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From the Publisher
Leisure and the art of Storytelling
For an industry that helps people achieve, improve their quality of life, be entertained and engaged, and to simply have fun, since the launch of this magazine more than 165 issues ago, I have often thought that we could do better in getting this message across to the wider public, media, investors, governments and others.
While the advent of social media makes it so much easier to share the industry’s message, the art of storytelling is often overlooked.
Storytelling in marketing isn’t just about telling, it’s about connecting, and brands that truly understand their audience’s achievements, emotions, desires, goals and values stand out.
Here, authenticity, engagement and word-of-mouth impact have the potential to drive unprecedented loyalty and engagement which is why the most effective organisations use real-world case studies to connect with their audiences.
With the landscape of branding and marketing shifting towards creating deeper, more resonant connections, sharing the joy and achievements that this industry delivers has the power to captivate with meaningful narratives.
Tropical Storm Alfred and Brisbane 2032 venues
Queensland has very much been in the news during the cycle covered by this issue of the magazine - with hugely significant developments.
While Tropical Storm Alfred didn’t materialise as the catastrophic event first predicted, its impact on the four million people of South East Queensland, along with Northern NSW, saw sporting events cancelled, major attractions closed, facilities shuttered, massive coastal erosion and more impactful floods.
That the industry reacted effectively and then rapidly rebounded, is a huge credit to all.
The other major news from Queensland has been the latest announcements on venues for the 2032 Olympic and Paralympic Games.
Revealed following a 100-day ‘independent review’ into venues, infrastructure and transport, saw Queensland Premier David Crisafulli go back on a pledge prior to being elected last year that he would not back the building of a new stadium for the Games.
The 2032 Games Delivery Plan also dropped plans for a new 17,000seat sports and entertainment venue to be built above the new Roma Street underground train station - that ASM Global first proposed in 2016.
Previously backed by the Federal Government, who had committed $2.5 billion to the project, the reallocation of these funds is yet to be resolved.
Welcoming our new publication partners
With this issue of Australasian Leisure Management we are delighted to announce further growth in readership with landmark partnerships with the Australian Amusement, Leisure and Recreation Association (AALARA); Royal Life Saving Australia and SWIM Coaches & Teachers Australia (SWIM).
This arrangement will see all members of AALARA and SWIM, and all subscribers to Royal Life Saving’s Guidelines for Safe Pool Operation (GSPO), receive not only this magazine but also our twice weekly enewsletter while also being able to access news on the www.ausleisure.com.au website.
Partnerships with the industry’s leading organisations have always been key to the success of Australasian Leisure Management and give us more impetus to publish news and features that these new readers will value.
Note: Maintained by Royal Life Saving since 1992, the GSPO is a set of detailed specifications and recommendations establishing best practice design and operations of aquatic locations nationwide.
On page 66 of this issue readers can also find a summary of reader insights from our industry survey conducted earlier this year. It shares input received from decision-makers, key industry leaders and stakeholders and forward-thinking professionals who rely on this publication as their trusted source for industry intelligence and learnings. www.ausleisure.com.au for all
Some of the industry headlines over recent months. Daily industry news can be read at www.ausleisure.com.au
Stadium at Victoria Park confirmed as main Brisbane 2032 Games venue
A controversial revisiting of plans to build a 63,000 capacity stadium as the main venue for the 2032 Brisbane Olympics and Paralympics has been announced by Queensland Premier David Crisafulli.
Announcing the 2032 Games Delivery Plan, Premier Crisafulli also said that the RNA Showgrounds will be upgraded to a 20,000 capacity venue while a new main arena and additional show courts will be added to the Queensland Tennis Centre.
He also announced that the Centenary Pool Complex, adjacent to Victoria Park in the suburb of Spring Hill, would be redeveloped as a National Aquatic Centre.
However, the Queensland Government will not proceed with the proposed Brisbane Live/Arena at Roma Street.
Premier Crisafulli’s announcement that the 2032 venue plans will not include the Brisbane Live/Arena saw Harvey Lister, Chairman and Chief Executive of Brisbane-based ASM Global (APAC & MENA) advise that he was “disappointed”.
Acknowledging that the announcements provided clarity about Brisbane Games venues, Lister stated “clearly after over a decade of investment and planning we are disappointed to see Brisbane Arena not be named as one of the Olympic venues at the Roma St site.”
ASM Global entered an Early Operator Engagement Deed with the Queensland Government in 2018 for a new indoor venue to be built on an over-rail site at Roma Street - a location chosen by the then Queensland Government.
Luna Park Sydney reopens restored wild mouse
Luna Park Sydney has reopened its Wild Mouse ride after a two-year multi-million dollar restoration.
One of only three of its kind operating in the world, the ride, first installed at Luna Park Sydney in 1963, has long had the status as one of the most popular rollercoasters in Australia. The unique and thrilling gravity-fed coaster was designed to be semi-mobile and was a regular feature at both Sydney’s Royal Easter Show and the Brisbane Ekka.
Luna Park Sydney’s new owners have also secured $37.4 million to fund redevelopment at the heritage amusement park through the sale of The Village shopping mall in the NSW city of Orange.
Technogym’s Nerio Alessandri launches new wellness vision Healthness
Having introduced the concept of wellness 40 years ago, Technogym has now launched Healthness - a new vision aimed at transforming the future of wellness and prevention.
Leveraging the company’s years of investments in cutting- edge technologies and AI, Technogym founder and Chief Executive, Nerio Alessandri introduced the new vision of Healthness at the 25th Wellness Congress, in the presence of 2,000 people from 100 countries.
In practice, Healthness means Precision Wellness and thanks to data-driven customised programs it allows you to obtain results superior by approximately 30% in the same amount of time.
Healthness, in addition to helping people live longer in good health, represents a great business opportunity for fitness, sports, hospitality, corporate and medical operators and personal trainers to evolve their offering and create value through hyper-personalisation.
Royal Life Saving research shows millions of Australians missing out on access to public pools
A new report from Royal Life Saving Society - Australia has revealed that millions of Australians are now missing out on public pools.
The State of Australian Aquatic Facilities 2025 report has specifically identified 50 communities across the country that are most disadvantaged by a clear lack of access to swimming pools.
It shows that millions of Australians - particularly in outer metropolitan and low cost housing areas - are clearly disadvantaged when it comes to accessing public pools. See article on page 26.
Proposed 2032 venues, Victoria Park Stadium (above) and Queensland Tennis Centre (below).
Affordability a barrier to New Zealanders gym membership
ExerciseNZ has flagged a new report that reveals reducing the cost of exercise facilities could significantly increase physical activity levels in New Zealand, delivering major health and economic benefits.
The 2024 HFA-Portas Price Elasticity Report identifies affordability as the primary barrier preventing more New Zealanders from joining gyms, despite clear evidence of the health benefits of structured exercise.
Key findings from the Report:
-67% of non-gym members cite affordability as their main reason for not joining.
-Gym users are 54% more likely to meet World Health Organization exercise guidelines than non-users.
-A 10% reduction in membership fees could encourage up to 291,000 more Kiwis to join structured exercise facilities.
Advising that the findings present a compelling case for affordability initiatives to boost participation, ExerciseNZ Chief Executive, Richard Beddie stated “this report shows that even a modest reduction in gym fees could profoundly impact our nation’s health, economy, and social wellbeing. Exercise facilities must be recognised as critical health infrastructure and supported accordingly.”
ASC to launch National Sports Infrastructure Strategy
The Australian Sports Commission (ASC) is set to undertake data gathering for a National Sports Infrastructure Strategy.
Revealed by ASC Director - Participation Growth, Sue McGill at the recent National Aquatic Infrastructure Symposium, the new strategy will form part of the wider ‘Play Well Strategy’ which provides a common language, shared priority areas and maps out the sporting ecosystem in Australia.
This will be the first time in more than two decades the ASC or the Federal Government will have undertaken the development of a strategy.
Athletics Australia reveals new brand identity
Athletics Australia has announced a new brand identity, renaming itself as Australian Athletics.
A statement introducing the rebrand advised “that (it) reflects the sport’s evolution and growth, connects to its storied legacy, and sets its sights on an exciting future.”
The body noted that the change of brand, after 36 years as Athletics Australia, “goes beyond a name change, introducing a striking new logo and reaffirming a deep commitment to a broader Australian athletics community - a shift that positions the sport to capitalise on the golden era ahead.”
Report shows the impact of community pools in remote regions
A new report has highlighted the critical role of community pools in remote communities in Western Australia - providing a range of benefits including water safety education, health benefits and social connection - amid warnings that outdated infrastructure risks the future of these vital facilities.
The report by the Centre for Social Impact at The University of Western Australia examines the social impacts of community pools in the Pilbara region and the programs run on those sites by the Royal Life Saving Society Western Australia. The report highlights the pools have become thriving local hubs, particularly for children and young people, and provide valuable training and employment opportunities.
www.ausleisure.com.au for all the latest industry news
Parliamentary live music inquiry delivers ‘practical and achievable’ recommendations to support
the industry
The House of Representatives Standing Committee on Communications and the Arts has released a report recommending that the Federal Government introduce a ticket levy on large music events to raise funds to support small venues and grassroots live music.
The report, Am I Ever Gonna See You Live Again?, also calls for a tax offset for the live music industry and improve regulation of live music ticket sales by improving the transparency of fees and charges.
Among the report’s 20 recommendations it calls for are:
-The Australian Government to investigate the potential benefits of a tax offset for the live music industry and that Treasury, the Office of the Arts and Creative Australia should be tasked with developing a policy proposal for the Australian Government to consider.
-Consumer law to be amended to better regulate the selling of tickets to live music, by improving the transparency of fees and charges within the price of tickets and limiting extreme variability in ticket prices caused by ‘dynamic pricing’.
-The introduction of a small levy to the price of tickets to large music events to raise funds to support small venues and grassroots live music.
-An extension of the Revive Live program should be considered and funded through a ticket levy and funds disbursed by Music Australia.
Industry groups including the Australian Live Music Business Council (ALMBC) and music licencing body APRA AMCOS have welcomed the recommendations.
Community events set to mark completion of Stadium Taranaki project
Taranaki Regional Council has announced that a ‘community extravaganza’ will mark the completion of the project to redevelop Stadium Taranaki (formerly the Yarrow Stadium) in New Plymouth.
The free celebration event on 4th May will see the venue’s newly completed East Stand open for public viewing following its $79.7 million redevelopment, necessitated by the need to make it withstand potential earthquake impacts.
Promoter behind Timeless Summer Tour and Juicy Fest NZ enters liquidation
Following reports that purchasers of tickets for the cancelled Juicy Fest NZ and Timeless Summer Tours had been frustrated in obtaining ticket refunds, the festival promoter behind the tours has entered liquidation.
Juicy Festival Limited, Timeless Events New Zealand and Timeless Events Australia Limited were placed into liquidation in mid-March, with Blacklock Rose’s Ben Francis and Garry Whimp appointed as liquidators.
Juicy Fest, which completed its Australian tour in January, had been due to tour a four-date, single day event featuring Ludacris, Fat Joe, Akon and Jay Sean, at venues Tauranga, Auckland, Wellington and Christchurch.
Viva Leisure reports 25% revenue rise and surging memberships through last half year
ASX-listed health club and facility operator Viva Leisure has advised that the international expansion of its Plus Fitness subsidiary - along with a rise in membership numbers - have helped it achieve record earning rise through the first six months of the financial year.
The group, which currently operates 476 locations worldwide with its Plus Fitness, Club Lime, Hiit Republic, Rebalance and Groundup brands, has reported net profit after tax of $5.5 million for the six months to the end of December, up 15.2% compared with a year earlier.
The result was supported by a 25.2% increase in revenue to $99 million, although the impact of the company’s most recent acquisitions - a 34% stake in Boutique Fitness Studios and the 25% interest in World Gym Australia - have yet to be fully felt on its net profit.
Australian Government releases new plan for sporting diplomacy
The Australian Government’s use of sport in its ‘soft power’ approach in international relations has seen the Federal Government release the ‘Australia’s Sports Diplomacy Strategy 2032+’.
Providing a new approach for how Australian sports can be used to strengthen the nation’s influence, the strategy aims to provide a plan for the Australian Government and Australia’s sporting organisations in an increasingly complex and consequential international environment.
Facility management company, Clublinks, has been appointed to manage the newly redeveloped golf course and state of the art community facilities at Newgreens Chatswood, on Sydney’s Lower North Shore.
Melbourne Sports and Aquatic Centre is to host another premier swimming event with the 2025 Australian Short Course Championships confirmed for 1st to 3rd October.
The University of Auckland has staged the official opening of its $320 million aquatic, recreation and sport centre (left).
The 229 hectare home of Splendour in the Grass at Byron Bay has been placed on the market for potential development.
Following a formal tender process, Swan Hill Rural City Council has announced the appointment of Bendigo Stadiums as the new facility manager for its Swan Hill Stadium.
The new $88 million South Australian Sports Institute (SASI) has opened offering a premium facility designed to give local athletes a competitive edge at the elite level while also supporting the next generation of talent.
The NSW Government is supporting communities at the highest risk of drowning by funding the delivery of free learn to swim and water safety lessons by learn to swim providers at swimming pools across NSW.
The SA Government and The Barossa Council’s landmark new $45.7 million Barossa Park sporting precinct has been officially completed, in advance of it hosting AFL Gather Round 2025 matches.
Five teenagers arrested over bashing of lifeguard at Melbourne’s Casey ARC
Victoria Police have arrested and charged five men following the alleged bashing of a lifeguard at the Casey Aquatic and Recreation Centre in Melbourne’s southeast in January.
Caught on video, the widely reported event saw a group of teenagers allegedly attack the 19-year-old lifeguard after he had asked them to stop doing stunts near other swimmers.
AusTriathlon unveils Environmental Sustainability Plan
AusTriathlon has launched its ‘Environmental Sustainability Plan (2025-2028)’, a strategic initiative reflecting its commitment to reducing environmental impact and promoting sustainable practices within the triathlon community.
Aligning the launch with Earth Hour 2025, the plan underscores AusTriathlon’s belief in the importance of collective climate action and inspires its community to contribute to a healthier, more sustainable future.
Wellness industry entrepreneur Tony de Leede has opened the EcoView Retreat on the Gold Coast offering 15 villas, five multipurpose treatment rooms, outdoors pools, spas and a yoga fitness studio.
The Melbourne Convention and Exhibition Centre has unveiled its new Changing Places facility, providing accessible bathroom facilities for visitors with high support needs.
Winarch Group has advised of the acquisition of Wats On Events to its growing portfolio of companies - a move which gives it access to festival bar management, licensing, pop up bars and brand activations, providing new opportunities to scale the business across Australia.
Following a public tender, Townsville City Council has awarded the contract to manage its Northern Beaches Leisure Centre to City Venue Management (CVM), commencing as of 1st March.
The Federal Government through the Australian Renewable Energy Agency (ARENA), is funding two batteries for the Brisbane Lions’ AFL and AFLW club at Brighton Homes Arena that will also power a community gym.
The revamped Goldfields Basketball Stadium has been officially opened by Western Australian Premier Roger Cook following a $14.8 million transformation.
An $18 million Volleyball Centre of Excellence has opened at Craigslea State High School in Brisbane’s north at Chermside West.
Queensland Country Bank will remain the naming rights holder of the North Queensland Stadium after renewing its sponsorship and securing a decade-long partnership with Stadiums Queensland.
Launch of Australian Music Venue Foundation
Looking to address challenges facing live music venues across the country, grassroots live music industry stakeholders have come together to form the Australian Music Venue Foundation (AMVF).
Modelled on Britain’s Music Venue Trust (MVT), the AMVF’s inaugural board is comprised of industry professionals from ticketing and venues including Harley Evans (TEG, Moshtix and the Australian Festival Association), Howard Adams (Australian Live Music Business Council), Tamara Boakes (Jive Bar Owner/ Operator and the Independent Live Venues Alliance) and marketing executive Mardi Caught (The Annex).
Eden Park wins
Auckland’s
stadium war
A decision by Auckland Council to endorse a staged redevelopment of Eden Park over a proposal for a new 55,000seat stadium in the city’s Quay Park area effectively means that the existing venue has won the debate over the city’s future major stadium needs.
Eden Park Trust’s ‘Eden Park 2.1 proposal’ - which initially requires $110 million from the New Zealand Government - has been pitched to be completed in three stages, the first of which includes reconfiguration of the lower North Stand including retractable seating and a new tiered ‘Eat Street’ concourse.
Security screening enhanced
for AFL fixtures at the MCG
AFL fans entering the MCG are to be subjected to enhanced security screening in the wake of an evening incident when loaded guns were allegedly smuggled into the MCG.
Checks on spectators are being enhanced after a “breakdown” in manual safety checks was blamed for two men allegedly bringing guns into the MCG on Thursday 3rd April
The Melbourne Cricket Club, the operator of the MCG, blamed the incident on a “breakdown” in screening measures, while the AFL is promising a security review after what the players’ union labelled as an unacceptable incident.
New Zealand Parliamentarians lead by example as Fit 4 Office challenge wraps up
As the Fit 4 Office (F4O) Challenge concludes, ExerciseNZ has congratulated all participating Members of Parliament for their involvement in the Fit 4 Office (F4O) Challenge.
Over three weeks, 11 MPs from across the political spectrum tracked their activity using Myzone heart rate monitors, demonstrating the benefits of regular movement while engaging in friendly competition.
The challenge set a baseline goal of 1,000 Myzone Effort Points (MEPs), with top performers exceeding 3,000 MEPs - an exceptional display of commitment. MEPs measure exercise intensity based on heart rate, rewarding effort rather than just time or distance.
Pictured are ExerciseNZ’s Richard Beddie (centre) with Talani Meikle from GRC Partners and New Zealand Minister of Sport and Recreation Mark Mitchell - at the start of the F4O Challenge.
Giants Trail among Western Australia
natural attractions to receive improved access
The Valley of the Giants’ Ancient Empire Trail is among Western Australia’s regional tourism attractions in the south west to attract state government funding for improving accessibility.
More than $5.7 million in upgrades are now complete at the Valley of the Giants and Walpole and Nornalup Inlets Marine Park.
The Valley of the Giants is a major drawcard in the south west region, with the Tree Top Walk attracting more than 150,000 visitors in the year to June 2024.
ASICS study explores why youth are quitting team sport
According to new research from sports performance brand, ASICS, youth are quitting team sport in droves.
The main reasons participants cited for ceasing to be involved in their sporting activity were; to focus on schoolwork (35%) and feeling that they are not ‘good enough’ due to their lower level of ability (18%).
When it came to ‘throwing in the towel’, Gen Z revealed themselves to be the most insecure, lacking the confidence in their own skills to continue playing their favourite sport (54%).
Analysing the findings further, the statistics also showed a strong gender divide with men being twice as likely to continue playing into adulthood compared to women (41% verses 19%).
Religious tourism market set for significant expansion
A newly released study has identified that the global religious tourism market is set for strong growth, with a projected value of US$243.54 billion by 2028, growing at a compound annual growth rate (CAGR) of 8.6%.
According to The Business Research Company the market will increase from US$161.51 billion in 2023 to $174.98 billion in 2024, driven by a rise in demand for spiritual journeys, pilgrimages, and religious heritage experiences.
Silverdome redevelopment
The redevelopment of the Launceston Silverdome is progressing with the release of request for tenders.
Located within Kate Reid Reserve, approximately 10 minutes to the south of the Launceston CBD, the Silverdome currently has a spectator capacity of up to 4,000.
The Tasmanian Government has advertised for a Lead Architect, Design Team tender and a Project Manager for the redevelopment.
Ownership and management of the venue is currently being transferred to Stadiums Tasmania.
Hawthorn
extend partnership to stage matches at UTAS Stadium until end of 2027
The AFL’s Hawthorn Football Club and the Tasmanian Government have announced an extension of their 25-year partnership that will see the Hawks play four home matches in the 2026 and 2027 premiership seasons at the UTAS Stadium in Launceston.
The continued presence of Hawthorn - who have won 74.4% of their matches in Launceston - will also allow the club to continue their off-field work with the Tasmanian community prior to the entry of the Tasmania Devils into the AFL in 2028.
In November last year, North Melbourne ended its link with Tasmania wherein it played at least two home matches each year since 2012 at Hobart’s Bellerive Oval.
Ticketek
owner TEG impacted by allegations of ‘toxic workplace culture’
Allegations of a ‘toxic workplace culture’ at entertainment giant TEG have emerged in the wake of long serving Chief Executive Geoff Jones moving to the role of company Chairman.
As reported by the Australian Financial Review (AFR) and Rolling Stone AU/NZ, a senior lawyer at the company distributed a 23-page letter to executives alleging the ticketing and live event group had a serious workplace problem with senior management displaying aggression toward staff, humiliating and bullying them, with actions including “aggressive latenight” messages and “humiliating public critiques.”
The document was sent in September after the lawyer left the company, with the letter suggesting management hire a human resources consultant to explore the issues raised and undertake audits on a number of senior managers.
Dreamworld owner
Coast Entertainment Holdings reports revenue growth in last half year
Gold Coast attractions owner Coast Entertainment Holdings Limited has announced a 9.6% increase in revenue from ordinary activities for the half-year ending 24th December 2024 - reaching $47.7 million.
The operator of Dreamworld, the SkyPoint Observation Deck and WhiteWater World reported a significant improvement in net profit after tax of $3.1 million, marking a 140% turnaround from the prior period.
IOC, IPC and IAKS open entries for international architectural awards
The International Olympic Committee (IOC), the International Paralympic Committee (IPC) and the International Association for Sports and Leisure Facilities (IAKS) are inviting designers and projects from across the world to enter their renowned architecture awards 2025.
TotalFusion opens new Brisbane health and wellness destination
Leading premium fitness and wellness brand TotalFusion has unveiled its newest destination at Westfield Chermside in Brisbane’s north.
Spanning 4,600 square metres, the state-of-the-art health club is aiming to redefine movement and recovery, offering an unparalleled lifestyle experience for Brisbane’s North-Side community.
Designed to inspire and empower, TotalFusion Chermside offers an innovative gym floor and six specialised group fitness studios. Members can access world-class gym equipment to strength train, stretch and enhance fitness with equipment from industry leaders Technogym, Gym80 and AlphaFit, all within an environment crafted to motivate, energise, and transform.
Ballarat Wildlife Park marks 40 year milestone
Ballarat Wildlife Park has celebrated 40 years since opening its gates in February 1985, marking its legacy as one of Australia’s premier wildlife experiences.
Established by founder Greg Parker, the privately owned wildlife attraction has grown into a thriving sanctuary for over 300 animals, blending conservation, education and hands-on experiences to inspire a love for wildlife.
Austrade looks to redefine ATIC’s tourism accreditation program tick
Austrade has backed the new-look Quality Tourism Framework (QTF), advising how it has invested into one of Australia’s leading tourism accreditation programs and trust marks.
An online business development platform from the Australian Tourism Industry Council (ATIC), the Quality Tourism accreditation program certifies tourism businesses that meet specific quality assurance criteria ensuring they are committed to exceeding consumer expectations with great customer service and the highest standards of business practice.
State and territory tourism industry councils (TICs) deliver the programs, to help businesses improve their quality, sustainability and accessibility.
New
Zealand High Court clears White Island owners over deadly eruption liability
New Zealand’s High Court has overturned a conviction and multi-million-dollar payments from the owners of the offshore White Island volcano which erupted in 2019, killing 22 people.
The volcano, also known as Whakaari, was a popular tourist attraction until the deadly blast six years ago.
Families and surviving victims now stand to receive less in reparations after the new judgement.
Papua New Guinea Government reveals stadium plan for new NRL franchise
Papua New Guinea Prime Minister James Marape has advised that the country’s new NRL team franchise will play its home matches at Port Moresby’s 25,000-capacity Sir Hubert Murray Stadium when it enters the competition in 2028.
Prime Minister Marape made the announcement when signing the official documents confirming that the new PNG team will enter the NRL competition.
NBL announces Tasmania JackJumpers sale to Altor Capital
NBL owner Larry Kestelman has announced a deal to sell Tasmania’s reigning competition champions the JackJumpers to Queensland-based asset manager Altor Capital.
Announced during the JackJumpers’ MVP awards night, the sales will see Altor initially hold a majority stake in the JackJumpers, before taking full control in two years’ time.
Revo
Fitness sets sights on 100 gyms by 2027
In its most significant expansion yet, Revo Fitness has announced it will open 25 new gyms in Western Australia, South Australia, NSW and Victoria this year.
This expansion campaign will grow Revo’s national footprint to 77 gyms by the end of 2025, as the Australian gym chain looks to reach 100 locations by 2027.
With a focus on key growth markets, Revo Fitness will bolster its presence in Victoria, with 14 new gyms set to open, including Frankston, Knoxfield and Nunawading - cementing Revo’s position in one of Australia’s most competitive fitness markets.
Plans for new 1550-seat Sydney theatre
Following its acquisition of the Lyric Theatre and The Star Sydney Event Centre, Foundation Theatres has been granted planning approval for the creation of a 1550-seat Broadwaystyle theatre in the Star Sydney precinct.
The proposal will see the Event Centre converted into the fourth Sydney commercial theatre big enough for major Broadway productions - alongside the Lyric Theatre, the Capitol Theatre and the Theatre Royal.
Since taking on the site in January, Foundation Theatres has already opened a new theatre space, the Foundry, with room for 630 standing patrons or 360 in seats that makes use of the Sydney Lyric’s dock.
Latest CERM PI reports shows overall increase in expense recovery among aquatic and recreation centres
The latest annual National Operational Management Benchmarking Report for Aquatic and Recreation Centres from the CERM Performance Indicators research team at the University of South Australia has shown an increase in expense recovery across most centre groups, suggesting stronger performance and efficiencies from the previous financial year.
Uncertainty over future of Canberra waterpark
Having failed to open during the summer school holiday peak season, the future of Canberra’s Big Splash Waterpark is in doubt.
In October last year, the waterpark announced via its Facebook page that its big slides would be out of action all summer due to maintenance work. This advice (now deleted) was followed, as of 25th November, by a post advising that Big Splash would open for the Christmas school holidays “but it won’t be for a couple of weeks.”
More recently, urban explorers have broken into the site, posting videos of its current state of dilapidation on social media.
New RockWire route introduced at Mt Buller
A year after the opening of Australia’s first via ferrata (iron path) experience, Victoria’s Mt Buller has introduced a second route at its summit.
The new Route 2 at RockWire Mt Buller offers a steeper, longer and greater challenge than its predecessor, described as presenting “jaw-dropping views, heart-racing verticals, long wire bridges and a sense of accomplishment that’ll have you grinning ear-to-ear.”
The new route is higher, steeper and considerably harder both physically and mentally, than Route 1 with more vertical sections.
New Standards Australia handbook provides guidelines for giant slides
Mindful of a rising number of injuries resulting from the use of giant slides in playgrounds, Standards Australia has released a new handbook with guidance that includes restricting slide use to children taller than 1.2 metres.
On their website, Standards Australia advise “giant tunnel slides are a big hit in Australian playgrounds, offering a unique play experience.
“However, accidents happen more often than we’d like (with incidents raising) safety concerns, especially for slides that are five metres or higher.”
To address these concerns. Standards Australia’s newly released handbook, SA HB 244:2025, Supplementary guide to AS 4685.3:2021 - Giant tube slides, is designed to help councils, builders, and parents keep children safe while they enjoy these giant slides.
St Kilda Pier attracts over 350,000 visits since opening
The $53 million redevelopment of St Kilda Pier by the Victorian Government has proven successful having attracted more than 350,000 visits since the St Kilda Pier redevelopment opened in December 2024.
The new 450-metre-long St Kilda pier offers a safer and more accessible space for families and tourists.
BlueFit achieves ISO Accreditation
BlueFit has strengthened its position as an industry leader in aquatic, recreation and sport facility management by successfully achieving ISO accreditation across all its facilities.
This milestone is a significant achievement, reinforcing the company’s commitment to maintaining international standards in safety, quality, and environmental sustainability.
The certification, conducted by leading auditing body Citation Group, validates BlueFit’s dedication to operating facilities that adhere to internationally recognised best practices.
SCA and Urban Climb partner for 2025
Sport Climbing Australia (SCA), the national governing body for the sport of competition climbing in Australia has announced Urban Climb (UC) as the National Training Partner of the Australian Sport Climbing Team and National Youth Program.
Through the relationship, 2025 training camps and international competition simulations for these two programs will be delivered exclusively at an Urban Climb venue.
Leading climbing gym operator Urban Climb offers Olympicstandard climbing walls, speed and lead climbing and bouldering.
Co-Chief Executive model not sustainable for Theatre Network Australia
The Board of Theatre Network Australia has advised of the mutual agreement in December 2024, between the Co-Chief Executives, Erica McCalman and Joshua Lowe and the TNA Board that the Co-Chief Executive model was not sustainable.
TNA note that the organisational changes are being made to ensure the organisation continues to serve as a champion of the sector.
TNA commenced a new chapter in 2024, following the departure of the founding Executive Director Nicole Beyer after 14 years as Chief Executive.
Adelaide Venue Management looks to enhance event legacies
The operator of Adelaide Convention Centre, Adelaide Entertainment Centre and Coopers Stadium has unveiled its new Community Impact Program as it builds on its commitment to be a ‘force for good’ in the events and venue management industry.
An extension Adelaide Venue Management’s (AVM) ESG Strategy, the program has been designed to amplify the organisation’s social impact, while also helping inspire, educate and support event organisers with their own event legacy objectives.
The program is built on a set of partnerships with local South Australian organisations across four key areas - Community, Environment, First Nations and Goods Donations - and provides options for event organisers to work with the partners to leave lasting legacies for their events in South Australia.
Ticketek report shows two million Australians buying tickets to live events through summer
The past summer saw live events experience their highest ticket sales in nearly a decade, with two million Australians purchasing tickets.
The analysis by Ticketek’s data science and research division, Ovation, reveals that nearly two million people purchased over six million tickets across various events including music, performing arts, comedy, sport, family events and exhibitions.
Published in Ovation’s FanDX report, the data also showed that more than 370,000 fans attended their first live event, with a significant number (15%) of these new event goers being drawn to international cricket, as well as family-friendly productions like Bluey’s World, Sister Act, Beauty and the Beast, Tina Turner the Musical and Laneway Festival.
Exhibition Evolution
Gwen Luscombe explores the ways in which cultural attractions are presenting a new generation of experiences
The days of dusty museum artifacts are gone as cultural attractions enthusiastically turn toward technology to create immersive experiences, boosting visitation and engaging patrons. From ancient Egypt to Indigenous history, here’s why immersive experiences are connecting with visitors in a big way.
Museums and cultural institutions have long served as gateways to history, art, and knowledge, offering visitors an educational and cultural glimpse into the past while fostering a deeper appreciation for human creativity and achievement. However, in an era where digital entertainment, social media, and on-demand content dominate how people engage with information, traditional museum experiences face new challenges in attracting and retaining audiences. To remain relevant and appealing to a tech-savvy generation, cultural attractions are embracing cutting-edge technology and immersive experiences that go beyond static displays and placards.
Augmented reality (AR), virtual reality (VR), interactive exhibits, artificial intelligence (AI), and personalised digital storytelling are revolutionising the way museums engage with their visitors, making history come alive like never before. These innovations not only enhance learning but also create more dynamic, interactive, and emotionally resonant experiences that captivate audiences of all ages.
Around Australia, museums are leveraging technology to transform their offerings and broaden their appeal. These advancements do more than just modernise exhibits; they create personalised, sensory-rich journeys that make museum visits more engaging, accessible, and memorable.
Likewise, including interactive and often free child-friendly programs has also become an increasingly popular way to make these exhibitions more accessible and welcoming for families.
Modernising History
History is proving more engaging with visitors lining up to experience an immersive Pompeii exhibition at the National Museum of Australia. The multi-sensory experience combines a 360-degree recreation of the volcanic eruption with more than 90 objects from the ancient city. Guests are further engaged by the soundscapes and changing light levels as the gallery darkens every 15 minutes for a reenactment of Mount Vesuvius’ eruption.
Venues such as Melbourne’s National Gallery Victoria (NGV) recently held an interactive Ancient Egypt for Kids exhibition to
National Gallery Victoria (NGV) interactive Ancient Egypt for Kids Exhibition (above and opposite left); and immersive Pompeii exhibition at the National Museum of Australia (below).
coincide with their exhibition Pharaoh at NGV International. The interactive exhibition, designed to evoke the mystery and wonder of ancient Egyptian culture encouraged children to discover artifacts including a golden funerary head covering and an elaborately decorated coffin illuminated to reveal imagery of gods, goddesses and hieroglyphic inscriptions.
Together with the exhibition’s floor-to-ceiling hieroglyphs, art-making activities, multimedia interactive quizzes on ancient Egypt, a free pyramid-themed play zone and more were designed to not just entertain but educate.
This June, the Cairns Aquarium will also host a permanent multi-million-dollar ancient Egypt exhibition, Tomb of the Pharaohs. The 3D immersive experience will be built at the Cairns Aquarium, converting unused office space into an ancient Egyptian interactive adventure. The new attraction will allow visitors from toddlers to adults, to explore recreated tombs of some of the most famous Egyptian Pharaohs and view genuine artefacts and authenticated illustrative examples.
Engaging Wider Audiences
The Australian National Maritime Museum (ANMM) has already enjoyed the benefits of technology to engage families as well as general visitors.
Alex Rudzinski, Head of Brand and Marketing at the ANMM, explains “technology and interactivity are central to the ANMM visitor experience, providing visitors from all demographics with a more immersive, engaging, playful, and accessible visit both onsite and online.”
Their recent Octopus Garden exhibition featured a digital playground for children and families, allowing them to learn about the behaviours of the Octopus while hiding, hunting and playing like one in an interactive environment.
Advising that the exhibition helped ANMM achieve well above their visitation targets during the summer season, Rudzinski noted “immersive interactions such as Octopus Garden…were developed to encourage children’s empathetic engagement with our oceans and the creatures who live in them.
“Embodied learning deepens engagement and empowers
Holistic Surf Park Management
Octopus Garden exhibition at Australian National Maritime Museum.
audiences to have a sense of agency and recognise their role in protecting our waterways.
“Learning through play is a powerful tool used to significant effect in the suite of learning games available to teachers and students on our website. We take dry subject matter and put students in the driver’s seat as marine explorers with games such as Wreck Seeker, an online game where players take the role of a modern maritime archaeologist hunting for some of Australia’s most prized shipwrecks. This highly successful curriculum-aligned game is utilised by schools to improve student outcomes.”
Rudzinski sees that it’s not just families that benefit from the technology and interactive element, commenting “seamless technology such as digital audio description codes combined with analogue tactile panels have been used to great effect in our Ocean Photographer of the Year exhibition.
“This enables low vision and blind visitors to experience photography in the same way as sighted visitors lowering the barriers for access and engagement and enriching the overall experience for all visitors.
“Technology and interactivity are a core part of the ANMM visitor experience, and we have some exciting new activations planned. We are partnering with a First Nations animation team Studio Gilay and First Nations artist Cheryl Davison as part of Vivid Festival to deliver an immersive projection showcasing one of the world’s oldest creation stories with state-of-the-art technology.”
The ANMM had a recent highly successful collaboration with Patch Theatre called Superluminal. As children entered Superluminal, they received colourchanging lanterns to use throughout the installation. Children were then invited to investigate their environment like scientists.
Guided by a performer, they journeyed through a series of interactive spaces to reveal hidden tracks and markings, discovering aquatic and terrestrial fauna from the past, present, and possible future.
Rudzinski adds “following on from Superluminal we intend to develop another, more ambitious immersive theatre piece that merges interactivity with traditional museology and a hands-on workshop. Watch this space.”
Connecting with Culture
The Art Gallery of New South Wales regularly integrates interactive technology into exhibitions. Skilled staff in exhibition AV, light and design regularly create immersive experiences to enhance visitor engagement with a permanent digital space, the Media Lab, allowing the gallery to program digital learning workshops for students.
Recently, exhibitions including the Art Gallery of NSW screen commission, Lisa Reihana’s GROUNDLOOP displayed on an 18-metre-wide LED digital screen, with new collections to follow suit.
Likewise, in the largest exhibition of Chinese artist Cao Fei’s work in Australia, the My City is Yours exhibition saw neon lighting, dance and pop music, virtual reality, gaming, screens and pixels come together to create an immersive experience.
Just north of Sydney in Lake Macquarie, their Sugar Valley Library and Museum, kirantakamyari, engages visitors in local history and culture via immersive technology with the Hunter region’s first virtual reality experience of an underground coal mine.
At Lake Macquarie’s Speers Point Park, the current exhibition, Theatre of Memories, integrates historical images into a digital 360-degree artwork.
Another Lake Macquarie venue, the Museum of Art and Culture, yapang, will be launching a geo-targeted sound trail in the sculpture park, highlighting the First Nations story on the site and of each sculpture in the garden. As part of Creative Lake, a public art trail about Lake Macquarie, they have also integrated a virtual and immersive program highlighting the stories from Lake Macquarie’s Aboriginal history.
Beyond boosting visitor engagement, the integration of technology is also proving to be a powerful tool for increasing attendance. Digital innovation allows museums to reach wider audiences, including those who may not have the means or ability to visit in person. Virtual museum tours, live-streamed curator talks, and interactive online archives provide opportunities for global access, ensuring that cultural education is not limited by geographical boundaries.
As museums continue to adopt these transformative technologies, they are not only preserving the past but also shaping the future of how people connect with culture, history, and knowledge. The fusion of technology and heritage is ushering in a new era of museum experiences—one that is immersive, inclusive, and undeniably exciting.
Gwen Luscombe is an award-winning journalist and a former recipient of the Write It Fellowship with Penguin Random House Australia. She is also a Publisher’s Australia Bell Award-winning editor.
‘My City is Yours’ exhibition at Art Gallery of NSW (above) and Kultura Collectiva Theatre of Memories at Lake Macquarie’s Speers Point Park (below).
Moving On
Bikash Randhawa is departing his role as Chief Operating Officer at Village Roadshow Theme Parks, leaving the Gold Coast-based attractions operator after 30 years.
A well known figure in Gold Coast tourism, Randhawa - who has been responsible for Warner Bros. Movie World, Wet’n’Wild and Sea World - intends to remain involved in the region’s tourism industry.
Announcing his departure on social media, Randhawa wrote “after three decades with Village Roadshow Theme Parks, I am departing the business with some sadness and at the same time a lot of joy and pride.
“It’s been a terrific journey, challenging, rewarding and crazy at times with what we have gone through over the years, you all have been incredible since we started together, thank you for allowing me to do what I did best over the years.
“Special thank you to Robert Kirby our Chairman and (former Village CEO) Graham Burke who mentored me and taught me on how to aim for the moon and land on a star, and to never give up. My GMs and the team at VRTP you all are amazing and I look forward to watching you achieve more.”
Randhawa went on to state “as an operator, I was passionate, fair, demanding, compassionate when required, over the top crazy and sometimes unreasonable, but my team got me and backed me every single day.
“If I was overly focused towards anyone or a situation, it was because I recognised their talent and wanted to help them reach their full potential in that given situation. I’m proud to have promoted so many who have surpassed every expectation and have taken on roles that I had held and have done a better job than I did when I was there, that’s how one needs
After 30 years, Bikash Randhawa is leaving Village Roadshow Theme
Parks
to recruit, look for someone better than you, it always works, looking at the team now they are bloody amazing.
“I fought for Village behind the scenes and sometimes publicly with anyone and everyone if it called for it. I spoke my mind, said things that people were scared to say or think about. I never held back but I did it for the team.
“Now, it’s time for me to finally put my feet up after a long hard commitment and relentless effort for three decades to relax and enjoy some well-deserved downtime with my wife and children. They, unintentionally became my second priority, and my work (my passion blinded me) my first. It’s time to change that.”
Village Roadshow Chief Executive Clark Kirby said Randhawa had been “a driving force ensuring the ongoing success of Village Roadshow Theme Parks”, adding “his leadership, passion and advocacy for our people and properties has been felt by all who interacted with him, and he will be missed.
“Bikash leaves an incredible legacy
through the numerous high-profile projects he has been integral to, including many amazing new attractions and precinct openings.
“In his position as COO, Bikash has helped navigate our business through some of our toughest periods and throughout his focus remained on delivering superior outcomes and ensuring the wellbeing of our team.”
Career Progress
Randhawa began working at Sea World during his university days, spending nearly 15 years cutting at the Sea World Resort’s Shorelines restaurant, rising to oversee the theme park and finally, all of Village Roadshow’s operations.
Born on a tea plantation in India, he moved to the Gold Coast in 1993 to begin studying at Griffith University.
Commenting on his career to the Gold Coast Bulletin in 2012, he recalled “I never imagined when I was a kid that I would end up here.”
It was while he was completing his university studies when he secured an F&B role at Sea World Resort.
In 1998 he was appointed Food and Beverage Supervisor, and just a year later became the Assistant Manager before finally becoming its Manager in November 2000.
His efforts saw him recognised at the annual Queensland Hotels Association Awards for Excellence in 2004, being recognised as Best Food and Beverage Employee.
It was one of a range of awards he picked up in the first decade of his career, including a Gold Coast Tourism Bureau Award for Excellence - Winner Supervisory Category 1999; and Sea World Resort’s Employee of the Year 1998.
In mid-2007 he replaced Wayne Bonsak as the resort’s new Food and Beverage Manager and, by 2010, he had been promoted to Executive Assistant Manager of Sea World Resort, then Manager the following year and finally, General Manager by the end of 2011.
In 2013 he began looking after the company’s convention business and oversaw the building of its multimilliondollar convention complex at Sea World before becoming the General Manager of the entire theme park in 2014.
In 2017, Randhawa was named Village Roadshow Theme Parks Executive General Manager before becoming Chief Operating Officer in 2018, the position he held until his resignation.
Through the late 2010s he oversaw the decommissioning of many of Sea World’s older rides before unveiling the New Atlantis precinct in May 2019.
As of last year he oversaw the opening of the new The Wizard of Oz precinct at Movie World.
Nigel Benton
Bikash Randhawa at Warner Bros. Movie World (above) and in character for a Movie World Fright Night (below).
Latest Innovations in Lockers
James Croll looks at some innovative solutions that locker suppliers are introducing to the market
Security lockers play a crucial role in aquatic centres, fitness clubs, theme parks, waterparks and a range of other leisure environments by ensuring the safety of personal belongings and enhancing the overall experience for guests, members and patrons.
They are important for five key reasons
1.Safety of Valuables: Visitors often bring items like wallets, phones, jewellery and keys. Lockers provide a secure space to store these, reducing the risk of theft or loss.
2.Convenience: Lockers offer a hassle-free way for guests to focus on their activities without worrying about carrying or safeguarding their possessions.
3.Trust and Reputation: Offering secure lockers can boost the facility’s reputation, showing a commitment to patron security and comfort, which may lead to customer satisfaction and loyalty.
4.Compliance with Safety Regulations: Some facilities are required to offer storage solutions for items that might obstruct activities or pose safety risks.
5.Encouraging Engagement: When users feel their items are protected, they’re more likely to enjoy longer and more frequent visits.
Fundamental to running an efficient business in many leisure settings, ease of access, suitability, convenience, cost and visitor management are all factors that locker suppliers are now considering in the development of their product.
Visitor Management
A significant number of the new initiatives have focussed on visitor management and developing solutions to operational issues that certain venues face.
A perfect example is VLocker’s highly innovative Dual Access Ride Locker.
Developed to provide a solution to the problem of guests having access to short term locker space while riding the latest high intensity inverted rollercoasters and thrill rides, the
product was recognised at the 2017 IAAPA Brass Ring Awards achieving second place in the Best New Product Concept Award.
VLocker General Manager - WW Sales & Marketing, Raymond Malpas, explains “it is a mandatory requirement to provide ride lockers on inverted rides.
“This is a significant challenge since it can potentially see the need for a large number of lockers. Historically, most ride lockers have been positioned before entering the queuing area - which has meant that the number of lockers required needs to cater for the maximum number of guests queuing for a ride.”
Lockers must be keyless and preferably not even require RFID wrist band so fully electronic lockers and paypoint kiosks are required. In the past, ride designers were looking at a large capital outlay and large amount of space to meet requirements. However, the Dual Access Ride Locker is positioned as close to ride embarkation as possible so that the number of lockers required only has to cater for a small number of ride cycles. A ‘wall’ of Lockers is positioned between ride entrance and ride exit allowing access from one side when entering the ride and from the other side when exiting the ride. Entrance and exit areas are completely separated by the locker ‘wall’.”
Commenting on the company’s wider developments,
VLocker’s cashless locker system (above) and VLocker’s highly innovative Dual Access Ride Locker (below).
Malpas notes “we understand our customers require seamless integration of their locker systems with all aspects of park management, including ticketing and park operations. Vlocker excels in this area, offering the broadest array of system integration possibilities. This is facilitated by our containerised software development approach, which leverages sophisticated APIs to ensure smooth integration.
“A prime example of our commitment to integration is our unique partnership with Roller software, another leading Australian company.
“Our revenue-sharing model is flexible and tailored. We offer a tiered approach where our customers benefit directly from their success - the higher the attendance and revenue they generate, the greater their share.
“Vlocker is at the forefront of guest access technology. We support a wide range of methods, including QR codes and RFID, and are also leading the way in biometrics with thumbprint and facial recognition.
“Furthermore, we are actively piloting cutting-edge guest access technologies, set to be an industry first in 2025.”
Durability and technology
Even after 10 years of operations, Metra Australia continues to try and find ways to improve its locker design.
Built from high pressure compact laminate, Metra Lockers offer unsurpassed durability with elegant and long-lasting cabinets applicable to dry settings such as gyms and corporate environments, while also excelling in high moisture environments such as aquatic and recreation facilities.
Metra Sales Manager Matt Hughes advises “the compact laminate, along with marine grade steel use and full-length
aluminium hinges provide for exceptional structural stability, resistance to rust, humidity and water, and culminates in a 10year warranty on construction.”
The construction is backed up with Metra’s smart locking technology offering unmatched flexibility. Proven in harsh environments (even in the snow), the specific design and use of noncorrosive parts in their smart lock requires minimal maintenance.
Hughes adds “with locker use in a casual aquatic setting seeing a locker being used by multiple hirers, multiple times a day, the leisure industry can see locker use being 10 times that of any office environment, so the Metra lock is built to handle a lifetime of high usage.
“The locker can also be supplied with a range of locking technologies: RFID, keycodes, locks and key fobs as well as high technology locks integrated with access control systems.
“In the end, the innovative design, technology and corrosion proof materials means that our customers enjoy a reliable and modern system that will stand the test of time.”
Touch Screen Operation
American-owned Smarte Carte meanwhile has focussed on developing touch screen electronic lockers in recent years.
Their Smarte Carte SL-3000 has 12 proven operating modes to suit a multitude of needs. Options include single or multiple entry, which allows guests unlimited access to their belongings with one rental payment.
The SL-3000 is also Wi-Fi enabled and has the functionality to run detailed reports.
Marketing consultant James Croll is a regular contributor to Australasian Leisure Management.
VLocker’s Cashless Locker System at Perth’s Crown Casino
Aiming to enhance the guest experience, Perth’s Crown Casino now uses VLocker’s cashless locker system.
In June 2022 Crown Casino Perth approached VLocker seeking a modern locker solution for their basement casino entry areas due to performance issues with their existing supplier.
Why VLocker? A Seamless Transition to Modern Convenience
Looking for a new locker system, they aimed to solve problems with traditional storage methods. Within a month of deciding to entrust VLocker with their modern lockers, the sleek, aesthetically pleasing lockers were installed. They fit seamlessly with the venue’s world-class design. The change was a success.
Andrew Della Vedova, Crown Perth’ Loyalty Operations Manager, who joined the team around the same time, saw
how quickly the system was accepted and its benefits to both business and end-user, streamlining operations and improved guest satisfaction.
Cutting-Edge Features for an Effortless Experience
This locker system is fully cashless. It supports various digital payment methods, including Apple Pay and Android Pay. Access is easy with secure PIN codes, so there’s no need for keys or physical tickets. Designed for guests, the lockers are user-friendly and require little instruction.
Enhancing Operational Efficiency
VLocker’s system has greatly improved operational efficiency. The casino reports fewer guest complaints, showing the system’s reliability and ease of use. Routine maintenance takes no more than two minutes. The self-sufficient model reduces the need for outside support and licensing fees, saving money.
Della Vedova noted “guests have mentioned the simplicity of use. With less maintenance than the old system, staff can focus on other important duties.”
Elevating the Guest Experience
For many guests, the cashless locker system has been transformative. Imagine a visitor arriving at the casino, weighed down by bags after a long flight. They approach the sleek lockers, tap their phone to pay, and receive a secure PIN. The soft click of the locker door unlocking brings relief—they can now explore the casino hands-free, fully immersed in the experience.
The PIN-based access is especially handy in a lively casino. One guest, after an entertaining night, forgot their locker number. A quick code input revealed the exact location, saving time and frustration. This convenience sets VLocker apart.
Della Vedova added “we needed a locker system that matched our world-class facilities and was easy for guests to use.”
Reliable Support and Maintenance
Despite being low-maintenance, the system includes a 24-hour hotline for support. In rare cases of technical problems, such as internet outages, you can use manual override options to keep the service running. External maintenance was needed just a few times this past year. This shows the system is reliable.
Unforeseen Advantages and Guest Usage Trends
An unexpected benefit of the cashless system is a drop in lost items and forgotten cash. The casino has three banks of lockers that provide ample space for guest demand. Some users store their belongings for over 24 hours, but the slight over-capacity allows for smooth operation with less frequent maintenance.
A Model for the Future
Della Vedova is very satisfied with VLocker’s system. He values its efficiency, minimal staff involvement, and ease of use. He recommends this model to other businesses looking for a modern, hassle-free locker solution.
A Convenient Solution for Travellers
VLocker’s lockers help more than just casino-goers. They also support airport guests, layover passengers, and hotel visitors who need safe luggage storage. A traveller worried about their luggage while waiting for a late flight felt relieved. They used a secure, easy storage option that allowed them to enjoy the casino without stress.
Looking Ahead
With the system’s success, Perth’s Crown Casino has set a new standard for guest convenience and operational efficiency. VLocker’s cashless locker system shows how new technology can boost customer experience. Industry leaders are using it to drive positive change. For details go to www.vlocker.com
Metra Lockers installed at Sydney’s Gunyama Park Aquatic Centre (opposite left); Smarte Carte lockers (opposite right); Perth’s Crown Casino VLocker’s cashless locker system (above).
Aquatic Facilities at the Crossroads
Australasian Leisure Management assesses Royal Life Saving’s blueprint for the future of public pool provision
Aquatic facilities hold a unique and indispensable place in the Australian way of life.
With over 421 million visits annually, Australia’s 2,103 publicly accessible swimming pools deliver an estimated $12.84 billion in social value each year, supporting drowning prevention, physical activity, mental wellbeing and community cohesion.
More than just safe places to swim, they are community hubs that bring people together for relaxation, recreation, fitness and social connection, enabling significant social impact in communities Australia-wide, while providing state, territory and commonwealth governments with significant social return on investment.
These facilities are places where families and individuals of all ages gather to build memories, foster health, and learn essential life skills like swimming and water safety.
However, the viability and sustainability of Australia’s aquatic facilities are at a significant crossroads.
Research undertaken by Royal Life Saving Australia in recent years shows that 500 pools (primarily those built during the 1950s, 1960s and 1970s) are approaching the end of their lifespan … and there is no national plan to address this. In addition, the rising cost of utilities and workforce challenges introduce additional structural threats to the viability of community pools under current planning and delivery systems.
In addition, many communities are challenged by a lack of access to swimming pools. As revealed by Royal Life Saving’s State of Australian Aquatic Facilities 2025 report (released in February this year), millions of people - particularly in outer metropolitan and low cost housing areas - are missing out on access to safe places to swim and learn water safety skills, placing additional burdens on rescue, emergency and health systems.
This lack of access to pools means fewer opportunities for
children to learn to swim, pointing to excessive waiting lists for swimming lessons while current pool infrastructure is under pressure with far too few facilities in growing areas.
Commenting on the findings of the State of Facilities report, Royal Life Saving Chief Executive, Dr Justin Scarr explains “public pools are much loved essential community infrastructure that support community wellbeing and the Australian approach to drowning prevention.
“But for one in four Australians, particularly those in growing communities, there are simply no local options for safe access to swimming, aquatic exercise, and water safety education.”
The report details the significant impact of aquatic facilities, maps the availability of public pools against growing communities, and highlights sustainability challenges while also citing many examples of suburbs and communities where pools are over-capacity, with long wait lists.
Wanneroo Aquamotion in Western Australia (above) and Royal Life Saving’s State of Australian Aquatic Facilities report with Western Australia’s Toodyay Aquatic Centre on the cover (below).
For all your pool equipment, accessories & expertise.
Infrastructure Challenges
Despite their demonstrable community impact, Australian communities face significant aquatic infrastructure challenges. Many public pools are ageing, with increasing maintenance costs and declining usability. Regional and disadvantaged communities often lack access to modern and safe facilities, exacerbating social inequities.
Addressing these challenges requires coordinated efforts and sustainable investment models that balance community needs with long-term economic feasibility.
500 (approximately 40%) public swimming pools require replacement in the next 10 years, particularly in regional areas with 58% of aquatic facilities located in regional Australia.
The scale of the investment needed is significant with even a modest pool costing more than $10 million to build.
Royal Life Saving estimates the scale of the investment needed by 2030 to be $8 billion to maintain existing facilities. These replacement costs do not include new aquatic facility requirements for those suburbs and towns with significant population growth that warrant further aquatic infrastructure.
Royal Life Saving also notes that thorough planning is necessary to achieve effective outcomes - with lack of adherence to systematic planning models by councils having often led to ad hoc approaches - which has resulted in multimillion-dollar facilities that do not fully meet community needs and compromise the potential social value of public pools.
As RJ Houston, General Manager - Capability & Industry at Royal Life Saving, advises “research shows the planning approach to public pools is often ad hoc and politicised which can result in inappropriate facilities that do not align with the local community capacity, burdening councils with expensive assets that they cannot maintain.
“By developing a national framework for public pool planning and provisioning we can support better pool planning policies and grant programs which prioritise long-term community outcomes, which will ultimately support our goal that all Australians have a fair go when it comes to safe places to swim.”
With around a quarter of councils having low financial sustainability, and unable to sufficiently maintain assets like public swimming pools, there are additional problems in suburbs across urban centres where population growth has exceeded the capacity of existing aquatic facilities to deliver swimming and water safety programs and to allow the community to become physically active and socially connected.
Areas such as Western and South-Eastern Melbourne, Western Sydney and Southern Brisbane have experienced significant growth yet are lagging behind when it comes to the provision of public pools.
A 2017 Royal Life Saving study projected that by 2025 an additional 149 aquatic facilities and 151 swim schools needed to be built to meet population growth - a benchmark which has not been met - with the gap in pool availability likely to continue to deepen.
Facility Provision
Aquatic facilities are distributed all across Australia, including more than a dozen in very remote Aboriginal communities.
On the whole, many regional cities in Australia provide a lower ratio of population per aquatic facility than their capital city counterparts, and this is to be celebrated. All the major capital cities (with the exception of Darwin) provide relatively fewer public pools than regional cities. Major cities need to build more aquatic facilities in growth areas and account for densification.
Images, clockwise from above: Concept for the Yeppoon Aquatic Centre in Queensland, concept for the new Adelaide Aquatic Centre, and the remote Wadeye Pool in the Northern Territory.
Every facility has a story to tell. Journeys from concept to grand celebrate.
Surfaces are the largest features present at any venue. They take up
An analysis of the Royal Life Saving National Aquatic Facility Database shows that aquatic facility provisioning by regional areas is often variable.
•Most towns with a population greater than 1,000 have a minimum of one outdoor swimming pool (unheated and seasonal).
•Towns with a population greater than 5,000 often have an outdoor, 25 metre or 50metre pool (often unheated and seasonal).
•Towns with a population greater than 10,000 often have an indoor aquatic facility.
•Towns over 15,000 typically have an aquatic centre comprising a mix of indoor and outdoor pools.
The State of Facilities report also establishes several key metrics that can assist planners and policy makers in ensuring equitable access to the right pools in the right communities, such as average population to pool ratios and the types and features of pools appropriate for different community profiles.
Sustainability
Aquatic facilities require large amounts of energy to heat and disinfect pool water and to keep the lights on and can have a significant environmental footprint if not serviced by renewable energy sources.
Most legacy facilities run on natural gas, highlighting the importance of widescale programs to electrify existing aquatic facilities and increase their energy efficiency. Through innovative designs and upgrades, many facilities are reducing their carbon footprint, with some even achieving net-negative carbon footprints as a result.
While there have been some limited programs to encourage electrification upgrades, widescale nationally-consistent incentives should be rolled out to encourage national electrification of community pools, increasing viability and sustainability in the long run and contributing to healthier communities. Investment by Governments, specifically in programs that support measurement, reporting, industry-wide upskilling and learning, adoption and scaling of technologies that reduce carbon and enhance the efficiency of aquatic facilities, are desperately needed.
Water Usage
According to Sydney Water Corporation council-owned aquatic facilities in Sydney use around 1,000ML of water each year. They cite that an indoor, 25-metre pool with eight lanes can lose around 550kL of water each year through evaporation alone.
Hence, a significant amount of water can be lost to evaporation if its rates are not appropriately controlled. The evaporation of water elevates indoor humidity levels, necessitating control through augmented ventilation rates, further compounding energy consumption.
The report found water consumption in aquatic facilities within NSW highlighted a consumption range from 20L/bather to 60L/bather.
HVAC Systems
One of the most important and energy-intensive pieces of equipment in an aquatic facility is its HVAC (air handling) system. Balancing air and water temperature is crucial, as a significant temperature disparity might lead to elevated evaporation rates and community complaints about low water temperature, resulting in less pool usage by the public. Maintaining a harmonious link between air and water temperature is vital to achieve optimal humidity, user comfort and minimise swimming pool water evaporation.
The Pathway Forward
Without strategic intervention, Royal Life Saving fears that many communities risk losing access to safe places to swim, undermining efforts in public health, water safety education, and social inclusion.
As discussed at the Royal Life Saving hosted National Aquatic Infrastructure Symposium at the end of March, a coordinated national approach to investment, workforce development, and sustainability can future-proof aquatic facilities, and ensure they continue to serve millions of Australians for generations to come.
By embracing streamlined and targeted investment, along with forward-thinking infrastructure planning, Australia can maintain its reputation as a global leader in aquatic safety, equity, accessibility and innovation.
Royal Life Saving’s recommendations provide a clear blueprint for policymakers, industry leaders and stakeholders to drive meaningful, lasting improvements in public aquatic facility provision and management.
Nigel Benton
Royal Life Saving’s Key Recommendations
1.Establish a National Public Pool Investment Program
•Secure sustainable, dedicated funding to upgrade, expand, and replace ageing aquatic facilities.
•Prioritise equitable access, focusing on growth areas and underserved communities.
•Ensure investment in energy-efficient, climate-resilient pools.
•Support feasibility studies for low-resource councils and disadvantaged communities.
2.Develop a National Public Pool Planning Framework
•Guide state and local governments on equitable planning and investment in aquatic facilities.
•Implement systematic needs assessments to ensure investment decisions are focused on population growth, access through the asset lifespan, and fit for purpose design, and prevent overinvestment in areas with limited demand.
3.Strengthen Workforce Protections and Professional Development
•Strengthen approaches to auditing and assessment of safety and quality outcomes at aquatic facilities and training providers.
•Strengthen industry licensing / accreditation schemes, empowering workers and ensuring quality training and accreditation outcomes.
•Strengthen supports for aquatic workers who may face abuse and aggression through industry-wide measures.
4.Implement National Sustainability Standards for Aquatic Facilities
•Support widescale electrification and energy efficiency upgrades.
•Invest in water-saving technologies such as ultra-fine filtration and leak detection systems.
•Adopt baseline national energy and water benchmarks for public pools, incentivise accelerated improvements to reduce ecological footprint.
Sydney’s Gunyama Park Aquatic and Recreation Centre.
State of Australian Aquatic Facilities 2025
Benchmarking Social, Health & Economic Value, Access Equity & Sustainability
EXECUTIVE SUMMARY
The State of Australian Aquatic Facilities 2025 report provides a data-driven analysis of the current profile, state, challenges, and opportunities facing aquatic facility planners, owners and operators and governments. Using authoritative data sources this report presents a comprehensive assessment of the sector’s impact, recent funding landscape and sustainability challenges.
KEY FINDINGS & INSIGHTS
1. Aquatic Facilities: Social & Economic Value
2. Infrastructure Challenges & Investment Needs
• There is new data on the average ratios of aquatic facilities to population.
3. Workforce Challenges & Safety Concerns
421 million visits annually to 2,103 publicly accessible aquatic facilities across Australia
The social value of aquatic facilities has increased to $12.84 billion per year, up from $9.1 billion in 2021, and is inclusive of health, social, and economic benefits
Each visit to an aquatic facility generates $30.50 in economic
outcomes, reduced healthcare costs, and community engagement
Drowning remains a major public health concern, with 323 fatalities in 2023/24. Community access to public pools has been a key to the Australian approach to water safety and drowning prevention for generations.
Average Aquatic Facility to Population Ratios (approx):
- Capital Cities: 1:20,000
- Regional Cities: 1: 12,000
- National average: 1:13,000
• People living in many regional and outer-metropolitan areas lack access to aquatic facilities
This gap in access contributes to social inequities. New data shows a need for better planning frameworks that account for geographic distribution and population growth projections.
• More than 6 million Australians (24%) must drive more than 10 minutes to reach a public
rise to 7.3 million (29%) by 2032.
• 1.8 million Australians (7%) are more than 20 minutes away, highlighting the growing equity issue in public pool access.
• Analysis of Commonwealth investment shows $1.79 billion allocated across multiple programs, with $297.54 million (16.62% of total community infrastructure funding) going towards aquatic infrastructure in 2023 and 2024.
• Research shows 1 in 4 local
Councils fails to meet asset sustainability ratios
KEY RECOMMENDATIONS
1. Establish a National Public Pool Investment Program
2. Develop a National Public Pool Planning Framework
3. Strengthen Workforce Protections & Professional Development
4. Implement National Sustainability Standards for Aquatic Facilities
• Lifeguards responded to a 12.5% increase year-on-year in major incidents responded to by pool lifeguards. While causation is unclear, increased usage, a green workforce, fragmented approaches to training and accreditation and declining swimming skills post-COVID are
• There is an increasing trend of public aggression and abuse towards aquatic staff, requiring improved workplace protections, training and accreditation systems and support.
4. Sustainability & Climate Action
• Aquatic facilities are major energy consumers, requiring systematic upgrades to reduce environmental impact.
• The majority of pools still rely on natural gas, necessitating more renewable energy adoption.
• Water waste and energy with leaks, evaporation, and contributing to excessive resource consumption.
• Leading facilities showcase the potential for fully sustainable, net-zero energy operations.
Supporting Swimming’s Future
Australasian Leisure Management’s
Nigel Benton interviews
Brendon Ward of SWIM Coaches and Teachers
Australia
Experienced professional association executive Brendon Ward has been involved in the aquatic and water safety industry for more than 30 years.
Chief Executive of SWIM Coaches and Teachers Australia (SWIM/SCTA) - the peak body for swimming coaches, teachers and swim schools in Australia - since 2017, Ward has overseen the ongoing development of the body’s support of learn-to-swim programs, the swim safety industry and the sport of swimming.
SWIM and its SWIM Australia division is dedicated to developing world leading practices in the education, aquatic qualifications, professional development and ongoing support for swimming coaches and swimming and water safety teachers, as well as developing and empowering a swim school network through the delivery of world’s best practice guidelines, professional development programs, growth opportunities and business support.
A former competitive water polo player, coach and referee, Ward also has experience in TV sports commentary including two Olympic Games, a World Championship and a Commonwealth Games.
Australasian Leisure Management/Nigel Benton (ALM): “Having attended SWIMCON for the first time last year (to my shame) I saw an association in very good health. Can you explain this and your successes of recent years?”
Brendon Ward (BW): “It was wonderful to have you and the ALM team at SWIMCON24. I’ve been involved in Association leadership roles for the past 20 years, including a couple of turnarounds and have a deep understanding of what it takes for an association to be successful. Combine this with my longstanding passion and experience in aquatics and it’s a match made in heaven, for me at least!
“I’ve been very lucky to have had amazing support from our Board and to have built a fantastic team of staff, volunteers and third party providers who are all essential to who we are and what we do. Our culture is something I’m super proud of. We aim to act with integrity at all times and a bit of a mantra for us is to ‘do the right thing’.
“It has taken a while for us to get to this point though, and the first few years in the role there was a strong focus on our
SWIM’s Brendon Ward and Gary Toner.
Swim School Lesson. Credit: Shutterstock.
foundations. This included being crystal clear on our purpose, refreshing our strategic plan, getting the business model right and building our capability and capacity internally. The exciting thing is, as a team we’ve got so much more to give and loads of potential to explore.”
ALM: “What are the key issues that you face as an association?”
BW: “Like most associations, it’s about relevance in a time when disruption is prevalent. As a charity, we’re constantly challenged by the question of opportunity/cost and analysing what we can afford to do versus priorities, which at times may be competing.
“I’m an altruist, so love that everything we do gets pumped back into the industry and community we serve. I’m a firm believer that not- for-profit does not mean for-loss, so we try to make a surplus on everything we do which allows us to reinvest in people, services, products and advocacy.
“Sometimes it’s hard to describe who we are and what we do, but the power of associations is huge. Humans are social characters and we like to ‘associate’ with like-minded purpose driven people. There is an association for almost anything you can think of, and this helps drive a sense of belonging. In my experience, the people who are most engaged in their association tend to be the ones who thrive and are more successful as they are exposed to industry knowledge, networks and insights.”
ALM: “How are you facing up to challenges in talent identification and development?”
BW: “At an organisational level, we’ve changed our recruitment process significantly. Most organisations now look for attitude and behaviours in a new staff member. We ask good people to recommend other good people and our selection process is more like a coffee date than a formal interview.
Our culture is paramount and we want to work with people (staff and others) who we like and get along with. I’d much rather have someone who is passionate about what we do and provide them with training, than someone who is technically sound but doesn’t fit into our team.
“The same applies for our community, especially in competitive swimming. However, Swimming Australia is doing outstanding work in this area, complemented by the State Swimming Associations and State Sports Institutes. As such, this has been something we share within our professional development and conference sessions but don’t take a lead on.”
ALM: “Is SWIM addressing coaching development and education?”
BW: “We definitely have a significant role to play in this space, and not just for swim coaches. A key benefit for us is the spectrum we cover. We talk about ‘bubbles to gold’ as a concept. From babies learning to blow bubbles through to gold medals on the world stage, we inspire and develop our community to create lifelong swimmers who thrive and succeed.
“Another core aspect for us is partnering and collaborating for purpose. The pool of other organisations in swimming and aquatics is deep and wide. We bring our own perspectives and bias with us but generally speaking we’re better together. This absolutely includes the great work we are doing with Swimming Australia in the coach development and education space which, arguably, is a key reason why Australian Swimming has been so strong for decades.
“Our philosophy and desire are to be the respected voice at the table. A voice that comes with knowledge, expertise, insights and experience. When I think about the combined industry knowledge across our Board and staff, there is in excess of 1,000 years of experience that we can tap into. That’s gold if we harness it and stay nimble and fresh in our approach and thinking.”
ALM: “What do you feel is the role of technology and data analysis in swim teaching and coaching?”
BW: “Technology and data analysis are not only inevitable but they are essential for success and continuous improvement. One role of an association is to provide advice and leadership on new and innovative developments. I’m not sure we’ve nailed this yet, but we are constantly looking at what’s going on internationally and in other industries to benefit our community.
A good example of this is what’s going on in the online and AI space. We were quick to move to a blended education model with online content and we’re now working with AI to generate content and assessments. From a coaching perspective, Swimming Australia have been leading the way internationally in this area and it is something that I am sure will continue given the tiny margins that separate finalists and podium finishes on the world stage.”
ALM: “Are the activities undertaken by your members being adequately funded?”
BW: “Unfortunately, every business must cut their cloth to suit what they can afford. Should there be more funding for learn to swim and water safety? Absolutely! Is this likely to happen in the short to medium term? Not unless we can make a united concerted effort across the industry for initiatives that are evidence based with exceptional outcomes.
The same goes for pay rates for coaches and teachers. There needs to be greater recognition, and financial reward, for those at the coalface. Those people who dedicate their time and energy to teach a life skill. Coaches who develop swimmers
Swim school coach. Credit: Shutterstock.
Brendon Ward and Jade Edmistone.
into wonderful people who provide meaningful contributions to society. So, no! our members are not being adequately funded.”
ALM: “How are member demands changing and how are you reacting to this?”
BW: “As technology improves, more people are able to access for themselves more of the traditional things that associations used to do. As a result, we constantly survey our members and the wider community to understand what they need most from us. Something that is top of mind at the moment, and which is being driven by legislation changes, is the whole area of health and wellbeing.
This is one example where we need to take a lead as we think about working hours, societal expectations and employer/ employee obligations. Another example is environmental impact and our leadership around energy efficiency, sustainability and carbon footprint. These all require resourcing and commitment to affect change, and do not typically generate revenue to implement or sustain.”
ALM: “Have you seen the coaching employment model change from club employed to other employment (facility employed, sole traders etc.)?”
BW: “Most definitely. A good number of coaches used to be self-employed, perhaps supplemented or augmented by a pool lease and/or swim school as a viable employment model. This has been eroded hugely with the vast majority of public pools now leased by management companies. Many coaches are now being enticed into private schools or universities for a more lucrative employment arrangement. A key opportunity for us, and the wider industry, is how we can promote swimming and aquatics as a career pathway.”
ALM: “How does SWIM balance support from grass-roots participation through to high performance development?”
BW: “It’s an ongoing challenge for us. Each one drives the other in many different ways. Our vision of ‘enabling excellence in swimming and water safety’ is not mutually exclusive and at different points in time we focus our attention in different areas depending on multiple factors. With three distinct constituent groups (swim schools, coaches, teachers), I can honestly say that across the board we focus on all three equally, but at times it may not appear that way to each of those groups.
We have four advisory committees mostly aligned with our constituent groups who help determine our priority areas and provide valuable insights on what we do. Along with our Board, they keep us honest and accountable.”
ALM: “Do you have any views on the current structures of swimming competition?”
BW: “The current structure of swimming competitions has served us well for generations. However, society is changing and so are the expectations of participants, parents and media. For decades now there has been a population shift to pay for play experiences rather than the traditional club-based model.
We’re seeing this in things like open water swims and cycling events. But now we are also up against a vast array of nontraditional sports and activities that people can choose from. To continue being relevant and successful I think there is a need to innovate and modify our competitions.
Look at what cricket has done with a gradual move from five day test matches to T20 competitions. I think there is an opportunity for swimming to embrace that as well with sprint only events, team competitions that are short, sharp and made for TV racing to build fan engagement and participation.”
ALM: “In recent years, SCTA/SWIM was caught up in Swimming Australia’s governance issues. Are you pleased with the way they have been resolved?”
BW: “Our relationship with Swimming Australia is the best that it’s been since I started. I do think we are a respected voice at the table now and I am very happy with the contributions we are making to swimming in Australia. Of course, there will be aspects that we may not agree on, but if there is tension, it is healthy, which generates great discussion and will lead to better decision making.”
ALM: “How do other associations in your space, such as ASSA, impact on what you do?”
BW: “Competition can be good. It drives performance and provides impetus to continue raising the bar on what we do and why we do it. The ultimate winner should be the community and target groups we serve. If competition leads to better outcomes, I’m all for it. From our perspective we keep an eye on what other organisations are doing but our focus is firmly on what we can control and on our own outputs.”
ALM: “How do you work with associations in wider aquatic industry ecosystems such as Royal Life Saving, AUSTSWIM and state bodies like ARQ, ARV etc?”
BW: “The wider aquatic industry eco-system is actually quite complex. If the industry was to start again from scratch with a blue sky approach, I don’t think we would replicate what we have now. However, we apply an acid test to how we work both within the aquatic industry and for affiliated organisations. This includes reflecting on the purpose of any collaboration, strategic alignment, what the objectives and likely outcomes might be and whether there is mutual benefit.
As mentioned before, we want to work with people who we like and get along with which includes aspects like trust, integrity and relationship. We’re actively collaborating with a number of key aquatic industry organisations for things like SWIMCON25 in Adelaide – stay tuned for exciting announcements regarding this in the very near future.”
ALM: “How do you sum up your role as an industry leader?”
BW: “I strongly believe I am a steward in a role for a very short moment in time. If I can help to leave the organisation in a better position than I found it, I will be very happy. If I can empower people to perform to the best of their ability while being good humans who can grow and develop - happy days!
“The most important thing for me is the legacy. The tangible outcomes we achieve along the way are a bonus, especially if we can make a positive difference in the lives of the people we serve.”
Brendon Ward and Bruce Hopkins.
Keeping youth in the game
Dr Neil Gibson suggests five ways to halt the decline in sport participation among adolescents
With the Brisbane 2032 Olympics just seven years away – to be followed by the 36th Olympiad in 11 years time - athletes who are in their early teens now will be coming into their prime when these competitions roll around.
These aspiring athletes (and their parents) will be looking ahead and thinking about the type of training they will need to do and competitions they will need to enter to be in with a chance of taking part.
Yet the challenge they and the clubs they represent face is staying in the game.
It may be hard to imagine that young athletes flush with enjoyment and ambition would decide to give up before they had reached their potential. However, this is exactly what is happening. A study published in 2023 in the journal Research Quarterly for Exercise and Sport showed that across multiple sports, participation rates in Europe decline from the age of 14 years.
A similar trend is apparent in Australia with participation rates falling across many sports at the start of the adolescent years. Even more worrying is the recent statistic that in disability sports, participation starts to decline earlier from as young as 11 years.
Factors contributing to the decline in participation are multifaceted. Some are related to the changes in physical appearance and coordination that accompany the growth spurt which marks the start of adolescence, around 12 in girls and 14 in boys. Other factors are psychosocial in nature, think peer pressure coupled with greater autonomy to choose alternative pursuits. Irrespective of the cause, the drop in participation is a challenge for the long term health of young people and for clubs who want to grow, rather than reduce, their membership base.
1. Competition
Despite parents advising that ‘the main thing is to enjoy it’, sport has a nasty habit of supplanting this notion with one that prioritises competition. While a child’s early years are characterised by sessions designed to be fun and light hearted, most sports, by the time young people reach adolescence have abandoned this approach in search of a competitive edge.
This change in focus is part of the reason adolescents are leaving sport in their droves. The majority of young people, once they reach their teens, have realised that their chances of being a professional athlete or attending the Olympic Games are slim at best. This is underpinned by the dose of realism that comes with the recognition that their skills and/ or discipline falls short of the more athletically able among their peers.
Those destined to compete at the super echelons of their chosen sport have already been selected into programmes that have a schedule designed to achieve the desired aim. Swimmers will be in the pool at least five days a week as an example. However, if you want to remain in sport simply to have fun and socialise with your friends there are limited options.
The adolescent years cause us to rethink the value we place on the opinion of those in our social circle. Adolescents may not want to compete in sports in which they feel a sense of incompetence compared to their peers or where there is the possibility of them being embarrassed. Competitive sport ignores all of these concerns.
Rugby (and contact sports more generally) lose a significant proportion of those who play in their early years when physical contact becomes a bigger factor in the game. Many young people when asked to compete against peers who have developed more quickly and show greater physical prowess decide at this point that the sport is no longer for them. Yes, other versions like Oz Tag or touch rugby exist however this means changing clubs or playing at a different time of year and in a league which may not include their friends. It is easier to stop playing.
Universities have taken on this challenge by hosting leagues which offer students the chance to play in organised but not competitive sport on their campus. They require limited or no commitment to travel to other institutions and are focused on developing new friend groups rather than competing. They are highly popular and have been shown to attenuate the drop in physical activity that often accompanies campus life. Why can’t clubs offer something similar for adolescents?
2. Keep it local
A benefit of organised but non-competitive leagues, such as those championed by universities, is they focus on a smaller geographical area. Games are played on local fields close to areas of high residential density. Their informality allows
multiple games to be played in close proximity without the need for technical areas, spectator segregation zones and overly strict rules and regulations.
Their local focus ensures that young people can get to and from the event with greater ease and with less reliance on family members or carers. A really innovative solution might see them hosted within school grounds by keeping the gates open after the afternoon bell has sounded.
The latter point is worth emphasising. During early childhood, children are taken to and picked up from sport by their parents, family members or carers. As adolescence approaches children are more likely to be given the responsibility of getting themselves to and from sporting activities allowing family members and carers to relinquish their role as chauffeur.
At this point the location of training and competition becomes important. If children cannot get there easily and safely, they are likely to stop attending all together.
3. Coaches and coaching
The adolescent years present significant challenges for young people, at school, at home and in their social circle. Sport, at least to some, will feel like a sanctuary. A place where they can switch off from stressors and immerse themselves in an activity they enjoy. It also represents time away from their mobile phone and social media, something few other activities provide. It is hard to scroll when taking a 3 point shot from the free throw line or defending in hockey. For some it will be one of only a few times in the week they are physically active or have a mental break from studying.
Coaches must understand their role in creating this environment and be suitably skilled and experienced to do so. Your club should spend time considering who is best to coach these age groups and which skills are most beneficial. This may mean favouring those with greater social and communication skills over technical knowledge per se. Coaches should understand that too much pressure at this age can be a bad thing, as can too many rules, particularly around attendance. Young people have lots going on and coaches can help by fostering an environment which recognises these additional pressures and responds accordingly. Best to have someone attend infrequently for a year or two than lose them altogether.
4. Create a destination
Phrases such as ‘destination’ and ‘place making’ and ubiquitous with design meetings however have more significance than you might think for your club. When a destination is created and place making pursued, clubs become vibrant centres that attract and retain members of all ages.
This is something sports clubs have, in large part, forgotten how to do. They function only for training and competition
with young people arriving and leaving according to the times dictated by their coach.
To attenuate the decline in participation rates, clubs should create spaces where young people can congregate before training, where homework can be done, where they can interact with peers, and enjoy a safe space. This is the essence of place making. Create something that people want to be a part of. It doesn’t need expensive or necessarily new facilities, much can be made with modest amenity if you have the right people to fill it.
There are additional benefits to creating an inclusive and welcoming club. Your club can use the captive audience to offer activities that might otherwise compete for the attention of members. I am yet to meet a parent who is not concerned that their children are, or will in the future, swap being physically active in favour of the exciting (if not sedentary) environment that online video games provide.
By offering a space where young people can do both increases the attractiveness of sport clubs and prevents a choice being made between one, sport, or the other, screen time. Such an approach is likely to appeal to a broad base and so increase participation. Adolescents go where their friends go. The more you are able to cater for a broad set of interests the more likely you will be to maintain participation rates.
5. Physical activity and none specialisation
The task of maintaining participation rates among adolescents is a whole of system approach. The greatest gift sport and therefore clubs can give to their early childhood participants is to promote and extol the virtues of being physical through a range of different activities.
Declining participation rates are in some part the result of burn out and a loss of interest in the chosen activity. A young gymnast of seven years will already, at some clubs, be training for nine hours per week. This may very well be a requirement to progress in the sport, however leaves little time to try other activities. Should that young gymnast reach the age of 12 and realise that they no longer enjoy the sport or do not want to commit to such intense levels of practise, what do they fall back on? The answer, often, is nothing.
Football has a similar issue. Young players are identified at the age of eight and enter into academy systems that train them three to four times per week with a game at weekends. By the time they reach the age of 14 they have already been playing the sport for six years and will have another seven to go before they are, statistically speaking, likely to make their debut at a first team or professional level.
For some this represents their dream and would happily play and train even more if they could. Others, especially those who see others around them as being more competent, may elect to withdraw and stop playing. Cue stories of how potential was lost because the lure of parties, relationships and less disciplined pursuits was too strong to resist in one’s formative years.
Clubs should do everything they can to promote the role of sport in helping people to be physically active and where possible, engaged in as many different activities as possible. This should be pursued even if in the short term it encroaches on time spent with your club.
This might extend to encouraging parents, family members and carers who bring their children to training and competition to themselves be physically active at the same time. Or, asking the same family members to get involved with the club as volunteers The more benefit there is in being part of your club, the more likely family members are to encourage and support their children to remain involved through periods when their enthusiasm and motivation wanes.
Dr Neil Gibson is the Project Director for Blacktown International Sportspark and Blacktown Exercise Sports and Technology Hub.
Sport coach. Credit: Shutterstock.
Belgravia Group is a family owned, family run, multigenerational business servicing Australia and New Zealand.
Divided into activity-based and business services, Belgravia Group is delivering sport, fitness and wellbeing opportunities to improve the lives of as many Aussies and Kiwis as possible and bestpractice business support solutions allowing existing and emerging businesses to reach their peak.
Established 1990.
www.belgraviagroup.com.au
Keeping guests coming backwith confidence
Shane
Armstrong looks at the common incident management challenges faced by sport and event venues
Whether it’s a packed AFL game at Marvel Stadium, a recordbreaking game day at the MCG, new music at the Sidney Myer Music Bowl, precinct-wide activations at Melbourne Parks, or the world’s best battling it out at the Australian Open or the State Sports Centre - seamless coordination, communication, and rapid response are critical. That’s why Australia’s premier venues are turning to 24/7 Software.
In today’s environment, venue operations can’t afford to be siloed. From guest experience to maintenance, risk mitigation to staff processes - the need for real-time intelligence and a single pane of glass for decision-making has never been greater. That’s exactly what 24/7 Software delivers: a unified, industry-leading platform trusted by the world’s most iconic venues.
Complete Control, One Platform
24/7 Software goes beyond incident response. It unifies guest experience, safety, service, maintenance, communication, and analytics into a single platform - fully mobile, cloud-based, and integrated with your existing tech stack.
From IoT sensors and access control to VMS and crowd analytics, our platform connects it all - turning disconnected data into actionable insights via strong integrations with leading partners.
Austin Naylor, Operations Manager, Sofi Stadium & Hollywood Park notes “while some tools handle emergencies, 24/7 Software delivers a complete operational command centre - giving venue teams one place to see everything, act quickly, and improve continuously.”
Smarter Capabilities that Scale with You Incident Management: Respond in real time with configurable workflows, mobile alerts, and digital audit trails - reducing risk and liability, whilst ensuring guest safety every time.
CMMS + Preventive Maintenance: Automate work orders, manage asset lifecycles, and ensure every facility is performance-ready - from back-of-house to the front of house and everything in between.
Inspections: Schedule or trigger inspections via mobile - from pre-event readiness to compliance checks and equipment reviews.
Real-Time Communication: Guests connect with your team through SMS, MMS or WhatsApp - while staff respond faster using mobile alerts and live chat queues.
Task & Request Management: Assign and track everything from escort requests to cleaning duties in one place - with full transparency and accountability.
Lost & Found: Digitise your lost property process, reduce admin, and increase returns with a guest-facing portal and smart search tools.
Venue Analytics and Integrations: From cleaning response times to crowd flow insights and asset usage, dashboards provide real-time performance, benchmarking and event reporting.
GlobalCommand: Enterprise-Grade Oversight, Without the Overhead.
As venues scale, so does the need for centralised coordination. GlobalCommand enables Global Security Operations Centres (GSOC) capability - delivering multi-venue, real-time oversight without the legacy baggage or million-dollar control rooms.
Now rolling out across Stadiums Queensland, GlobalCommand brings together incident data, workflows, maps, and real-time alerts into one view - supporting coordinated response, strategic planning, and global benchmarking across the network.
GlobalCommand can be adapted for venues of all sizes and industries and is already trusted by renowned multivenue groups including Six Flags Entertainment Corporation,
Images (clockwise from top left): AFL match at Marvel Stadium; Australian Pool Life Saving Championships at MSAC; Melbourne’s Sidney Myer Music Bowl concert; live event; Australian Open crowd. Credit: Shutterstock.
Kroenke Sports & Entertainment, SoFi Stadium and Hollywood Park, and Maple Leaf Sports & Entertainment.
GlobalCommand is setting a new standard for operational excellence in the sport and entertainment industries. Consolidating data from multiple systems into centralised dashboards, allowing operators to monitor security, optimise guest experiences and track facilities management - all in real time.
Trusted in Australia - Connected Worldwide
Across Australia, 24/7 Software is powering operational excellence at:
•Sidney Myer Music Bowl, transforming real-time response and event communications
•Melbourne Parks, supporting the Australian Open and yearround precinct events
•Marvel Stadium, scaling operations for AFL and entertainment
•State Sports Centres, delivering control for grassroots and elite sport
But our strength goes beyond local delivery. With over 10,000 venues globally, 24/7 Software customers benefit from a vibrant community of like-minded operators - sharing templates, workflows, integrations, and proven best practices.
The platform is trusted by leading venues and events across North America, Europe, the UK and beyond, including all Madison Square Garden Entertainment and The Sphere in Las Vegas, Allegiant Stadium, LIV Golf, AT&T Performing Arts Center, Crypto.com Arena, Los Angeles Convention Centre, Tottenham Hotspur, The 02 Arena and a growing number of
Enhancing event operations at the Sidney Myer Music Bowl
The implementation of cloud-based venue operations and safety management platform, 24/7 Software, is enhancing operations for the Arts Centre Melbourne’s iconic Sidney Myer Music Bowl through improved event communications, workforce management, incident responses, and guest experience across its events.
As one of Australia’s premier outdoor venues, Sidney Myer Music Bowl hosts a diverse range of events, from large-scale concerts to cultural festivals and recognised the need for a robust system to manage the increasing complexity and scale of its operations.
By implementing 24/7 Software’s comprehensive platform, the venue has achieved a significant increase in recorded incidents and tasks managed, reflecting a more proactive and organised approach to event management.
Since deployment, Sidney Myer Music Bowl has significantly improved its ability to track, manage, and resolve incidents and tasks, creating a safer and more seamless experience for staff, performers, and patrons.
stadiums, arenas, theme parks, performing arts venues and convention centres globally.
Our global presence gives Australian venues access to enterprise-grade innovation, while our local support ensures relevance and responsiveness on the ground.
Integrate. Automate. Elevate
24/7 Software integrates seamlessly with:
•Access control systems
•CCTV and video management systems (VMS)
•Environmental sensors and IoT
•AI crowd analytics and people counting
•Ticketing and staff scheduling tools
This means fewer screens, less manual input, and smarter operations through true platform integration.
Smarter Operations. Safer Venues. Happier Guests
With 24/7 Software, your venue gains:
•One unified platform - the single pane of glass your team needs
•Modular and scalable capabilities for any venue type or size
•Real-time visibility, compliance tools, and preventive maintenance
•Built-in guest service tools that enhance loyalty and trust
•Operational insights and enterprise-wide benchmarking
Because when your team is empowered, and your tools are connected - your venue runs better. And when guests feel safe, supported, and impressed, they keep coming back.
Optimising Event Management for a World-Class Venue
The introduction of 24/7 Software has allowed Sidney Myer Music Bowl to transform its incident logging and management, task automation, and operational communication - ensuring that event day operations run more efficiently than ever before.
Martin Pound, Head of Sidney Myer Music Bowl at Arts Centre Melbourne noted “implementing 24/7 Software has resulted in significant improvements and efficiencies to how we manage events. We’ve seen greater visibility of the number of incidents and tasks logged, and this has allowed us to resolve them in real time, which has helped us provide a safer and more efficient environment for all.”
The software’s customisation and mobile-friendly features allow frontline staff to report and manage issues instantly, reducing reliance on outdated systems while enhancing visibility across the venue.
With streamlined workflows, teams can respond faster to incidents, track communication in real time, allocate resources efficiently, and maintain a world-class guest experience.
Setting
a New Standard for Operational Excellence
Sidney Myer Music Bowl is the latest major venue to implement 24/7 Software in Victoria, joining other global event spaces, including Melbourne & Olympic Parks (M&OP), MCG/MCC, Marvel Stadium and the State Sports Centre Trust.
Shane Armstrong, Senior Director APAC at 24/7 Software added “we are proud to support Sidney Myer Music Bowl in its mission to provide exceptional event experiences. Our software has helped leading venues worldwide improve efficiency, safety, and guest satisfaction, and we’re excited to see these benefits at Sidney Myer Music Bowl.”
Through automated workflows, live dashboards, and seamless communication, the software provides venue teams with data-driven insights to optimise performance across events.
The Fitness Industry’s Rising Generation of Entrepreneurs
Australasian Leisure Management explores
The ever-evolving fitness facility and technology space has seen a new generation of entrepreneurs emerge in recent years.
Tech savvy and data driven, these entrepreneurs are defined by a unique blend of traits, innovation and adaptability, on a continual process of both driving and responding to a growing consumer demand for personalised, convenient and immersive fitness experiences.
Australasian Leisure Management explores how they are not only delivering inclusive, accessible and community-focused solutions but how they are also positioning themselves as leaders in the future of the industry.
As for the gender imbalance, we invite reader comments … Karen Sweaney.
With thanks to Brittany Bennett, founder and Director of Bennett PR and all contributors.
Justin Ashley, co-owner and Chief Executive, One Playground
One Playground, a brand on a mission to ‘Inspire Change’, started in 2011 as a humble bootcamp and has since grown into one of the most awarded fitness and wellness companies in Asia Pacific.
Justin Ashley explains “traditionally, most gyms prioritised machines over people, designs lacked inspiration and, in many cases, environments were created where members and staff are more likely to fail than succeed.
“As a result, the industry was unable to achieve its primary objective to improve people’s wellness.” Ashley wanted One Playground to be a catalyst for change, designing environments that focus on creating an experience that members love, and a culture where staff and members succeed.
One Playground has evolved from Fitness Playground into a full-service wellness brand - and with this, has earned titles like the Boutique Gym of the Year and one of Australia’s Top 50 Places to Work. The brand now operates five premium locations, with three more on the way in 2025 - each of them uniquely designed to support the community they are set to become part of.
He explains that “the world doesn’t need more gyms, there is one on every corner.
“However, the world needs better gyms - the kind where members love the experience; an environment they love spending time in and cannot wait to tell all of their friends about. This is what will determine whether a new business will ever become a sustainable brand.”
Elaine Jobson, co-owner and Chief Executive, Jetts Fitness
With over 30 years in the
“My career has included leadership roles with major brands such as Virgin Active and Fitness First, working alongside visionary entrepreneurs like Sir Richard Branson and Mike Balfour OBE.”
Having led a successful management buyout of Jetts in 2022, Jobson has driven the brand’s expansion both in Australia and internationally.
Passionate about building high-performing teams, she explains “I believe that a company’s success is directly linked to the happiness and engagement of its people. This philosophy is the foundation of my book, High Performance through Happy People, which explores how great culture fuels business success.”
She adds “successful entrepreneurs and leaders understand that culture is not an afterthought, it’s the foundation of a thriving business.
“The most innovative ideas and ambitious strategies will fail without a team that is engaged, empowered, and aligned with the company’s mission. Investing in people and creating an environment where they can do their best work isn’t just good leadership, it’s smart business.”
global fitness industry, Elaine Jobson advises that she has “had the privilege of leading highperformance teams and scaling businesses across multiple markets.
Shaun
Krenz, co-founder and Director, AusFitness Expo
Shaun Krenz, a pivotal figure in transforming the Australian fitness industry through dynamic live experiences, has led the evolution of fitness exhibitions across the national market since 2009.
Under his leadership, The Fitness Show was developed into a robust portfolio of events.
Originally a singular annual B2B event, it expanded under his guidance into a series of four annual events across Sydney, Melbourne (launched in 2014), Perth (launched in 2013) and Brisbane (acquired in 2015), each catering to both B2B and B2C audiences.
This growth culminated in the sale of the Fitness Show business to Reed Exhibitions in 2017, where he continued to lead until 2020.
Spearheaded by Krenz and his team, the launch of AusFitness Expo with National Media re-established a vital platform for fitness suppliers to present top-tier and innovative solutions.
This venture also provides in-depth content that charts a course for future success across the community.
A well-known face across the global fitness industry, Krenz has an enviable book of contacts and understands how to truly connect suppliers with buyers.
His forward-thinking approach has consistently revolutionised the traditional expo model, leading to a series of notable achievements.
Behind this success he identifies four key factors.
David
“Vision: It’s all about having a clear vision of what you want to achieve and making sure everyone on your team is on the same page. It’s not just about setting goals, but making them exciting and reachable.
“Adaptability: The fitness industry changes fast, and you’ve got to keep up. This means always being open to new ideas and ready to shift gears when needed.
“Resilience: Things won’t always go as planned so being able to bounce back and keep your team focused and positive is crucial.
“Lead by Example: The best way to inspire your team is to be the example of what you expect from them. Show up every day ready to give your best, and they’ll likely follow suit.”
Altamura, co-founder, Wildsoul
Asked about leadership, David Altamura states “be prepared to allow your team to follow a journey that may not immediately lead to the outcome you want.
“Establish a clear message of the business culture and ethos, then allow flexibility that aligns with your team members’ personalities and work styles.
Celebrate the small victories along the way with the team, and learn from the mistakes as a team.
Wellness
“Allow your team to flourish in the respective roles, and be aware that if you add to the role, it may detract from their current strengths.”
Jarron Aizen, founder and Chief Executive, Hapana
Hapana, a leading fitness software platform designed to help ambitious fitness businesses to accelerate growth and deliver exceptional member experiences, was “bootstrapped” by Jarron Aizen into a global success, now serving thousands of fitness businesses and processing billions of dollars over its decade-long tenure.
Aizen’s multifaceted technical background - spanning product development, engineering, customer operations, sales, finance and corporate governance - has been instrumental in scaling the company. Today he oversees Hapana’s vision, product suite, team culture and global expansion, cementing its reputation as a critical tool for ambitious fitness businesses worldwide.
When he’s not in the boardroom, Aizen can be found skiing and spending time with his family.
He explains “to be a leader is to take responsibility. Responsibility isn’t a burden - it’s the cost of building something great that goes beyond yourself.”
Ben Lucas, founder, Flow Athletic
Ben Lucas, the founder of one of Sydney’s premier fitness and yoga studio, states “leadership is the backbone of any successful business, and running a thriving gym has taught me that great leadership extends beyond the weights and the treadmills. It’s about building a team, a tight-knit community and staying adaptable to the ever-changing industry - as we all know, fitness trends and preferences come and go.”
His top leadership lessons include a commitment to “lead from the front - your team members look to you for energy, motivation and example. Whether that is by showing up early, how you treat people, training alongside your team or maintaining a high standard for yourself, leading by example creates a culture of excellence if you want your trainers to be dedicated, disciplined and professional, you need to embody those traits first.
“Empower your team - avoid micromanaging. Instead, build a team that feels trusted and capable. Invest in their education, encourage them to take ownership of the classes they teach. Celebrate their wins and their growth. Your team is more likely to invest in your gym’s success if they feel valued.
“Put culture first - the energy and culture of a gym can make or break it. A strong community is what keeps members coming back. The best way to build a good culture is to ensure your staff is aligned with your values. Hire for attitude and train for skill. When your team genuinely enjoys working together, members will feel the positivity. Fitness is a personable business after all.
“Adapt and innovate - fitness trends evolve quickly. As a leader, you need to stay ahead, whether it’s through tech, such as online programming, new training methodologies or unique experiences (such as our upcoming Festival of Music and Movement). Embracing change and adapting will keep you relevant and competitive.
“Know your numbers - passion may drive business, but your numbers sustain it. Membership growth, retention, PT revenue and class occupancy rates are all metrics that tell you what is
working and what is not. A strong leader knows how to balance the love of fitness with smart business decisions.
“Be relentlessly customer-focused - your gym isn’t just about workouts, it’s about people. Prioritise the member experience, from how your front desk team greets your clients to how your trainers engage in sessions. Every touch point matters. Happy members are the best marketing, as with most gyms, your audience is hyper-local, and people talk.
“Make decisions with a long-term mindset - short-term wins are great, but sustainability matters more; whether it is pricing, hiring and expansion decisions, I always ask myself, will this move support the business and community in the long term? Don’t implement a quick fix if it will compromise your long term success.”
He goes on to say “much like training for a marathon, leadership is about consistency, endurance and adaptation. You won’t always have the perfect answers, but if you commit to growth both personally and professionally, you will build a business and a team that thrives.”
Deborah Goldberg, co-founder, FUEL Women’s Fitness Business Summit
A dynamic entrepreneur, strategic consultant, and brand builder with nearly two decades of experience across the fitness, wellness, and lifestyle sectors, Deb Goldberg is known for launching and scaling global fitness brands - including Zumba Fitness and Piloxing - across the Asia-Pacific region.
With an exceptional ability to turn visionary ideas into commercially successful, culturally resonant businesses, her work blends sharp business intelligence with a deep understanding of audience engagement, community-building and brand growth.
As the co-founder of FUEL Women’s Fitness Business Summit, Goldberg has become a powerful voice in championing female entrepreneurship, creating platforms where women in business come together to learn, lead, and grow.
A Certified Chair with the Advisory Board Centre, and recently appointed to the Advisory Board for AUSactive’s new Diversity, Equity and Inclusion Committee, she brings her passion for representation and industry change to a national stage.
She is also a sought-after advisor for emerging brands - known for her ability to shape strategy, catalyse revenue growth, and create experiences that drive both transformation and commercial impact.
Sharing her thoughts on leadership and entrepreneurship, she advises “women are launching businesses at faster rates than ever before, with women-owned businesses now representing over 42% of global entrepreneurship - yet access to capital, leadership positions, and long-term support remain disproportionately out of reach.
“In corporate leadership, only one in four C-suite leaders are women, and even fewer are women of colour. These numbers don’t reflect the capability or ambition of women - they reflect the need for structural change and intentional elevation.
“To me, leadership is about vision, service, and action. It’s about building systems that empower others to lead, thrive, and create. My mission has always been to create transformational spaces - whether through events, consulting, or brand partnerships - where women rise, revenue grows, and impact scales.
“We have a responsibility to ensure the next generation of leaders not only looks different - but leads differently.”
Andrew
Holder, founder and Managing Director, Revo Fitness
When Andrew Holder founded Revo Fitness in 2012, he saw a clear gap in the market - Australians wanted high-quality fitness facilities that were accessible, affordable and simple.
At just 21 years old, he set out to create a new kind of gym experience, one that removed unnecessary barriers, while delivering a premium offering. Revo Fitness has since disrupted the industry with its high-value, low-cost model, redefining expectations and becoming a market leader.
What began as a 200 square metre gym in Shenton Park, Western Australia, has since evolved into Australia’s largest independent gym operator, with 53 locations nationwide and a clear path to 100 by 2027.
This exponential growth has been driven by Holder’s steadfast commitment to Revo’s member-first philosophy, focusing on delivering state-of-the-art facilities and delivery of a seamless no-fuss experience.
Today, more than 10 million sessions take place in a Revo gym each year.
Owen Bowling, co-founder and Chief Executive, Coach Welly
Coach Welly is a health technology company using a combination of AI, fitness content, biometrics and gamification with cloud-based software to provide a personalised user experience at scale.
With over two decades of fitness industry experience, Owen Bowling has founded multiple companies that provide fitness products, education, marketing and technology to customers in over 25 countries.
He comments “as a serial entrepreneur with more failures than successes, I believe entrepreneurship is a game of resilience.
“The ones who succeed aren’t necessarily the smartest, but they are the most relentless, most resilient and they balance the fine line between ignoring most people’s opinions while taking heed of the right advice or market feedback in order to adapt where needed.
“Not all leaders need to be entrepreneurs, but all entrepreneurs need to be leaders if they are building something important.”
Holder’s impact extends beyond Revo’s rapid expansion with his commitment to community having seen Revo invest significantly in grassroots sports, mental health initiatives and local partnerships, ensuring the brand’s success and growth directly benefits the communities that surround it.
While his success has been acknowledged through numerous accolades, such as winning the prestigious 40under40 Award, his focus has never been on growth for growth’s sake - rather, it’s about reshaping how Australians engage with fitness and helping Australians live life, better. Every new gym, every decision and every step forward is rooted in his original mission: to make highquality fitness available to all.
Reflecting on this success he notes “it’s incredible to have played a role in helping shape the health and fitness journeys of so many Australians over the past 13 years.
“For me, leadership is about setting a clear vision and making sure every decision aligns with it. From day one, Revo has been about creating something that truly adds value to people’s lives and making health and fitness accessible to more people - and that’s still what drives me every day.
“It’s not just about opening more gyms, it’s about ensuring every Revo gym delivers on our promise of quality, accessibility and inclusivity.
“Building a business requires discipline, understanding what works and never losing sight of why you started in the first place. Growth only works if it’s sustainable, and that comes down to making the right calls at the right time, staying true to your values, and always putting the members interests first.”
Advising that entrepreneurship is a constant process of learning and adapting, he added “what worked yesterday might not work tomorrow, so you have to stay sharp and be ready to evolve.
“We are always listening to members and looking ahead to pre-empt what they may want, while also considering what we can do better and continuing to remove barriers to fitness.”
Matt
Gordin, Chief Executive, Boutique Fitness Studios
Matt Gordin believes that Leadership in a fitness business isn’t just about managing operations and notes “it’s about inspiring a team, fostering a positive environment, and, if you want to stay ahead of the game, constantly evolving.
“A great leader sets the tone for both staff and clients, ensuring a business thrives in an ever-changing industry.”
Sharing his thoughts on leadership, he advises “don’t take things too seriously. While professionalism is essential, fitness in an industry is built on energy, motivation and fun.
A leader who can stay light-hearted, adapt to challenges with a sense of humour and maintain a positive attitude will create an environment where both staff and clients enjoy being. Stress and negativity can be contagious, but so can enthusiasm and optimism.
“A strong fitness business is built on people, so looking after your staff and building a great team should be a priority. When employees feel valued and supported, they will be more motivated to go the extra mile for clients and the business. Investing in staff training, fostering a supportive culture and recognising achievements will help develop a dedicated, highperforming team.”
He also notes “’be firm but fair’. This is key to strong leadership. Set clear expectations, hold staff accountable and also show understanding. Employees need to know they are supported, but they also need to meet and understand standards.
“Continuous improvement is essential. Always look for better ways to do things, and never stop learning. That is how you will stay relevant.
“Finally, be a ‘duck’ - calm on the surface but paddling hard underneath. A leader should project confidence and control, even when managing chaos behind the scenes.”
Jared
Hobbs, founder of Joy in Movement (J.I.M.)
Jared Hobbs states “as a leader and entrepreneur, I’ve built my approach around their key principles: Serve, Simple and Speed. These values not only guide how I lead but also how I shape the culture at Joy In Movement (J.I.M) and our approach to franchising.”
Serve - ‘How to serve, not be served’
“Great leadership is about service. At J.I.M, we succeed when those we support - our franchisees and members - succeed. Our role as a franchisor is to empower franchisees, providing them with the tools, systems and support they need to thrive. In turn, their focus is on serving members, helping them achieve their fitness goals and experiencing the benefits of infrared training. When we put service first, success naturally follows.”
Simple - ‘Fancy fails, simple scales’
“Complexity kills momentum. I encourage my team to strip things back to what truly matters: simple, effective systems and processes that drive results. Whether it’s our business model, our workouts or how we scale, simplicity creates clarity and consistency.
“Perfection is the enemy of progress. I believe in moving fast, testing ideas in real-time and refining as we go. Whether launching new locations, improving operations or innovating our tech-driven workouts, we take action first and adjust along the way. Speed allows us to stay ahead, adapt quickly and seize opportunities as they arise.
“These three principles have been instrumental in our success so far, and they continue to guide how we lead, scale and evolve.”
As identified in our audience insights and industry influence survey, see page 66, readers asked for a greater focus on leadership in our content.
If you would like to contribute on any aspect of leadership, at any level in the industry, please email: leisure@ausleisure.com.au
Function for Life
Ken Baldwin is committed to reversing thinking that older adults should ‘wind down’
Australia is undergoing a demographic transformation, with more than one in six of the population now aged over 65 - a number that will continue to rise for the next two decades.
In addition to this population shift, there is a changing mindset within this demographic - and those a few years youngerwith many of today’s over-50s not winding down but instead investing in their health, seeking expert support and redefining what it means to age well.
As defined by the World Health Organization (WHO), active ageing - also referred to as ‘positive ageing’ and ‘healthy ageing’ - is the process of optimising opportunities for health, participation, and security to enhance the quality of life as people age. It emphasises maintaining or improving physical, mental, and social well-being throughout life, focusing on the importance of staying active and engaged in various aspects of life.
Opportunities in this area were identified by AUSactive’s last trends survey - released in October last year - which identified fitness programs as the top industry development for 2025.
AUSactive Chief Executive Barrie Elvish said as health and wellness continue to evolve, a new wave of fitness trends is emerging for 2025, reflecting the diverse needs and interests of individuals across different life stages.
He noted “keeping active can mean very different things to each individual who exercises, and this year’s trends showcase a fantastic range of just how people are keeping moving.
“With people living longer and seeking to maintain active lifestyles, fitness programs tailored for older adults are gaining significant traction. These programs are designed to improve a health-related quality of life and promote independent living, catering specifically to the baby boomer and older generations.”
However, a number of factors can work against this There are many reasons as to why older adults don’t remain activeand the first is a community mindset where there has long been a train of thought that once you reach a particular age or start to slow down people should take it easy and rest.
Unfortunately, this notion that people should be ‘put out to pasture’ is also emphasised by many in medical practice.
However, we now know that we must continue to move, be active and change our lifestyle to one of health to help us live longer with less pain and enjoy life.
Like most things in our industry, our programming is based on the aerobic or fitness principles of strength, cardio, endurance, flexibility and body composition. So, when training our clients, we tend to focus on whichever one of these we feel our client needs most.
Seniors Fitness Class at Wurdi Baier Stadium, Torquay, Victoria.
Time has shown us that we can gain improvements in these areas, but they don’t necessarily translate to overall better health.
There has been lots of research over the last ten years that has shown that health is multi-faceted and not just based on fitness. In fact, especially with the ageing demographic, it is crucial to have carry-over to everyday life. Better health incorporates activities that lead to improvement of their daily routines and tasks.
Until recently the best methods of success for gains in fitness and health, were thought to be long and slow processes of doing exercises lightly with lots of repetitions and slowly. While this may build some endurance for some activities, it does not transition well into everyday life or improve the client’s overall quality of life.
The Healthy Ageing Institute, of which I am Director, has taken the latest research and applied it to programming to enable clients to get the best individualised programs. All components of fitness are touched on as well as many other areas to ensure that we focus on longevity and use this as a template to ‘Function For Life’ and not just fitness.
We target our goals towards independence of life, and the skills required to remain independent for as long as we can, without being frail, losing independence and ending up in full time care. This creates a model for functionality and looks at the impacts of disability so we can work on the key movement foundations that include balance, falls prevention, strength, power work and cardiovascular work.
There are several obstacles that need to be overcome to assist us with the programming. The first and most important one is education and being able to provide the reasons for what seniors are doing. We also have to look at physiological and mental components and not just the physical.
Functionality allows people to replicate everyday life activities and train for them. Incorporating basic full body movements like squatting, lunging, balancing and hip hinging to allow greater movement will only help people in remaining independent.
The Healthy Ageing Institute runs an accredited course for instructors called the Functional Ageing Exercise Training course and it is based on the Nagi Model of functionality and independence, and looks at what we need to do to remain physically active.
Based on this we apply the research and adapt a broad approach to look at how we can put individualised programming together based on what clients can do, not what they can’t.
There are many things we need to take into account when programming for active ageing.
We then look at various assessments and gauge what the client needs first and then work through the model to give an overall program. Here we are mindful that many in this age group may be unfamiliar with gyms as they exercise in locations such as community based club or halls.
Research has shown us that one of the most important aspects to develop is power, as this gives us the ability to accelerate, decelerate, be agile and move confidently and prevent further physical declines.
Active ageing needs strength training, but power training is far more important to slow the ageing process and allows us to do everyday activities better for longer. This leads to greater agility which in turn helps in falls prevention, balance and mobility.
We cannot continue to just work on the basic components of fitness as these do not carry over into physical function and independence. Not doing the right amount or types of exercise can result in dysfunction through lack of use or improper use.
The Functional Ageing Exercise training course provides this and more with further focus on mindset, medical conditions, the right exercises and techniques to do. Let’s create a safe and learning environment to get results for our clients based on current science.
Ken Baldwin is co-founder of the Healthy Ageing Summit and Director of the Healthy Ageing Institute.
Ageing Well
It has been observed that if the Australian fitness industry increased its engagement among people aged over 65 from the current 1% to 15% it would likely double in value and size, capitalising on a growing demographic with potentially higher participation rates.
Numbering more than five million this Baby Boomer (those born between 1946 and 1964) market is one of Australia’s largest population groups - and its number will continue to rise over the next two decades.
Experienced in this and the wider over 50s market, Ken Baldwin, co-founder of the Healthy Ageing Summit and Director of the Healthy Ageing Institute, notes that “there is a changing mindset among adults with today’s over-50s not winding down but instead investing in their health, seeking expert support and redefining what it means to age well.”
While traditionally people become less active as they age, Baldwin is encouraged that this over 50s demographic is currently the fastest growing segment in gym memberships - with participation in structured fitness, wellness and active lifestyle programs already increasing year-on-year.
Entrepreneur Tony de Leede, who has been at the forefront of the wellness and fitness industry for nearly 40 years, sees an “irrefutable” business case for trying to reach this market, explaining that “over-50s now make up nearly half of the population in much of the western world, and they have the highest disposable income of any group … and they’re spending their money on products and services that improve their health and lifestyle.”
Fitness programs for seniors. Credit: Technogym.
Senior Fitness. Credit: Pexels.
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In practice private operators, local government and community groups are stepping up to meet this demand.
Examples include Melbourne’s Club Active which caters specifically to those over 50, providing a medical-grade gym and allied health services. In addition, the Diamond Valley Sports and Fitness Centre and Bentleigh Fitness Centre also have dedicated programs for seniors, emphasising strength training, balance, and social activity while Active Manningham offers classes to help older adults improve cardiovascular health, build muscle strength and maintain physical independence.
In Sydney, several programs cater to the fitness needs of older adults, focusing on active ageing and promoting healthy lifestyles.
These programs include government-funded initiatives like ‘Moving for Life’ and ‘Exercise Right for Active Ageing’, along with community-based programs like those offered by Australian Multicultural Community Services (AMCS).
Brisbane City Council offers a variety of fitness and wellbeing activities across its facilities for individuals of all ages, fitness level and ability.
Into this mix comes local government with its significant investment in parks-based outdoor exercise equipment designed for older people to help improve balance, strength and functional movement.
Forpark, which over the last decade has diversified from supplying outdoor play equipment to offering outdoor fitness installations, explains “outdoor gyms provide community members of all ages and fitness levels with free access to exercise equipment and facilities. Cost and convenience are widespread barriers to exercise for many Australians, so the benefits of free access can’t be overstated.”
While great attention is paid to affluent baby boomers, there is significant divergence in spending power within this demographic.
Research released last year by Monash University found that more older Australians would exercise if classes were subsidised.
Commissioned by Exercise and Sports Science Australia (ESSA), the research found subsidised 12-week exercise classes of low-to-moderate intensity, and run by accredited exercise professionals, led to “significant improvements in physical function” and less time sitting.
Looking at the ‘Exercise Right for Active Ageing’ program for which each participant paid an average $8 per class, cost was reported as a major barrier to participating in exercise programs for older adults.
It identified that older adults would benefit from receiving financial subsidies, from governments for example, for group exercise classes.
Another factor that is often overlooked is how do people whose mobility may be reduced get to facilities and programs as limited access to reliable and affordable transportation can create barriers to participation.
Karen Sweaney
People
Mark Arbib named AOC Chief Executive
The Australian Olympic Committee (AOC) has appointed sports administrator and former Federal Sports Minister Mark Arbib as its new Chief Executive.
Arbib is taking over from Matt Carroll, who has stepped down from the role he has held for the last eight years.
Arbib said he was thrilled to be taking on the leadership role adding “it’s an honour to help lead this great movement. The Olympics are the pinnacle of sport - both in Australia and across the globe.
“I am committed to working tirelessly for athletes - and making sure they are at the heart of everything we do. There are no better role models in sport.”
People in Brief
Touch Football Australia has announced a new era of leadership, with the appointment of Marcus Ashcroft as Chief Executive and the addition of three new Directors to its Board - Danielle Smith, Sharyn Williams and Brad Fittler.
Jessica Battams has been promoted to the role of Director, Public Relations - Events at the South Australian Tourism Commission.
Dr Sarah Benson has been confirmed in the role of Chief Executive of Sport Integrity Australia.
Eugenie Buckley has been appointed Deputy DirectorGeneral of the Olympic and Paralympic Games Office.
Craig Davidson has been appointed as the new Chief Executive of Tourism and Events Queensland.
Music Victoria has announced the appointment of Fiona Duncan as Chief Executive.
The Australian Marine Conservation Society (AMCS) has appointed Paul Gamblin as its new Chief Executive.
Australian Professional Leagues (APL) Commissioner Nick Garcia has departed his role with current APL Chair Stephen Conroy to take charge of the A-Leagues competition.
Steve Good has joined VenuesWest (Arena Joondalup) as Aquatics Supervisor.
Kate Gould has been appointed as the new incoming Chief Executive of Adelaide Festival Centre - Australia’s first major performing arts centre.
Christchurch’s Orana Wildlife Park has named Rachel Haydon as its new Chief Executive.
The Australian Sports Foundation (ASF) has appointed Professor Sarah Kelly as its new Chair and Tony Hallam as a new Director of the Board.
Jonas Leisure’s Alissa Lim has moved to the role of Group Manager at Perpetro Software.
Todd Liubinskas has been named Chief Executive of fitness racing brand YOHKA Sports.
Older adult exercise program. Credit: YMCA South Australia.
Myzone announces global leadership appointments
With a goal to drive product development and business growth, fitness technology leader Myzone has announced three significant appointments to its global leadership team.
Jennie So (above left) joins the business as Chief Product Officer, Kyle Millroy (above right) joins as Senior Vice President of Global Sales and Craig Artley has been appointed as Chief Financial Officer.
Leading on product development and innovation, So, based in Hong Kong, comes with 25 years’ product experience working for brands such as Burberry and WeWork.
The fitness technology leader has also appointed Jo Walker as Head of Brand and Communications, bringing a wealth of experience in fitness and wellness within the SaaS sector.
Send your people news to leisure@ausleisure.com.au
AUSactive is boosting its Western Australian team with the appointment of Karinda Lobb to spearhead the upcoming Million Moves launch and assist with important advocacy work for the industry.
The Adelaide Festival Corporation Board has appointed Matthew Lutton as Artistic Director of the Adelaide Festival from 2026 to 2028.
Lauren McDonald has been named APAC Franchise Operations and Development Manager at REVL Training.
Lisa Owen is the new Communications Manager at Anytime Fitness.
Maud Page has been appointed as the new Director of the Art Gallery of New South Wales.
Tamworth Regional Council has appointed Roz Pappalardo as its new Entertainment Venues Manager.
Sarah Podesta has been appointed as Product Growth Manager - Aquatics at Belgravia Leisure.
Boccia Australia has appointed Kelly Rourke as its inaugural Chief Executive.
Leonie Shaw has been appointed General ManagerMarketing and Customer Engagement at BlueFit.
Themed attractions and entertainment designers Pico Play have promoted Mark Snell to the role of Head of Creative Art.
Brisbane Convention & Exhibition Centre has appointed Karyn Sutton as their new Communications and Marketing Manager ahead of the Centre’s 30th anniversary this year.
Sport Alliance, the Germany-based provider of innovative software solutions and services to gyms and fitness suites (and owner of Perfect Gym Solutions), has appointed Alexandar Vassilev as its new Chief Executive, succeeding Gregor Bieler. Emmett Williams has been appointed Managing Director of ABC Fitness.
The Venue Management Association has announced that Mark Zundans CVE, General Manager of The Gabba, has been named as the new Chair of its Venue Management School (VMS).
ICC Sydney welcomes UTS graduate
International Convention Centre Sydney (ICC Sydney) has selected Bachelor of Management (Events) graduate Emily Howe to join its ranks as part of a new Event Management Graduate Program delivered in partnership with academic powerhouse University of Technology Sydney (UTS).
The two-year paid graduate program commenced in January and will see Howe gain exposure to multiple disciplines - from business development to event planning and event delivery, plus insights into customer service, finance, risk and marketing.
AFL reshuffle sees Mahoney land new role
The AFL has announced changes in its football department with Josh Mahoney named the League’s new General Manager of Football Performance and Nicky Couston named its Head of Talent.
Mahoney moves from his current role as General Manager of Football Operations into the Head of Football Performance role, which will see him lead the talent, umpiring, player movement, game analysis and coach and player engagement portfolios.
Couston also takes on the Head of Talent role on a permanent basis, having been in the position on an interim basis since October last year when Grant Williams departed the AFL.
Fluidra Commercial moves to strengthen business development team and marketing leadership
Fluidra Commercial has appointed Bernard Schenk as WA/ SA Business Development Manager and Danny Valk as NSW/ACT Business Development Manager.
With extensive experience in the aquatic industry, the pair bring valuable expertise to support Fluidra Commercial’s continued expansion across Australia.
Schenk, formerly of Elite Pool Covers, and Valk, formerly of Hayward, will play integral roles in driving business development efforts in the various states across Australia.
In addition, Fluidra has expanded Brad Hampton’s role to the new position of Technical Sales, bringing his expertise from Chadson to the whole of Fluidra Commercial.
To further support this growth, Yvette Audet has been appointed as Commercial Marketing Manager for Australia and New Zealand.
Brisbane 2032 Organising Committee makes Chief Sport Officer appointment
The Brisbane 2032 Olympic and Paralympic Games Organising Committee (Brisbane 2032) has announced the appointment of Kit McConnell as Chief Sport Officer. McConnell is currently the International Olympic Committee’s Sports Director and has had an extensive career across the international sporting landscape and Olympic Movement, dating back to his role within the Sports Department as part of the Sydney 2000 Games Organising Committee.
Credit: AFL Photos
Credit: Brisbane 2032
Move more
David Burns introduces a bold vision for a healthier, more active Western
Sydney
Western Sydney faces a physical inactivity crisis, with over 40% of adults not meeting recommended activity levels - a figure significantly higher than in other parts of Sydney. This widespread inactivity incurs costs in terms of increased health burdens, lost productivity and premature mortality.
WSYD Moving instigates a system-wide approach to tackle these critical challenges and reduce health inequity. Launched as a Health Promotion Charity during the WSYD Moving Symposium in November 2024 at CommBank Stadium in Parramatta, the initiative represents a significant advancement in community health.
At the symposium, the White Paper Tackling Inactivity and Inequity in Western Sydney: A Systems Approach, co-authored with the Centre for Western Sydney at Western Sydney University was released.
The report details barriers to preventing residents from accessing physical activity and advocates for a comprehensive strategy to foster active lifestyles and equitable recreational access.
Background and Need - Inactivity in Western Sydney
Physical inactivity is a major health challenge in Western Sydney, characterised by significantly lower participation rates than the rest of Sydney. This disparity contributes to preventable health conditions and exacerbates existing inequalities.
Western Sydney residents face systemic barriers such as socioeconomic status, cost of living pressures, lack of time, cultural, religious and language factors, and environmental
challenges like walkability, heat vulnerability, and inadequate local facilities. Approximately 13% of the population suffers from Type 2 diabetes, with elevated rates of obesity and heart disease also prevalent.
The Centre for Western Sydney quantified the economic impact of this inactivity at approximately $1.5 billion per year. This includes the cost of the health burdens, lost productivity, and premature mortality.
Western Sydney is home to 10% of Australia’s population, making it a key region for driving nationwide health improvements. By increasing physical activity levels in Western Sydney and reducing the associated health burden, we have the potential to create a ripple effect that enhances the overall health of the nation. A healthier Western Sydney can lead to a healthier Australia, lowering national healthcare costs, increasing productivity, and improving social and economic well-being.
WSYD Moving Inspiration and Origin
Launched by Collective Leisure, WSYD Moving operates as a registered health promotion charity, led by a board of directors.
This initiative brings together over 250 practitioners, academics, and researchers from more than 100 organisations, sharing a vision for a healthier, more active Western Sydney.
Inspired by GM Moving, the UK’s leading proactive health initiative founded in 2015, WSYD Moving adopts a ‘Whole of System Approach’ to tackling inactivity. A formula that has been recognised as best practice in the UK and endorsed by Sport England for its effectiveness.
GM Moving recorded inactivity levels in Greater Manchester decreasing 2.5x faster than the national average as a direct result of the collaboration and leadership.
What’s Needed - Insights from Western Sydney
At the WSYD Moving Symposium 2024, consultation with 165 delegates highlighted four critical themes for driving change: 1.Strategic coordination across the system is essential
Liverpool Local Active Partnership inaugural meeting (above); White Paper Tackling Inactivity and Inequity in Western Sydney: A Systems Approach (right); and David Burns launching Health Promotion Charity during the WSYD Moving Symposium (below).
2.A significant leadership role is required to forge and maintain connections
3.A substantial gap in available data hinders evidence-based program and strategy development
4.System mapping is necessary to identify common goals, align advocacy and pool resources
The newly established board has created the WSYD Moving Playbook to guide our efforts, combining insights from the symposium and the White Paper.
Forming Local Active Partnerships
One of the key next steps for WSYD Moving is establishing Local Active Partnerships (LAPs) at the local government area (LGA) level. These place-based networks unite local organisations, community groups, and stakeholders under a shared vision: to make movement, physical activity, and sport more accessible and inclusive for all. Each LAP is tailored to the unique needs, challenges, and opportunities within its respective LGA, ensuring community-led solutions that drive meaningful impact.
The first LAP was convened in December 2024 at Liverpool Council Chambers, where stakeholders committed to bimonthly, in-person meetings to sustain collaborative efforts. The second meeting took place in February 2025 at Lurnea Community Centre, featuring Charishma Kaliyanda, State Member for Liverpool, as the special guest.
Her presence underscored the importance of local political leadership in advancing systemic efforts to combat inactivity and inequity in Western Sydney.
In a Private Members’ Statement in NSW Parliament, she later noted “I acknowledge and commend the authors of the report, as well as WSYD Moving and David Burns, for their effort in putting together the research and the goal of inspiring movement in the region.”
A Bias for Action
Despite the lack of dedicated funding, WSYD Moving actively continues to advance the ‘movement for movement’ and has been featured on multiple radio platforms.
I advocate for urgent, system-wide solutions to this growing health and economic burden as physical activity is ultimately an equity issue.
It’s not just about individual choice; it’s about how the system works. Greater cross-sector collaboration is our superpower.
As a charity, we rely on funding and volunteer support to ensure our impact is realised, we must keep the momentum going. As a systems approach, small investments can have large impact.
As WSYD Moving looks ahead, the importance of action and collaboration is emphasised to overcome these challenges. They are proving that momentum and collaboration can drive real change. Now it needs funding support to scale these efforts and make an even greater impact.
Emphasising the importance of action and collaboration in overcoming these challenges, WSYD Moving Chairperson, Lori Modde comments “the power of WSYD Moving lies in its
ability to unite sectors, organisations, and communities under a shared vision for a healthier Western Sydney.
“While funding remains a challenge, we are proving that momentum and collaboration can drive real change. Now, we need investment to scale these efforts and make an even greater impact.”
David Burns is Convenor of WSYD Moving and founder and Chief Executive of certified social enterprise Collective Leisure.
For more information or to request a copy of the WSYD Prospectus to support the work of WSYD Moving he can be contacted at E: davidb@wsydmoving.com.au, WSYD Moving’s priority areas and next steps to drive transformative change are outlined in the full report available on the WSYD Moving website at www.wsydmoving.com.au/.
Extracts from the
WSYD Moving Playbook
Vision
A healthier Western Sydney community
Mission
To systemise and enable the community to reduce inequity of access to healthy lifestyles.
What Do We Do?
•We advocate to influence multi-generational change in active lifestyles for health and well-being.
•We build the story of what’s happening in Western Sydney and make that accessible to all.
•We lead the system wide approach creating the conditions to reduce inequity in the Western Sydney system for improved health and well-being.
•We convene opportunities to connect and instigate action across Western Sydney that leverage resources more effectively.
•We have strong governance to ensure the sustainability of the organisation and its aims and develop trust from the system to realise our goals.
•We have robust information and research that helps us to evaluate our impact and identify gaps that require attention.
Values
• Aspirational with Courage
• Transparent Leadership
• Collaborative
• Sustainable
• Inclusive & Accessible
• Community Led
The charity gets its launch at the WSYD Moving Symposium at CommBank Stadium in November 2024.
Requirements
•Min 500 members
•Min 400m2 premises
•Profitable over the previous 24-36 months
•Opportunity to grow
•Multi-club operations (desirable but not essential)
•Will consider franchised locations if the franchise can be terminated
Down South
James Heffield considers whether Invercargill’s model could help solve a national problem
Nestled at the foot of New Zealand’s South Island and off the usual tourist track, Invercargill doesn’t always come to mind when people discuss examples of leisure management innovation.
However, there’s an argument it should, at least if you ask Rex Capil, the Group Manager of Community Spaces and Places at Invercargill City Council.
The southern city has a population of just 50,000 people, yet it is surprisingly well served the with facilities, offering a wellequipped aquatic centre, a rugby stadium with a capacity of 17,000, an internationally recognised indoor event centre and sprawling parklands that occasionally play host to top-level domestic cricket matches.
Capil advises “what we’ve got for a city of our size is pretty special and one thing that’s blown me away during my 18-months at the council is the number of users our facilities get through their doors.
“Our pool and Stadium Southland get something like 400,000 visitors a year, which is pretty good. They are there for the whole region - not just Invercargill.”
A unique leisure landscape
One of the things that makes Invercargill different to most other places in New Zealand - and one of its advantages according to Capil - is that it has a legislatively mandated body, the Invercargill Licensing Trust (ILT), responsible for the sale of alcohol in the region.
Governed by the Invercargill Licensing Trust Act 1950, the Trust operates under a framework that gives it exclusive trading rights for taverns, hotels and off-licences in the city. It owns and manages nearly all the city’s licensed premises, including bars and liquor stores, and is obliged to reinvest profits from alcohol sales back into the community, including into schools; sports facilities and clubs; and cultural groups.
Every year millions of dollars are redistributed via this model - more than $217 million in the past 80 years - reducing the burden on the council and ratepayers when it comes to funding the city’s leisure and social infrastructure.
Capil notes “it is a unique model, and we need to continue to fight for it because it’s a massive benefit to our city.”
ILT Stadium Southland
One of the shining lights of Invercargill’s leisure landscape is ILT Stadium Southland, opened in 2000 and redeveloped in 2014.
This 10,000-square-metre venue has been through its fair share of trials and tribulations, including a high-profile roof collapse in 2010 following a southern snowstorm. It has bounced back strong and now offers indoor courts; seating for more than 4,000 people in its main sports arena; and a world-class velodrome that was New Zealand’s first 250 metre international indoor cycling velodrome when it opened in 2006.
Stadium Southland also offers a climbing wall, conference and trade floor space and elite sport training facilities used by the Southland Stags, Southern Steel, Southland Sharks and other up-and-coming Southland sportspeople.
Silverferns playing at ILT Stadium Southland (above) and ILT Stadium Southland exterior (below).
Explaining that “it’s a great facility and I’m very supportive of promoting it as a world-class venue” Capil says the emergence of another 250-metre world-class velodrome in Cambridge on the North Island, means there are now more options for people wanting to run major national or international velodrome cycling events in New Zealand. However, he maintains that Stadium Southland’s velodrome continues to be top notch, and the complex as a whole is also a well-regarded netball and events venue, and a premier conference and trade show destination. It also provides a lot of value as a community facility. Some walking groups hold indoor walking events around the velodrome, particularly during winter, and the event space has hosted a Maori food festival and other community events.
Splash Palace
Another centrally located facility is Splash Palace, a wellregarded aquatic centre used by the Southland community, as well as for many national swim meets and competitions. It offers a 50-metre lap pool, a leisure pool with waves and sprays, a tots’ pool, a learners’ pool, and other amenities including a water slide, spa pool, sauna and on-site café.
Capil regularly swims at the facility and says it is popular, with people swimming at all hours of the day.
Splash Palace’s leisure pool had its foam tile flooring renewed in March and there are grander ambitions to enhance the facility within the council’s long-term plan, including the possibility of adding another recreation pool within the complex.
That would expand the aquatic centre’s capacity, while also offering the possibility of providing a service to the hospital as
Swim school at Splash Palace (above) and Splash Bash pool party (below).
a therapeutic pool, and to the region’s top sport people as a recovery facility after matches and major events.
The plan is still in its conceptual stages and making it a reality will require a true partnership approach, with Capil commenting “there’s a saying - if you want to go fast, go alone, but if you want to go far, go together.
“The development of any new pool would have to be a coalition of the willing, and we would look at it from a health and wellbeing perspective, how it can support the green prescription concept.”
Queens Park
Featuring picturesque parklands and botanic gardens, Queens Park has a long history of hosting community and regional sporting events.
Late 2023 saw the return of top level domestic cricket to the park when the Otago Volts took on the Auckland Aces, and a number of matches have been played since - most recently the final round-robin fixture of this year’s Ford Trophy, between the Otago Volts and Northern Districts.
Capil says the value of Queens Park shouldn’t be underestimated as a community resource that caters for all kinds of active and passive recreation.
Rugby Park Stadium
One of the hottest topics in Invercargill at the moment is the future of Rugby Park. This popular Southland venue has a capacity of 17,000 and is home to Rugby Southland and one of the region’s premier sporting teams - the Southland Stags.
The venue made headlines last year after the council pressed pause on multi-million-dollar maintenance and safety works at the stadium. Earthquake strengthening work on its main stand is still progressing and the venue will be available for domestic rugby this year, but roof repairs and other works planned for subsequent years remain under review.
Capil sees that the decision is about ensuring the park is sustainable and developed in the right way for the city’s future.
He acknowledges Rugby Southland does a “fantastic” job promoting rugby and the stadium. Rugby Southland’s ‘Stag Day’ event attracted a season-high crowd of 7,300 spectators when Southland played Otago last year, and it is targeting a crowd of 10,000 when the two archrivals clash again in the opening Stag Day fixture of this year’s NPC on 10th August. While those numbers are healthy, Capil says the future financial sustainability of the stadium will involve broadening its use for other activities too.
He states “we’ve got to be realistic and understand where Rugby Park sits in the national context. Dunedin has Forsyth
Bar Stadium and there will be a major stadium in Christchurch this year, so we’re probably not going to see an All Blacks test (here in Invercargill).”
Domestic NPC matches are more likely and Capil is hopeful the Otago Highlanders might play Super Rugby matches at the stadium in future, but outside of that there is potential for the stadium to explore hosting more community events and business conferences.
He adds “we are looking seriously at what a sustainable outdoor venue might look like, not just for rugby but for the wider community … built infrastructure around the field, conference facilities, leased office space or space for physios, that kind of thing.”
Queens Park paddling pool and splash pad (above) and botanic gardens (below).
Aerial view of Rugby Park.
There is also potential for Rugby Park to host more festivals, as well as events like farmers markets, which could attract large crowds in an agricultural region like Southland.
Approaching the future with eyes wide open
Whatever the future holds, Capil says it is important that all of Southland’s venues continue to have their own distinct offerings, going on to say “we certainly don’t want to cannibalise other facilities, it’s about growing the pie rather than taking a cut out of it.”
The council also needs to take stock of changing demographics. The city grew by just 1% last year, but the make-up of its communities is still shifting, Capil says.
These days Invercargill is home to larger Asian and Pacifica populations than it has had in the past, and like many other
cities in New Zealand, its population is slowly skewing toward the older age bracket.
That means the council will need to look at its leisure facilities and leisure programming through a new lens, and the kinds of sport and community events the city hosts in the future will have to evolve.
Capil concludes “we have got to keep our eyes and ears open and continue to look after what we’ve got, because what we’ve got is pretty special.”
James Heffield is a journalist and director of Wellingtonbased communications consultancy Last Word. He has written for some of New Zealand’s best known media publications and worked with some of the country’s most trusted brands, from Tourism New Zealand and the New Zealand Rugby Union to PricewaterhouseCoopers and the New Zealand Mountain Safety Council.
Invercargill’s Rugby Park.
Driving Trust and Opportunity
Steve Drury explains why brand reputation matters more than ever
In an environment of short attention spans and continual disruption, brand-loyalty can be a tenuous ideal. Fine if you’re selling fast fashion or disposable product experiences - no one expects them to last. And, you’re less likely to care about customer churn. For the rest of us, building a business that values loyalty and puts effort into a quality service offering, there’s more at stake, and more to protect. Among things we’d consider most central to healthy business, Reputation still heads the list.
COVID shook us all and few were immune from its impact; good companies and bad, survived - or didn’t - and businesses, markets, people and relationships were tested. Post-recovery, if we can call it that, heads are back down; ‘get the numbers back up, find good people again’… all important stuff, of course - no question.
But many of us are prone to short memories and we can fall victim to the urgency of ‘what’s on the desk’ at any one moment. Perhaps some level of reflection on the business is timely once again and a brand health check (see later) may be worth considering.
Let’s agree, most of us believe our own PR at some point; it’s as true for B2B as for consumer brands - and we don’t take the opportunity to stop and ask what others see in us, our products or services.
How we conduct business impacts perception, it affects brand value - and reflects on leadership. In more adverse scenarios, we see the headlines, the share-price drops - and the people caught in the fall-out. Companies good and bad, their products, supply chains and people are put through the grinder. In many cases, comprehensively unnecessary and avoidable.
And it can get expensive. Reputations hard-won over many years can be lost overnight: - fiduciary competence and care become top of mind when shareholder value finds itself inextricably linked to regulatory reporting; sponsors,
with their own brands to protect are mindful of stakeholder expectations, as sporting codes and the teams who rely on them face public scrutiny; environmental ‘greenwash’ messaging doesn’t cut it when consumer groups and advocates take public action.
And so on.
Relative to the above, there are less expensive, prudent actions to improve and sustain reputational value; these could include:
-Obtain a competent, independent review of product and operational standards;
-Understand what your competitors are doing, claiming, saying - comparisons can be instructive;
-Conduct focus groups to tease out issues of product efficacy, brand personality, relevance and trust.
-Consider your ‘social license’ - far from being a vague, woke notion, it asks you to consider your position and claim against customer experience or societal expectations, and (in some scenarios) any relevant regulatory regime.
Importantly, you may find out what you didn’t know. Tick some of those boxes with due care and you may be in healthier territory - perhaps an improvement in operations, or a more robust product offering, a clear point-of-difference or more effective communication options.
In my years with McCann Erickson and Young & Rubicam (agencies) - we would view Nielsen data for client’s warehouse stock movements (sales), and subscribe to McNair media surveys for audience stats (ratings)… but if we wanted to check the pulse of consumer/stakeholder attitudes and experience, we would enlist firms like Hugh Mackay’s consultancy or more recently, CIA (Consumer Insight Agency) to ‘lift the lid’ and conduct in-person surveys across a range of topics. The best of these exercises were a discovery and informed actionable product and brand communications.
The Edelman Trust Barometer is also worth noting here. Their long-term work for over 25 years, has studied the influence of trust across society - government, media, business and nongovernmental organisations (NGOs). Their findings continue to be a primary reference for many institutions and businesses. It may be instructive to ponder where your company and category might sit in such a survey.
A brand health check is not rocket-science - but it should be a thoughtful process and a revealing one. It is a businessto-business brand communications enquiry; an external, independent and non-biased tool to explore ‘point of difference’ and competitive value.
Ultimately, it is an exercise designed to help shape your communications. Importantly, it is something your company should not attempt to do for itself.
The findings from stakeholder enquiries I’ve led for several clients helped inform their positioning, their view of themselves and their approach to market. In one instance, discovering a ‘value-position’ for their services was a revelation. Previously, they’d seen themselves in a conservative ‘supplier’ relationship.
However, the enquiry demonstrated their key clients saw them as ‘partners’.
It influenced their view of themselves and their perception of their own service-offering. Suddenly - relationship, experience, product quality, service, support and collaboration had a demonstrated value beyond pricepoint. Reputation built with care over years, actually meant something tangible.
So yes, earned reputation, and trust, still matters.
Steve Drury is Principal of Steve Drury Communications #SDCOM. He can be reached on steve@sdcom.com.au
Steve Drury started his career at McCann Erickson and Young & Rubicam, working on major consumer brands. He moved to consultancy and today possesses broad experience across commercial, civic, and not-for-profit sectors. Understanding varied client challenges has informed his insight and perception, and influenced his somewhat ‘maverick’ skill set. He assists clients in applying the credo “to effect change, you must change the ingredients”.
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Survey Summary
Declan Gillard-Martin shares the findings from Australasian Leisure Management’s 2025 audience insights and industry influence survey
Australasian Leisure Management (ALM) serves a highly engaged, industry-leading audience that is deeply embedded in the leisure industry. From aquatics, attractions and fitness to recreation, tourism and venues, ALM’s readership spans decision-makers, key industry leaders and stakeholders and forward-thinking professionals who rely on ALM as their trusted source for industry intelligence and learnings.
Industry Summary
This summary presents the findings from the 2025 Australasian Leisure Management (ALM) Audience Survey conducted in February and March this year. The purpose of the survey was to assess audience engagement, content preferences and measure the impact of ALM’s platforms. The results provide key insights that will inform strategic decisions for ALM’s content, services and industry influence.
An Experienced
and Influential
Audience
The ALM audience are not just passive readers, they are industry leaders, innovators, and decision-makers. Over 60% of respondents are business owners, C-suite executives or senior managers, with the majority having more than eight years of industry experience. Their strategic roles and experience showcase their responsibility for shaping industry trends, making key purchasing decisions and driving the future of businesses across all sectors of the leisure industry in Australia and New Zealand.
An Engaged Community that Values Print and Digital ALM commands consistent, high-frequency engagement across multiple platforms.
•62% of the audience engage daily with ALM’s online content, reinforcing its role as a critical industry touchpoint.
•78% engage regularly with the print magazine, highlighting its continued relevance in an increasingly digital landscape.
•85% actively read the ALM e-newsletter or website weekly, demonstrating that ALM’s content is a go-to source for industry updates, trends and analysis.
A Community of Informed Decision Makers
The survey results reveal the true measure of ALM’s influence on business decisions.
•82% of respondents say ALM content directly influences their professional decisions.
•57% have attended an industry event because of ALM’s coverage or promotions.
•48% have contacted an ALM advertiser or supplier based on content they engaged with.
•39% have made a direct business purchase as a result of ALM’s content.
These figures underscore ALM’s value more than media, but as a business driver. Suppliers and advertisers who align with ALM tap into an audience that is actively looking to invest, partner and innovate within the industry.
The audience is particularly interested in smart venues and technology, workforce development and training, along with sustainability and green practices as emerging key topics and trends.
Industry research reports, case studies and member success stories along with webinars and video interviews are highly sought content pieces from the audience.
The ALM audience is not just engaged, they are influential, decision-driven and invested in shaping the future of the leisure industry. With strong demand for both traditional and digital media, along with a willingness to act on the insights they gain from ALM, this community represents an unparalleled opportunity for advertisers, industry suppliers and content creators.
By evolving to meet the audience needs, ALM will continue to empower its audience and cement its role as the trusted source informing leaders in the leisure industry.
Declan Gillard-Martin is Executive Manager for Australasian Leisure Management.
People in transition
Barrie
Elvish
to leave AUSactive
Barrie Elvish is to step down as Chief Executive at AUSactive, advising the board that he will depart after serving a six-month notice period.
Elvish, who joined the then Fitness Australia in January 2019 on a six month interim contract in January 2019 with a mandate to “sort a few things out”, has presided over a period of remarkable success for the body undertaking extensive lobbying on behalf of the exercise industry and expanding AUSactive’s membership reach.
Felicia Mariani is to step down as Chief Executive of the Victoria Tourism Industry Council as of July this year.
Bell Shakespeare has announced that Gill Perkins, the Company’s Executive Director, will be stepping down in July 2025, after 10 years in the role and more than 25 years of dedicated and extraordinary service to Bell Shakespeare.
Lynne Small will be stepping down from her role as Chief Operating Officer at the Australian Recording Industry Association (ARIA) and Phonographic Performance Company of Australia (PPCA) as of the end of April.
TEG announces management changes
TEG has announced the appointment of Geoff Jones (above right) as Chairman with Brad Banducci (above left) taking on the role of Chief Executive.
Jones moves into this role after serving as Chief Executive for 14 years.
Banducci comes to TEG with over 30 years of leadership experience in the retail and consumer sectors, most recently as Chief Executive of Woolworths Group.
Over Jones’ tenure at TEG, his significant contributions to the live entertainment industry have played a pivotal role in Australia, as well as on the global stage.
TEG have also advised that Head of Commercial, Simon Cahill and SXSW Sydney’s General Manager, Jono Whyman have been appointed Co-Managing Directors for SXSW Sydney.
Cahill will also retain his existing commercial responsibilities and has been appointed to TEG’s Chief Commercial Officer.
Di Williams steps down as Fernwood Fitness Chief Executive
Diana ‘Di’ Williams (above), founder of Fernwood Fitness, is moving on from her role as Chief Executive of the women’s health club chain, to be replaced by current group General Manager Belinda Wheaton (right).
After leading the franchise business for more than three and a half decades, Williams is stepping into the role of Chair of the Board.
Opening a single club in Bendigo in 1989, to a national brand with 73 locations, Fernwood Fitness has transformed the landscape of women’s health and well-being.
Looking back, Williams explained “these past 36 years have been nothing short of extraordinary - an incredible journey of challenges, triumphs, and transformation. The decision to step back from daily operations wasn’t made lightly, but I do so with complete confidence in Belinda’s leadership. She is an inspiring, driven, and highly capable leader who will take Fernwood into its next exciting phase. I look forward to championing our continued growth as Chair of the Board and seeing this brand reach even greater heights.”
Diving Australia Chair of the Board, Elizabeth Jack, is standing down from her role after six years, having accepted a new role on the Australian Sports Commission Board.
Victorian Institute of Sport Chair Nataly Matijevic stepped down from her role in March, concluding nine years of significant leadership and strategic contributions to the organisation.
Vale
O’Reilly’s Rainforest Retreat farewells Peter O’Reilly
O’Reilly’s Rainforest Retreat has shared the news of the passing of Peter ‘Big Pete’ O’Reilly.
O’Reilly’s Rainforest Retreat advised Big Pete was “a true Guardian of the Rainforest, the beloved patriarch of the O’Reilly family and a pioneering icon in the Australian ecotourism industry.
“Big Pete’s childhood love for climbing trees led him to create the world’s first Tree Top Walk in 1986, allowing thousands of visitors to witness the magic of the rainforest canopy from high up above. His vision transformed O’Reilly’s Rainforest Retreat into a haven for eco-tourism and conservation.”
Axess entry management installations
ease crowd access at Australian Grand Prix and Auckland’s Go Media Stadium
Leading ticketing and access management systems provider Axess AG has flagged its success in facilitating fan entry at the Formula 1 Louis Vuitton Australian Grand Prix 2025 in Melbourne and at Auckland’s Go Media Stadium.
During the Melbourne F1, 465,498 fans passed through the newly installed Axess Smart Gates over its four days, setting a new all-time attendance record - 13,000 more than attended in 2024.
David Brown, Managing Director at Team Axess Australia Pty Ltd advised “with such massive crowds, the addition of the Axess Smart Gates played a key role in ensuring a smooth and efficient entry process. Not only did they perform flawlessly under high demand, but they also looked impressive, perfectly complementing the world-class atmosphere of the event.”
March also saw Axess entry management system make its debut at Go Media Stadium, ensuring a seamless entry experience for 16,709 fans at the clash between Auckland FC and Adelaide United.
With 27 Cabled Smart Gates, 20 Mobile Battery/Wi-Fi Smart Gates, six Smart Posts and 15 Handheld units, the technology delivered smooth and efficient ingress.
Commenting on this, Brown added “this was a great start for our installation at a the home of the Auckland Warriors and Auckland FC with a capacity of 25,000 for rugby league and football and 47,000 for concerts.”
Axess’ technology integrated with Ticketmaster at both the venues.
Contact David Brown on 0411 726 330, E: d.brown@teamaxess.com, www.teamaxess.com
Nola partners with TwinLabs.ai to understand gym usage
Crowd Analytics platform Nola has advised of a link with UKbased venues and events technology leader TwinLabs.
ai that will integrate realtime gym equipment usage metrics into their digital twin system.
A leader in digital twin technology for venues and events, TwinLabs’s cuttingedge solutions create live, data-driven 3D visualisations, enabling venues to optimise operations, streamline resource management, and enhance operational efficiency.
By integrating real-time intelligence, TwinLabs.ai is transforming the way venue owners and managers optimise their operations and improve user experiences.
Contact Victoria Zorin of Nola Technologies on 0411 720 429, E: vic@nolahq.com, www.nolahq.com
Acquapole redefines fitness at Sydney Gymnastic and Aquatic Centre
Acquapole, an exciting aquatic fitness experience, has launched at Sydney Gymnastic and Aquatic Centre (SGAC) at West HQ.
Acquapole combines the resistance of water with the strength-building benefits of pole fitness for a workout that’s effective, accessible and a “whole lot of fun”.
Brad Vella, Aquatics Manager at SGAC, advised “Acquapole brings a fresh and exciting approach to fitness for both enthusiasts and beginners. This is exactly what SGAC is all about - making fitness accessible and enjoyable for everyone.”
Acquapole is one of four innovative aquatic fitness programs now available at SGAC, alongside Acquapole Boxing, Acquapole Elastics, and SAF AQUA Drums Vibes, each offering a unique and engaging way to work out in the water.
Contact Acquapole on 08 8285 3666, E: acquapole@pgss.com.au, www.acquapoleaustralasia.com.au
Send your product news to leisure@ausleisure.com.au
Polytan awarded construction tender for Surf Coast’s new hockey field
Surf Coast Shire Council has advised that leading surface supplier Polytan has been awarded the construction tender of Torquay’s much-anticipated Banyul-Warri Fields hockey pitch.
Polytan is a preferred supplier with the Federation of International Hockey (FIH) and have constructed and installed hockey pitches at the highest level including Olympic Games venues while also delivering important suburban and regional hockey centres across Australia.
The Banyul-Warri Fields hockey pitch will boast Polytan’s state-of-the-art, eco-friendly Poligras Paris GT hockey system, one of only two in Australia.
The project will deliver a new hockey pitch, lighting, scoreboard and spectator seating, along with a new car park giving more players, fans and families access to the sport they love, closer to home.
The venue will be home to the Torquay Hockey Club, which is excited to welcome a local facility to play and train on.
Construction works on the pitch are anticipated to be complete by mid-2026.
Wattbike Air-Pro elevates experience for users and coaches
Wattbike, the creator of performance-focused indoor bikes used globally by elite athletes and fitness enthusiasts, has launched the Wattbike Air-Pro, marking a pivotal step in the evolution of commercial indoor training bikes.
Building on the success of the Wattbike Pro/Trainer, the Air-Pro retains the unique and market leading features of its predecessor while elevating the experience for users and coaches with updated magnetic resistance, enhanced internal electronics and all-new touchscreen interface.
On the launch, Stephen Loftus, Wattbike Chief Executive notes “at Wattbike, our mission has always been to create the ultimate training partner for health and performance. The new Wattbike Air-Pro embodies this, offering a versatile, durable, and engaging solution for gyms and elite training facilities alike. With seamless integration to the free Wattbike Hub app and the intuitive Performance Touchscreen, the Air-Pro is designed to be at the core of every fitness assessment and workout, supporting users of all levels to achieve their health and performance goals.”
Eventbrite reimagines App to focus on personalised event discovery
Eventbrite is updating its consumer app to turn event discovery into an experience of its own - making it easier for young adults to get personalised recommendations, explore handpicked lists, and connect with friends to make plans together.
In a statement, Eventbrite notes “in today’s digital-first world, finding meaningful in-person connections has never been more important. Recognising this shift in social dynamics, Eventbrite is updating its consumer app to turn event discovery into an experience of its own. With 95% of young adults eager to bring their online passions into real-world connections, these new updates make it easier than ever to get personalised recommendations, explore handpicked lists, and connect with friends to make plans together-all with a fresh new look that makes finding your next favourite experience as exciting as being there.”
For more information go to www.eventbrite.com
Gemba integrates Turnstile Aiming to ensure a seamless experience for its clients, Gemba has announced that it has integrated its Turnstile sponsorship analysis offering into its core products.
Advising that the change will benefit brands and rightsholders, Gemba Chief Executive, Rob Mills stated “over the past few years, Gemba has experienced significant global growth. In response to increasing demand for our sponsorship services, we launched Turnstile in 2018 - a platform that has since become the global leader in fair market sponsorship valuations.
“More recently, we expanded Gemba into Europe, working on groundbreaking projects with an incredible group of clients. Today, with two businesses and 75 talented people across five markets, we’re proud of what we’ve built - but it’s time to simplify.
“With one brand and one vision, our commitment remains the same: delivering deep fan insight to drive results. Inspired by the Japanese origins of the word ‘Gemba’- which means finding the source of the truth - we’ve been dedicated to understanding fan passion since 2006. In an increasingly competitive and fragmented sports and entertainment landscape, fan insight is more critical than ever.”
Looking to enhance operations for multi-venue organisations, 24/7 Software has launched ‘GlobalCommand’, a groundbreaking platform that redefines how Global Security Operations Centres (GSOCs) are implemented.
The GlobalCommand innovative solution can be adapted for venues of all sizes and industries. The solution enables multi-venue organisations to establish centralised GSOCs in just weeks, transforming their operations with unparalleled efficiency and scalability.
Already trusted by renowned organisations, including Six Flags Entertainment Corporation, Kroenke Sports & Entertainment, SoFi Stadium and Hollywood Park in the USA, GlobalCommand aims to set a new standard for operational excellence in the sport and entertainment industries.
Although ideal for large, multi-venue organisations, GlobalCommand also benefits smaller organisations such as campuses and districts with multiple venues. Its scalability ensures real-time visibility, even with smaller teams.
The implementation of 24/7 Software is currently enhancing operations for the Arts Centre Melbourne’s Sidney Myer Music Bowl through improved event communications, workforce management, incident responses and guest experience across its events.
PerfectGym backs Revo Fitness and Ryderwear Gym openings
Fast growing fitness chains Revo Fitness and Ryderwear Gym are being helped in their expansion by their partnership with Perfect Gym Solutions.
In December 2024, Ryderwear Gym joined the PerfectGym family, going live in its nine locations - five in South Australia and four in Western Australia - all powered by PerfectGym software.
As of the end of March, the group’s 10th club opened in Rockingham, Western Australia.
Matt Inglis, PerfectGym Vice-President - Global Leisure and Perfect Gym Solutions, Country Manager, advised “Ryderwear Gym is no ordinary fitness club - it’s the evolution of a movement. Starting as an elite activewear brand, Ryderwear has taken its commitment to performance and style beyond clothing, creating training spaces that are just as iconic as their gear.
“We’re proud to support their mission of offering premiumquality fitness facilities and technology by powering their operations with our cutting-edge software - helping deliver the seamless, tech-forward experience their members deserve.”
A long time partner with Revo, PerfectGym are helping the Perth-based group in their ongoing growth and their plan to have 100 clubs open by the end of 2027.
Pictured above at the recent opening of the new Revo Fitness club in the eastern Melbourne suburb of Knoxfield are PerfectGym Operations Manager, Brett Campbell; Matt Inglis; Revo Fitness founder and Managing Director, Andrew Holder and Revo Fitness Chief Operating Officer Dain Moreton. Contact 1300 088 922, E: info@perfectgym.com.au, www.perfectgym.com.au
Major heating system upgrade announced for Ballarat Aquatic and Lifestyle Centre
The Ballarat Aquatic and Lifestyle Centre (BALC) is to undergo a $7.7 million project heating system with HydroHeat to instal an ecofriendly heat pump system, dramatically reducing gas consumption, emissions and operational costs.
The new system will use high efficiency air-source and water-source heat pumps to provide heating across BALC’s five indoor pools and three pool halls.
Additionally, the project will lay the foundation for future energy-efficient upgrades, including centralised cooling and dehumidification systems, which would further improve the comfort of visitors, as well as reducing operating costs even further.
Fremantle Leisure Centre introduces Technogym strength and cardio equipment
Fremantle Leisure Centre has announced an upgrade of its gym facilities, with the introduction of new strength and cardio equipment from Technogym.
Fremantle Leisure Centre Manager Adam Westberg said the upgrades will optimise the space and enhance the member experience.
Westberg noted “as well as replacing all the gym equipment, we’ll be introducing virtual group fitness, adding a virtual cycle studio and we’ll be the first facility in WA to get the ‘Technogym Checkup’ body scanner.”
The upgrades to Melbourne’s Marvel Stadium, completed in March last year, were a much-needed makeover to one of the world’s busiest multi-purpose venues after more than 20 years of use.
In key areas, architects Grimshaw chose Forbo’s Flotex range of flooring finishes because of its performance capabilities.
Amanda York, Interior Design Lead at project architect Grimshaw, explained “the selection of the floor finish required careful consideration.
“It needed to be durable enough to withstand the unforgiving environment of the team locker rooms where the impact of muddy footy boots is an everyday occurrence along with the occasional champagne shower celebration. We needed a carpet that could easily be cleaned.”
The Flotex design chosen was by renowned French designer, Philippe Starck, adding a sense of speed and movement to a superhero stadium.
The Flotex Starck collection features unique patterns and plays on scale and transition, creating a new language in the perception of interior spaces and floor covering design.
Technogym Checkup body scanner. Credit: Technogym.
Products
Mindbody partners with Rokt to offer targeted promotions
SaaS leader Mindbody has partnered with Rokt, a global leader in ecommerce, to deliver more relevant ads to its fitness and wellness membership community.
Rokt’s technology unlocks real-time relevancy, with its AI-powered brain enabling Mindbody to create a seamless customer experience on its app while also controlling the types of offers eligible to be displayed to members.
Rokt’s trusted, scaled network is expected to power more than 6.5 billion transactions in 2025 across thousands of leading ecommerce businesses. By partnering with Rokt, Mindbody will be able to offer ads that align with members’ interests, while unlocking additional revenue and driving engagement and loyalty.
Contact Mindbody on 1800 082 989 or go to www.rokt.com
Smartvisit app aimed at transforming tourism engagement
Industry-leading destination experience platform, Smartvisit has unveiled the full capabilities of its cutting-edge app.
Designed to bridge the engagement gap in the tourism industry, the Smartvisit app empowers destination marketing companies (DMCs), tourism operators, and attractions to offer seamless, immersive, and revenue-generating visitor experiences.
Smartvisit co-founder and Chief Executive, Ryan Rieveley, said the product was designed to be innovative, impactful and engaging.
Rieveley shared “in an increasingly digital world, travellers expect instant access to information, personalised experiences, and on-the-go engagement.
“The app addresses these expectations by consolidating everything a traveller needs into a single, intuitive interface. From real-time geolocation notifications and self-guided multimedia tours to instant ticket purchases and exclusive destination packages, our app redefines how visitors interact with destinations.”
Momentus Technologies partners with CAST in Venue Industry Congress startup callout
Momentus Technologies, has partnered with CAST (Centre of Arts, Sports & Technology) to offer an incredible opportunity for startups and scaleups innovating within the entertainment sector. Selected companies will showcase their solutions at this year’s 32nd Asia-Pacific Venue Industry Congress, held at ICC Sydney from 22nd to 24th June.
This collaboration will spotlight four early-to-mid-stage companies, giving them the chance to present their innovations in front of VMA’s 1,000 members, representing 300 venuesincluding stadiums, arenas, convention centres, performing arts venues, and more - spanning 16 countries. Members include leading organisations such as Live Nation, Ticketek, ASM Global, and other industry pioneers.
The partnership aims to connect builders (startups and scaleups) with buyers (industry professionals and decisionmakers), fostering innovation and accelerating the adoption of cutting-edge technologies in the venue management sector. Contact CAST on E: join@the-cast.org, www.the-cast.org
Ezypay partners with ALLUP Cloud
Ezypay, a leading fintech specialising in embedded payment solutions, has partnered with UAE-baed ALLUP Cloud, a health and fitness club management SaaS.
The Ezypay platform enables merchants to easily set up flexible payment plans across different sites, to offer multiple payment options to their customers, including direct debit and credit card, and to improve revenue collection rates through advanced failed payment handling capabilities.
By partnering with Ezypay, ALLUP Cloud hopes to extend its reach into Asia-Pacific by offering health and fitness businesses the ability to collect and process payments natively within the confines of ALLUP Pro.
The partnership between ALLUP Cloud and Ezypay will be focused on gyms and health clubs of all sizes, making it easier for club owners and managers to focus on growth rather than manual tasks.
Gunnebo streamlines event entrance processes at Sydney Dragway
With a desire to deliver a better customer experience for patrons visiting the Sydney Dragway motorsport facility, Gunnebo has upgraded the main entrance for large scale events.
When looking for an entrance control solution, management were impressed by the systems installed by Gunnebo at Perth Motorplex, and looked to follow suit in enhancing the customer journey.
Sydney Dragway’s main entrance now has four Gunnebo SlimStile EV TurnStiles installed - TriArm Turnstiles that provide compact, cost-effective gates that are designed for a smooth transition and high throughput of people.
In addition to the entrance gates, the venue - specifically designed to handle large-scale motorsport and outdoor events - also opted to implement QuikScan, Gunnebo’s one stop admission control system.
Since installing the Tri Arm TurnStiles, entry into the venue for patrons attending large events has been enhanced while an added benefit has been reduced staffing levels and costsalthough the venue will continue having a staff presence at the entrance, but now on a smaller scale.
Inswim Director Steven Bricknell has advised of the launch of a clear acrylic learn-to-swim platform to assist teachers in minimising the risk to swimmers.
Compliant with Royal Life Saving’s Guidelines for Safe Pool Operations (7.7 Teaching Equipment – Teaching Platforms) the platform weighs just 24 kilograms, has integrated wheels for ease of manoeuvrability and a slip-resistant treatment applied to the surface of the acrylic.
It measures 1.6 metres by 805mm. Easy to assemble and sturdy, full custom designs are available on request to meet varying pool depth and specific needs. For a limited time, the platforms are available for $950 plus GST. Contact Inswim on 0419 090 448, E: stevenbricknell@hotmail.com
Send your product news to leisure@ausleisure.com.au
Wibit’s HydroDash reopens at Singapore’s Sentosa
Leading provider of floating modular aquatic play installations, Wibit Sports, has seen its mega water park HydroDash reopen at Sentosa offering 12 new features among its more than 30 obstacle attractions.
HydroDash, Singapore’s only floating aqua park, closed in 2024 due to the oil spillage surrounding Palawan Beach.
All water activities at beaches on Sentosa, the Southern Islands and East Coast Park were suspended after a boat hit another vessel at Pasir Panjang Terminal on 14th June 2024, resulting in the oil spill that affected large swathes of the sea around Singapore.
The newly upgraded Wibit floating obstacle is impressive, spanning 60 metres by 61 metres and includes ‘The Mountain’a four metre tall inflatable encouraging participants to climb its peak, before launching themselves down various slides.
Balanced Body delivers free ‘Business of Pilates Playbook’
Leading Pilates equipment supplier, Balanced Body, has launched a comprehensive resource designed for fitness facility operators considering the creation of a Reformer Pilates space.
The free ‘Business of Pilates Playbook’ guide provides a clear, step-by-step roadmap for incorporating Reformer Pilates into both new and existing fitness offerings. It highlights the growing consumer demand for this popular modality and demonstrates how facilities can leverage Reformer Pilates to unlock new revenue streams, foster community and enhance member engagement and retention.
Recognising the booming global popularity of Pilates, Balanced Body has crafted the Playbook to simplify the process of integrating Reformer Pilates into any facility. The guide covers every aspect of the journey, from strategic planning and space optimisation to equipment selection and staff training. To obtain a free digital copy of the Balanced Body ‘Business of Pilates’ Playbook, visit www.pilates.com/group-reformer-for-commercial-fitness/
Life Fitness Australia introduces Symbio cardio equipment
Life Fitness Australia has introduced Symbio™, a groundbreaking cardio collection redefining the connection between body and machine.
This immersive four-machine lineup - featuring a Runner, Incline Elliptical, Switchcyle and Recumbent cycle - pushes the boundaries with first-to-market and first-of-its-kind fitness technology.
Symbio seamlessly integrates advanced biomechanics, luxurious yet purposeful design, and personalised multi-sensory experiences, setting a new benchmark in premium cardio.
Each machine in the collection was meticulously designed with a biomechanical engineering team from Life Fitness to provide a new twist to each category. Building on a heritage of being students of the body and creating equipment that feels natural for all bodies and levels of exercise, Symbio delivers new cutting-edge technologies that personalise comfort, improve workout performance, and add workout versatility.
These features are integrated with engaging content and analytics to create a rich, multi-sensory experience.
Vivaticket announces links with AI platform Tailoor
Ticketing and access control solution provider Vivaticket is collaborating with Tailoor, a ‘phygital’ 3D AI platform that specialises in experience personalisation and product configuration.
The partnership seeks to create a unique and customised user experience which begins at the moment of ticket purchase, rather than on the day of the event.
Premium, phygital, and wearable products and services will be available directly after booking via an emailed link. These will be completely customisable and enhanced with a variety of exclusive services.
This collaboration combines innovation and personalisation to transform how users interact with events and entertainment.
As part of this milestone, the company is the exclusive ticketing partner for the Ras Al Khaimah Art 2025 Festival in the UAE. Contact 1300 682 203, E: sales.au@vivaticket.com, www.vivaticket.com
Waterco and Davey reveal combination of their commercial teams
Having acquired Davey Water Products in a $64.9 million deal in 2023, Waterco Limited has announced the integration of its commercial products teams - a strategic move designed to enhance service capabilities and provide greater value to its customers across Australia and New Zealand.
On social media the company advised “in an industry where innovation, efficiency, and expertise are key to success, collaboration can be a game-changer.
“That’s why Waterco and Davey are proud to announce the integration of our commercial teams.
“By combining our resources, knowledge, and experience, we are creating a stronger, more agile team dedicated to delivering world-class water treatment, aquatics, industrial and aquaculture solutions.”
Heading the combined team, Andy Gale, Commercial Business Unit Manager for Waterco/Davey noted “this integration marks an exciting milestone for both companies.” Contact 02 9898 8600, E: administration@waterco.com, www.waterco.com
