

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

ROLLER passes 10 years of operations with staffing milestone of customer success ROLLER, the ticketing, CRM and POS specialist, is celebrating 10 years in the leisure industry - the landmark anniversary coinciding with the Melbourne-based firm also surpassing a headcount of over 100 employees and more than a thousand customers around the world.

Working globally, ROLLER has a dedicated team of 106 specialists in functions including engineering, marketing, training and implementation, sales, account management and customer success.

The last year has seen its team significantly expand to provide the best possible support as global demand for its products and services has grown.

The result is 1,040 active venues across 27 countries, all using the ROLLER platform.

ROLLER recently updated its customers on its new product features, designed to help clients reach new customers and increase the potential for repeat visits.

Contact 03 8103 5026, E: sales@rollerdigital.com, www.roller.software

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