Australasian Leisure Management Issue 157 2023

ANOTHER LESSON IN SAFER, COMFORTABLE FLOORING.

John Carew Swim School, Indooroopilly Qld. chose Life Floor for a safer environment and a surface that looks and feels extraordinary.

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

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Editor Karen Sweaney

Publisher Nigel Benton

Design Australian Leisure Media Pty Ltd

Contributors James Croll and Gwen Luscombe

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

© Australasian Leisure Management, 2023. ISSN 1446-1374 Official

From the Publisher

Major Event Lows and Highs

As the news cycle moves on, the shock of the Victorian Government’s decision to relinquish its hosting of the 2026 Commonwealth Games may well be dying down.

However, its implications are likely to be long lasting.

Victorian Premier Daniel Andrews’ announcement on 18th July - coming just a few weeks after the 1000 day countdown to the Games’ opening ceremony - was claimed to be a result of the cost of hosting the Games having blown out to between $6 and $7 billion, almost triple the original estimate of $2.6 billion.

However, no detail has been provided as how this projection had been reached.

Commonwealth Games Australia (CGA) Chief Executive Craig Phillips was the first to question the description of the budget blowout, claiming it was “a gross exaggeration and not reflective of the operational costs presented to the Victorian 2026 Organising Committee board as recently as June this year”.

The Commonwealth Games Federation (CGF) also highlighted how costs had grown, advising “since awarding Victoria the Games, the (Victorian) Government has made decisions to include more sports and an additional regional hub, and changed plans for venues, all of which have added considerable expense, often against the advice of the CGF and CGA.”

Stepping back from hosting an event is not unprecedented.

In May last year, Chinese authorities advised the Asian Football Confederation (AFC) that it would give up on hosting the AFC Asian Cup 2023 over fears about the ongoing effects of the pandemic that had already caused the postponement of sporting events including the Asian Games and the World Indoor Athletics Championship.

In May, this year France withdrew as host of the 2025 Rugby League World Cup over concerns for the financial viability of the tournament.

In 2017, the CGF made the decision to remove Durban’s right to host the 2022 Games as a result of the South African Government failing to commit to financially support the events.

Similar to Durban, the Victorian Government had been unable to secure Federal Government funding - which this year has made $3.9 billion in funding commitments to the 2032 Brisbane Olympics.

However, beyond the immediate political backlash incurred by Premier Andrews, there has been little scrutiny of the claim that the 12-day event would have cost more than $6 billion.

Indeed, for a state that already has remarkable sporting infrastructure, how could it spend so much?

As for the implications, the Victorian Government’s decision poses major questions over the future of the Commonwealth Games movement while also impacting the reputation of Australia and, particularly, as a reliable partner for major sporting events.

For a state whose capital Melbourne is often touted as “the sporting capital of the world”, it’s not a good look.

Indeed, spending may not have been the real issue as massive challenges with security and accommodation in Regional Victoria could have been insurmountable while the Victorian Government may have thought that, amid Australia’s full calendar of global events, nobody would have come?

On a brighter note, the current success of the FIFA Women’s World Cup shows what can be achieved using largely existing infrastructure.

Hailed as the “most successful in history”, the event has seen almost two million spectators attend live games; hundreds of thousands at fan sites; advanced women’s football in Australia, New Zealand and beyond as well as, according to Prime Minister Anthony Albanese “changed sport in Australia forever”.

Nigel Benton, Publisher

DESIGN SPECIALISTS CONSTRUCT

ENQUIRIES

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Aquatopia Waterpark, Prairiewood, NSW

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Splash Aqua Park and Leisure Centre, Craigieburn, VIC

Dubbo Aquatic Centre, Dubbo, NSW

North Star Holiday Resort, Hastings Point, NSW

BIG4 Gold Coast Holiday Park, Gold Coast, QLD

Oak Park Sports And Aquatic Precinct, Pascoe Vale, VIC

The Big Banana Fun Park, Coffs Harbour, NSW

42nd Battalion Memorial Pool, Rockhampton, QLD

Raging Waters, Sydney, NSW

Dreamworld - Whitewater World, Gold Coast, QLD

Tattersalls Hobart Aquatic Centre, TAS

Outback Splash, Bullsbrook, WA

Two Months in Leisure

Some of the industry headlines over recent months. Daily industry news can be read at www.ausleisure.com.au

Women’s World Cup hailed as ‘most successful in history’

The 2023 FIFA Women’s World Cup Australia and New Zealand has been acknowledged for setting the highest standards and advancing women’s football.

With almost 2 million tickets sold, 1.5 million live spectators while reaching a global viewing audience of more than 2 billion, FIFA President Gianni Infantino has praised Australia and New Zealand for co-hosting “simply the best and greatest and biggest FIFA Women’s World Cup ever”.

In Australia, an average of over 30,000 fans have attended each match. In New Zealand, despite initial slow ticket sales, Auckland’s Eden Park welcomed 42,137 fans for the tournament opener - representing the biggest crowd in the country’s football history, men’s or women’s.

The largest attendances prior to the final have been for each of Australia’s games at Sydney’s Stadium Australia, each attracting crowds of 75,784.

Shock announcement sees Victoria Government withdraw from hosting 2026 Commonwealth Games

Citing potential costs of $7 billion, Victorian Premier Daniel Andrews withdrew from its hosting of the 2026 Commonwealth Games.

Having bid, and subsequently planned, for the Games to be a “predominantly regional” event using existing infrastructure, the Victorian Government has seen costs rise beyond its initial projected budget of $2.6 billion.

AMPSEA calls for increased funding for mass participation events

In the wake of relinquishing the hosting of the 2026 Commonwealth Games, the Australian Mass Participation Sporting Events Alliance (AMPSEA) has called on the Victorian Government to increase the funding of mass participation events.

In a statement published on its website, AMPSEA highlight that such support should be focussed on “the regional markets that have been directly impacted from the Comm Games fallout” noting that “we encourage event operators and suppliers to be proactive in approaching these regional areas in Victoria and bringing our expertise to the fore to fill the void and any shortfall.”

The City of Bunbury is planning to build the first ocean pool in Western Australia, with Councillors voting to move forward with a $17.82-million plan for a 50-metre lap pool with an accessible ramp and a children’s area.

The $31.5 million National Rugby Training Centre has opened at Brisbane’s Ballymore - becoming the home of women’s rugby in Australia with the Centre to also play an important role in the 2032 Olympic and Paralympic Games.

The Executive Council of Live Performance Australia has announced its support for the ‘Yes’ case to amend the Constitution to establish an Aboriginal and Torres Strait Islander Voice.

Construction company Apollo Projects has secured naming rights to Christchurch’s Orangetheory Stadium, replacing fitness franchise Orangetheory.

Facility manager BlueFit Pty Ltd has submitted a proposal for a $10 million indoor aquatic facility at the City of Newcastle’s Lambton Park War Memorial Swimming Centre.

VenuesLive has partnered with environmental company Veolia to install 460 recycling bins at Perth’s Optus Stadium. Wellington’s new Conference and Exhibition Centre Takina has been opened.

Cedar Mill Group has acquired a 40-hectare area of land in Victoria’s Yarra Valley as part of a $200 million project to transform the site into an outdoor amphitheatre and tourism destination.

The Australian Outback Spectacular has announced rural outfitters RB Sellars as the new presenting partner for its live entertainment dining experience.

La Trobe University has signed a five-year contract extension with the Carlton Football Club, bringing their commitment to the AFL club to 12 years by the end of 2027.

The South Australian Government has committed to begin immediate planning to rejuvenate Adelaide’s ageing Netball SA Stadium at Mile End.

European Commission to restrict use of rubber infill in synthetic sport pitches

A decision by a European Union committee to restrict microplastics introduced intentionally to many products is set to have a significant impact on the use of recycled rubber and plastic as an infill in artificial sporting surfaces.

At the end of April, the European Commission’s REACH (Regulation on Registration, Evaluation, Authorisation and Restriction of Chemical) Committee voted for the proposals that target recyclate from waste tire and rubber materials.

This follows the European Union’s ECHA risk committee findings released last year that uncontrolled microplastics released into the environment pose a risk to health.

World Health Assembly adopts first ever resolution on drowning prevention

In a significant move to enhance global aquatic safety, the 76th World Health Assembly (WHA) has adopted its first ever resolution on drowning prevention - requesting governments and their partners, in collaboration with the World Health Organization (WHO), to accelerate action on drowning prevention.

Meeting on 29th May in Geneva, Switzerland, the 194 members of the WHA agreed to set up a Global Alliance for Drowning Prevention and prepare a global status report to assess the impact of drowning worldwide. The status report will inform policymakers of critical information to guide them.

TEG expands sport portfolio with acquisitions of Left Field Live and Rugby Live

Leading live entertainment, sport, ticketing and data business TEG has announced the acquisition of two international sports businesses, Left Field Live and Rugby Live. The acquisitions will see Left Field Live absorbed into TEG Sport while Rugby Live will rebrand as TEG Rugby Live and will continue with its existing management team within TEG Sport.

Prior to the acquisition, the principals at Left Field Live and TEG have worked together since 2014, delivering events globally over that period, partnering with some of the biggest brands in sport including Manchester United FC, Liverpool FC, Manchester City FC, Real Madrid CF, FC Barcelona, AS Roma, Atletico de Madrid, Juventus FC, the national football teams of Brazil and Argentina, Pac 12 college football and the USA Basketball men’s national team.

F45 reaches 10 years of operations

F45 Training advised via social media that it has reached 10 years of operations.

While mainstream news outlets continue to focus on the challenges facing its now USA-based operations, social media posts from the group have pointed to F45’s “10 years of innovation and results” and “10 years of changing lives … and we’re just getting started”.

Locally, Australian media have focussed on closures among F45’s chain of 500 clubs.

Generally seen as being a strong franchise model, the Australian-founded chain has fallen foul of offering overly optimistic revenue projections prior to growth projects in advance of its debut on the New York Stock Exchange (NYSE) which saw the company valued at in excess of US$1.46 billion.

ASAPD gets Australian Sports Commission backing to increase the accessibility of sport and physical activity

The Australian Sporting Alliance for People with a Disability (ASAPD) has officially been registered as a legal entity, securing financial and strategic support from the Australian Sports Commission (ASC).

ASAPD is made up of the participating Australian National Sporting Organisations for people with Disability (NSODs), who have come together to create ‘one voice’ to increase the accessibility of sport and physical activity for people with a disability, impairment, or limitation - which ultimately supports the people and communities they all represent.

Ardent Leisure revenues exceed pre-COVID levels

For the first time in six years Ardent Leisure is set to record a positive earnings result for the full financial year, with unaudited revenue of $83.9 million tracking 25% above pre-COVID levels. This represents the highest aggregate value of ticket sales for the group’s Dreamworld, WhiteWater World and SkyPoint attractions since 2015/16, the year before it saw the deaths of four people on its Thunder River Rapids ride which impacted its reputation and deterred visitors.

Dreamworld has also reopened its Giant Drop thrill rides after a 14-month refurbishment program and also launch its new childrens ride, Big Red Planes.

Royal Life Saving welcomes Growing Regions Program as an opportunity for regional pools

Royal Life Saving Society - Australia has welcomed the new Growing Regions Program announced in the Federal budget for its potential to support local government and community groups in regional Australia to upgrade and replace ageing aquatic facilities.

The Federal Government grants will provide between $500,000 and $15 million to cover 50% or more of eligible expenditure and can be used for funding community infrastructure including community pools.

Disabled sport program at Blacktown Leisure Centre Stanhope. Credit: Volleyball NSW

Risk assessment standard proposal being developed by ASTM for amusement rides

USA-based standards body ASTM International’s amusement rides and devices committee (F24) is developing a proposed standard (WK78433) for risk assessment for amusement rides ranging from children’s rides to huge roller coasters to zip lines. The proposed standard will establish requirements and guidance for risk assessment for amusement rides and devices by specifying basic terminology, principles and methodology. ASTM welcomes participation in the development of its standards.

Live Nation first quarter results show soaring fan demand for concerts

Global entertainment giant Live Nation has advised that with a record 19.5 million patrons flocking to its events and revenues up by more than 70% during the first quarter of 2023, attending live music is outranking activities like travel, dining out and shopping.

Revealing results for its global performance covering the period from January to March, the company, which owns ticketing platform Ticketmaster, said revenue hit US$3.1 billion - up 73% year-on-year and that operating income had risen by more than 5% to US$143 million.

Central to Live Nation’s growth was an 89% rise in the performance of its concerts division, which generated US$2.3 billion during the quarter while ticketing accounted for US$677.7 million, which was up 41% and sponsorship advertising growing by 47% to US$170.1 million.

Climate Council reveals code to eliminate fossil fuel sponsorships from the arts and sport

The Climate Council has released a voluntary code for use by sporting codes and arts bodies wishing to eliminate fossil fuel sponsorship on uniforms, in stadiums and at events.

The new Code, ‘Calling time: how to remove fossil fuel sponsorships from sports, arts and events’, includes information on the dangers of climate change effects on events, and how to identify greenwashing.

Parks and recreation bodies renew trans-Tasman partnership

Recreation Aotearoa and Parks and Leisure Australia (PLA) have announced the renewal of their longstanding partnership through the signing of a new two-year Memorandum of Understanding (MOU).

The new MOU signals the next phase in a relationship that has flourished over the years and is underpinned by a shared commitment to enhancing the mana (respect, strength, pride) of each organisation.

Cost of new Adelaide Aquatic Centre set to rise by 59%

Revealing designs for the new Adelaide Aquatic Centre, the South Australian Government has announced that the cost of the facility will rise by $55 million from its initially projected $80 million.

The updated design for the $135 million facility will include outdoor pools, a dedicated learn-to-swim facility, a cafe, gym and waterslides while allowing more space to be returned to park lands.

The new Centre will also be set back 30 metres further from North Adelaide’s Barton Terrace West than the original plans.

It also offers a guide to reassessing sponsorships and aligning them with community, stakeholder, and fan expectations.

Live Performance Australia welcomes passage of Creative Australia legislation

Live Performance Australia (LPA) has advised that it has “welcomed” the passage of legislation in the Federal Parliament establishing Creative Australia and putting in place measures to deliver the National Cultural Policy Revive.

LPA has been advocating for a refreshed mandate for the Australia Council for several years, which includes a stronger connection to the live arts and entertainment industry and its commercial outcomes. The commercial sector, including contemporary music and musical theatre, supports around two-thirds of audience attendance and revenue.

Solomon Islands look for Pacific Games to drive economic growth

Counting down to its hosting of the Pacific Games to be held from 19th November to 2nd December 2023, the Solomon Islands is anticipating a major boost to its economy.

Set to stage the Games for the first time, the Solomon Islands Government is reportedly predicting that it will generate US$60 million from an anticipated 5,000 visitor arrivals.

In addition, Business Advantage PNG suggests that the major infrastructure spend in the lead-up to the Games, plus other investments and opportunities, will drive the nation’s economy forward.

Last-minute bail-out enables Mt Ruapehu skifields to operate for winter

The ski fields at Mt Ruapehu opened for the winter ski season following Ruapehu Alpine Lifts’ liquidators having been granted a $5 million loan from the New Zealand Government.

As a result, the mountain’s Whakapapa and Turoa ski fields opened on 1st July with season passes having gone on sale as of 3rd July for a two-week period.

Life passes to the ski fields will also remain active and valid while Ruapehu Alpine Lifts (RAL) operates the 2023 winter season.

After falling into voluntary administration in October 2022 and with a creditors meeting on 20th June failing to agree to proposals to take over the business, doubt had surrounded whether the ski fields would operate again.

Royal Life Saving welcomes new Community Energy Upgrades Fund as presenting opportunity for Aquatic Facilities

Royal Life Saving Society - Australia has welcomed the new Community Energy Upgrades Fund which seeks to partner with local government and community groups to deliver energy upgrades and bill savings for aquatic facilities and other community, sporting and cultural facilities.

The program announced by the Federal Government, will provide $100 million to co-fund energy upgrades with local councils and has the potential to unlock over $200 million in high-impact energy upgrades to save community facilities on bills over the medium and long term.

Calls for enforcement of anti-scalping laws in wake of soaring resale prices for Taylor Swift concerts

Consumer advocates are calling for unified national laws against scalping and for NSW and Victoria to enforce their current legislation following indications that tickets for singing star Taylor Swift’s 2024 Australian concert tour were being resold at vastly inflated prices within just hours of presales opening.

Australasian Leisure Management’s searches found tickets for the Sydney concerts listed for at least $1,600 on Viagogo, and a ticket for the Melbourne shows listed as having just sold for $3,114 - about 140% and 249% of the original maximum price for the most expensive ticket package.

Regular price tickets range from $79.90 to $379.90 price range.

BFT placed fourth on AFR’s Fast Global List

Fitness franchise BFT has been placed fourth on the Australian Financial Review’s Fast Global for 2023.

Celebrating Australian companies that are delivering commercial growth in international markets, AFR Fast Global list is calculated on growth in revenue generated overseas over the past three years.

Welcoming the acknowledgment, BFT APAC Chief Executive, Dave Aitchison stated “we are extremely humbled to be listed fourth on the AFR Fast Global list, which is a testament to our franchise network’s dedication, our team’s hard work, and the quality product we deliver to our growing member base.”

Victorian master pool builders to join SPASA Australia

SPASA Australia and SPASA Victoria, trading as Master Pool Builders Association Australia (MPBAA), have announced that the MPBAA members have voted to merge into SPASA Australia.

A vote was put to the MPBAA members at a recent general meeting held at the Hotel Bruce County in Mount Waverley, Victoria. The evening provided information and answered positive and challenging questions from the members who were satisfied to move towards a collaborative and cohesive association for the pool and spa industry.

SPASA Chief Executive, Lindsay McGrath advised “we look forward to working together delivering on our mission to protect, promote and grow the pool and spa industry.”

Merlin Entertainments looks to Asian expansion

Merlin Entertainments, the world’s second largest operator of themed attractions after Disney, is on a “mandate to grow”, according to recently appointed Chief Executive Scott M. O’Neil. With four Legoland Resorts set to open in China before the end of next year - in Shanghai, Chengdu, Beijing and Shenzhen - O’Neil has also identified opportunities across Asia for its indoor Midway attractions.

Queenstown moves to become world’s first carbon-zero tourist destination

The South Island town of Queenstown, known around the world as an adventure tourism destination, is moving towards being a carbon zero visitor economy by 2030.

Ambitious goals detailed in the Queenstown Lakes destination management plan (DMP), ‘Travel to a thriving future’, invite visitors and businesses to support a goal of a regenerative, carbon-zero visitor economy by the end of the decade.

Disabled Wintersport Australia opens new hub at Falls Creek

Expanding access opportunities in the Alpine Region, Disabled Wintersport Australia (DWA) opened a new dedicated hub in the Falls Creek Alpine Resort, at the end June.

Situated in Falls Creek’s Slalom Plaza in the heart of the village, the facility not only serves as a central meeting point for DWA members and volunteers but also significantly enhances the organisation’s visibility within the resort.

PAC Australia reveals new Australian National Touring Charter PAC Australia has announced the release of the Australian National Touring Charter, a new standards-driven document designed to support the touring and mobility of performing arts work.

Replacing PAC Australia’s previous Touring Code of Conduct, the Charter recognises the complex nature of touring and the many approaches to presenting work, setting the standards expected of all stakeholders participating in the touring eco-system. These standards include socially, financially, and environmentally responsible practices, encouraging collaboration and transparency, from negotiating a presentation to the delivery of the work.

Funlab takes Holey Moley

‘leisure-tainment’

brand to the USA

Funlab, the Melbourne-based operator of ‘leisure-tainment’ locations venues Holey Moley, Hijinx Hotel and Strike Bowling has announced its debut in the USA, with three of its mini-golf centres set to open in the cities of San Francisco, Denver and Austin over the coming months.

Announcing the expansion, Funlab Chief Executive, Michael Schreiber stated “with the success of these venues under our belt, we did research and found there was a strong demand for this style of concept in the US, and we knew it was time to launch into America and expand our offerings globally.”

The group’s ongoing expansion has also seen the opening of a combined Holey Moley mini-golf and Strike Bowling facility in the Melbourne suburb of Point Cook.

www.ausleisure.com.au

ABEA reveals industry-wide inclusivity with Membership Prospectus

The newly formed Australian Business Events Association (ABEA) has revealed its Membership Prospectus geared towards engaging all sectors of the business events industry. The Association’s goals of inclusivity are exemplified by the structure of ABEA’s Membership offerings, which have been carefully designed to suit different business needs and sizes - from small to large.

Creative Partnerships survey shows declining private sector support for arts organisations

With its functions and funding being transferred to the Australia Council for the Arts from 1st July, Creative Partnerships Australia has released results from a survey that shows a decrease in private funding for micro, small and medium arts organisations.

The newly released ‘Giving Attitude 2.5’ survey highlights a decrease in private sector support for organisations with a turnover below $50,000 (micro) and between $50,000 (small) and $250,000 (medium), experiencing declines of 41% and 47% respectively at the start of the pandemic, and a further 27% and 40% as the pandemic continued.

Movie World reveals new rollercoaster for 2024

Village Roadshow has revealed a new attraction that will open next year at Warner Bros. Movie World that will be the southern hemisphere’s first rollercoaster to be sited within another thrill ride.

The 30-metre-high The Flash Speed Force will be located inside the track of the Superman Escape Coaster to provide a unique ride-within-a-ride experience.

Surf Life Saving Australia introduces carbon emission reduction program for clubs

A ground-breaking program to reduce energy use and carbon emissions is set to be implemented at Surf Life Saving clubs across Australia.

Funded by the Surf Life Saving Innovation Fund, the program will allow Surf Life Saving Australia (SLSA) to reduce energy costs, thereby redirecting funds towards their mission of saving lives across the country.

Queensland’s Fraser Island now officially known as K’gari

Following the Queensland Government’s extensive consultation over many years with the Butchulla Aboriginal Corporation, tourism bodies, government agencies and the Fraser Coast Regional Council, Fraser Island is now officially known as K’gari - the name used by traditional owners for more than 60,000 years.

SWIM Australia and AUSTSWIM join forces to reduce drowning rate

Leading Australian aquatic industry bodies AUSTSWIM and SWIM Australia have partnered in the name of water safety to promote the annual SWIMSAFER Week initiative. Working together on a consumer education campaign for the first time, SWIM Australia Chief Executive, Brendon Ward said the affiliation would extend the reach of SWIMSAFER Week by ensuring hundreds more swim schools and thousands of swim teachers and their local communities learned the importance of learning to swim as a major drowning prevention tactic.

Ward advised “joining forces in the name of drowning prevention is a step in the right direction for making the focus purely on the solution.”

New ARV COVID-19 recovery report charts upward trend in post pandemic facility attendances

A recently released report from Aquatics and Recreation Victoria (ARV) has shown that, in the first half of 2022, there was an upward trend in both average monthly visits to - and memberships at - facilities.

The upward trend shown in the first half of last year peaked at 31,013 average monthly visits across facilities in May 2022 and 2,179 membership in June respectively.

This compared with monthly visits and memberships in the pre-COVID period that were no lower than 30,975 (January 2019 average) and 2,163 (January 2019 average) respectively in the first half of 2019.

Disability Sports Australia launches three-year strategy

Aims to connect the disability sports and active recreation landscape across the country to ensure people of all abilities have equal access to opportunities, resources and support, Disability Sports Australia (DSA) has launched a new strategic plan covering the years through to 2026.

The strategic plan outlines DSA’s vision to create a more inclusive, diverse and supportive sporting environment for Australians with disability.

PMY Group secures investment from Bluestone Equity Partners

International venue, events and infrastructure technology solutions business, the PMY Group, has advised that its international expansion plans are to accelerate as a result of securing a significant investment from sport, media and entertainment private equity firm Bluestone Equity Partners.

Understood to be in the region of US$30 million, the minority investment is a result of the Melbourne-founded PMY Group’s first-ever institutional capital raise and Bluestone’s inaugural investment since closing an opening US$300 million growth equity funding round earlier this year.

Parks Victoria apologises for bookings pause

Parks Victoria has apologised for a series of security, monitoring and performance issues with its new booking platform for camping and accommodation bookings.

Introduced at the beginning of July, the Victorian Government agency advised in a statement as of 2nd August, that “following some system issues when bookings initially opened initially opened on 4th July (it) … will open bookings progressively over the coming weeks”.

Problems with the new booking system saw users unable to make camping and accommodation bookings for the 2023/24 season. This followed a data breach that saw private information compromised for a “very small number of users”.

Whakaari owners and tour operators face Court on 2019 White Island fatalities charges

After more than two years of legal process, proceedings have commenced in the Auckland District Court over the Whakaari/ White Island disaster of December 2019.

22 visitors to the Island were killed when the volcano erupted in 2019, as a result of which Worksafe NZ has brought a series of criminal charges relating to the breaching of workplace safety laws against multiple parties.

In what is expected to be a lengthy trial, Worksafe NZ has sought to prosecute 13 parties, including research institute and volcano monitor GNS Science, the New Zealand Emergency Management Agency and a number of tourism operators.

ASM Global partners with guest experience experts to drive fan innovations

Aiming to evolve the fan and patron experience in the arenas, stadiums and theatres that it manages around the world, venue and event management operator ASM Global has entered into a strategic partnership with multidisciplinary venue strategist Forward Associates.

Founded in London in 2015, Forward Associates has wide-ranging experiences in patron innovation with areas of specialism ranging from architecture to interior design, venue strategy, premium seat sales and marketing.

Safer Venues WA launches new industry resource

A new website with an industry toolkit is aiming to make live music venues in Western Australia safer and more inclusive, particularly for women and the LGBTQI+ community.

Supported by $60,000 in Western Australian Government funding, community organisation Safer Venues WA was started as a measure to address safety and harassment concerns after a 2017 survey found 67% of 550 respondents had previously been harassed in a WA venue, with 80% of these people being women.

Bobby Sharma of Bluestone Equity Partners with PMY Group’s Paul Yeomans at Wimbledon

SWIM Australia Chief Executive Brendon Ward and AUSTSWIM Chief Executive Bradley Low

Green Sports Alliance launches new guide for building sustainable venues

The Green Sports Alliance has released its latest ‘Play to Zero Playbook, Building for the Next Generation’, showcasing innovative approaches to constructing and renovating sports and entertainment venues with sustainability in mind. Aimed at influencing the design and construction of new sports and entertainment venues as well as renovation projects, the playbook intends to provide a blueprint for the whole sector to take on board, which could ultimately “transform our relationship with the planet.”

Last Perth Zoo elephants to be rehomed

Perth Zoo’s last two remaining elephants are to be relocated to the Monarto Safari Park in South Australia.

The decision to relocate Putra Mas and Permai follows the death of Perth Zoo’s beloved elephant matriarch Tricia who died last year at the age of 65.

With Perth Zoo’s elephant facility too small to accommodate a herd under modern standards the remaining pair will be sent to Zoos SA’s Monarto Safari Park.

WTTC research shows global tourism approaching its 2019 peak

The World Travel and Tourism Council’s (WTTC) 2023 Economic Impact Research has revealed that global tourism is fast approaching its 2019 peak, recovering by more than 95%.

The research shows that the ongoing conflict in Ukraine and prolonged travel restrictions imposed by a number of countries such as China had a significant impact on the global recovery.

But the recent decision by the Chinese government to reopen its borders from January will propel the sector and see it recover to pre-pandemic levels next year.

House of Representatives gambling advertising inquiry calls for ban across all media

A Federal Parliamentary inquiry has called for advertising for online gambling to be banned across all media and at all times within three years to combat the manipulation of an “impressionable and vulnerable audience”.

The House of Representatives Standing Committee on Social Policy and Legal Affairs inquiry has delivered 31 recommendations in the report with a call for a phased, comprehensive ban on online gambling advertising within three years being the most significant.

After months of debate about betting advertising, including Prime Minister Anthony Albanese, labelling them “annoying” and the opposition leader, Peter Dutton, calling for a ban during sports matches, the inquiry has offered to halt them entirely in order to mitigate online gambling harm.

Television broadcasters reacted swiftly in response to the proposed ban which they say would cost them as much as $150 million a year.

Cairns Aquarium offered for sale to new investors

The owners of the Cairns Aquarium have put the popular attraction on the market, with commercial real estate agents, Colliers, appointed to manage the sale process, which it is hoped will attract “global interest”.

Housed over three-storeys, the 7,500 metre² attraction is home to more than 5,000 marine animals, the attraction has welcomed more than 1 million guests since its opening in 2017.

NRL announces USA venue for double-header 2024 season opener

The NRL has advised that four clubs that will take part in an historic rugby league double header in the USA city of Las Vegas, Nevada to open the competition’s 2024 season.

Marking the first time NRL games will be played outside of Australia, New Zealand and the Oceania region, the twin fixtures see the Brisbane Broncos, Manly Sea Eagles, South Sydney Rabbitohs and the Sydney Roosters play at Las Vegas’ Allegiant Stadium weeks after the Super Bowl is held at the same venue.

New Tourism Tasmania Visitor Economy Strategy secures $12 million backing

The Tasmanian Government and Tourism Tasmania in partnership with the state’s tourism and hospitality industry has launched an ambitious plan that strives to increase the visitor economy’s contribution and positive impact. Aiming to further promote Tasmania as a destination, the 2030 Visitor Economy Strategy sets eight key directions to grow and manage the state’s visitor economy based on community, economy, environment, industry, visitors and Tasmania as a destination.

Combining Science and Nature

James Croll discovers the grass technology behind the new Victorian State Football Centre - The Home of the Matildas at La Trobe University

In May 2021, the Victorian Government, along with Football Australia and Football Victoria, confirmed plans and funding for the previously announced State Football Centre at La Trobe University in the Melbourne suburb of Bundoora. A facility that was to not only serve as the home of football’s The Matildas but provide a home for the game in Victoria.

Plans included a marquee pitch with grandstand seating, four other pitches, a gymnasium and wet recovery area, extensive medical and rehabilitation centre, meeting areas and a player lounge. The multifaceted complex will also house Football Victoria’s high-performance program and its administration base, plus a new rugby centre.

When the Victorian Government committed to the development of the centre, they wanted the best synthetic grass and hybrid grass surfaces for this world-class facility. Following a rigorous tender process, development company Minicon was awarded the contract to deliver the new project. Subsequently, Polytan, a FIFA Preferred Provider, and HG Turf Group were sub-contracted by Joslyn Group to ensure the swift and efficient installation of the world-class quality surfaces.

Polytan, a member of Sport Group, the world’s largest business dedicated to sport surfaces, specialises in the design, construction, manufacture, installation, and maintenance of synthetic sports surfaces, for a wide range of international events, including the Olympics. Polytan’s LigaTurf synthetic grass range is made in Melbourne by their manufacturing sister company APT Asia Pacific. Chosen for the FIFA Headquarters in the Swiss city of Zurich, the English Football Association’s St George’s Park National Football Centre and for German football giants Bayern Munich, LigaTurf is football’s #1 synthetic grass surface. It is also the creator of the planet’s first CO2- neutral synthetic grass. This high regard ensured LigaTurf was chosen for the synthetic grass pitches at the new State Football Centre.

HG Turf Group designs, constructs, and maintains natural grass sports fields in Australia and around the world. Their HERO Hybrid Grass system, which features Sport Group’s synthetic grass fibres, have been used by some of the world’s top football clubs, including Real Madrid and Manchester City. HERO Hybrid Grass was chosen by five of the competition venues across Australia and New Zealand for the FIFA 2023

The Home of the Matildas at La Trobe University. All images credit: Football Victoria/ La Trobe University.

Women’s World Cup, including Sydney’s Stadium Australia, where the final will be played. With HERO Hybrid Grass being chosen for the competition venues, it was also the obvious choice for the natural grass pitches at the new State Football Centre.

The State Football Centre was completed on schedule and officially opened in early July 2023. It boasts two LigaTurf fullsize synthetic grass pitches (a third pitch will be installed as part of Stage 2 of the project upon completion of the FIFA Women’s World Cup) and two HERO Hybrid grass pitches, along with ample change room facilities, a fully equipped gym, medical facilities, wet recovery areas and coaching development spaces.

The immediate reaction from elite sportspeople and the community was resoundingly positive, which did not surprise Paul Kamphuis, Managing Director of Polytan Asia Pacific.

Kamphuis explains “the new Home of the Matildas complex is a world-class facility for the football community in Victoria and Australia.”

Durability and endurance were key in the decision for the type of pitches to be installed at the facility, as they are to be used extensively by the community for years to come. The facility will not only cater for the elite levels of the game, but the community and grassroots sports too. It will also become home to Football Victoria’s administration, ensuring consistent, yearround use by the football community with activities including football and futsal of all-abilities, as well as multicultural and social programs.

Kamphuis explained “the LigaTurf synthetic grass pitches will create the perfect playing conditions for all levels of football, 365 days a year. Importantly, the pitches will meet the demanding playing hours of the facility, which are expected to be 60-plus hours per week.

“The investment in LigaTurf is an investment in the future, noting the system of synthetic grass, infill and shock pad passes FIFA’s highest playing standards - FIFA Quality Pro. While the synthetic grass and infill are designed to perform for eight years plus, the shock pad is expected to perform for more

than 20 years, effectively two life cycles of synthetic turf and infill.”

Major football events like the FIFA World Cup have traditionally been played on natural grass, but FIFA has realised that hybrid grass, which is a mix of natural grass (95%) and synthetic grass (5%), creates a superior playing surface. The synthetic grass fibres add stability and durability to the playing surface, and they also help create a more consistent playing surface, which improves ball bounce, ball roll and player footing.

HG Turf Group Managing Director, Hamish Sutherland advises “our HERO Hybrid Grass has a unique knitted construction, where the synthetic grass fibres are anchored to an open grid beneath.

“The vertical fibres protect the natural grass from wear and tear, and the horizontal grid improves drainage and root development. The result is a high-performing, all-weather natural grass playing surface. With the correct use and maintenance, we expect HERO Hybrid Grass to perform for 10 years or more, and at the end of its useful life it’s 100% recyclable.

“Our relationship with Polytan and Sport Group goes far beyond our works at the new State Football Centre. We work closely with Sport Group’s global R&D team to develop the synthetic grass fibre that goes into our HERO Hybrid Grass system, and we have a long-standing relationship with Polytan here in Australia. These strong connections and commitment to quality give our clients great confidence when we work together on projects.”

Since its official opening in early July, the facility has hosted the CommBank Matildas and Jamaica in their training for the FIFA Women’s World Cup, allowing the teams to benefit from one of the best football training facilities in the world, and specifically from training on the hybrid surface used for the tournament in Perth, Melbourne, Sydney, Auckland and Wellington.

James Croll is Business Development Manager at Australasian Leisure Management.

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The Big Picture

Just over a month ago, much of Australia barely knew the FIFA Women’s World Cup was about to kick off.

Now they have smashed all records before them and unified the entire nation - boys and girls, men and women, across all eight states and territories - like no other sports team. Ever.

And Sam Kerr produced one of the great moments, one that will be replayed for decades to come, with her stunning longrange equaliser.

Australia, welcome to the ‘world game’. Our political elite, led by Prime Minister Anthony Albanese, have taken a front row seat to the unparalleled power of this global behemoth.

The demographics within Stadium Australia during Matildas games, just like the national viewing audience on Optus Sport and Channel 7 - with ratings set to go close to matching the 8 million that viewed Cathy Freeman in 2000 - was a true reflection of the melting pot that is this great multicultural nation.

However, the Matildas’ impact stretches far beyond our borders. Prime Minister Albanese, Foreign Affairs Minister Penny Wong and Sports Minister Annika Wells have conversation starters in at least 31 other countries in the foreseeable future, particularly the UK, France, Denmark, Nigeria, Canada and Ireland. Not to mention Argentina and company after Qatar 2022.

Sport breaks international barriers, opens doors, enables deals to be done.

But Australia must realise that this - like the Socceroos’ Round of 16 feats in Qatar last year - cannot be taken for granted. A semi-final performance was a truly remarkable effort. But the level of investment abroad, particularly in Europe, is something

we must keep pace with if we want to mix with the world’s powerbrokers.

To recap this World Cup: the numbers are truly remarkable, blowing away all previous FIFA Women’s World Cups before it, with a global TV audience of 2 billion and almost 2 million fans attending this month-long extravaganza of the highest quality female football we’ve ever seen.

The quality of football on show was first-class, underlining the mega investment from Europe, and the growing standard of our Liberty A-League.

Australia, via the likes of world-class trio Kerr, Caitlin Foord and Steph Catley, has driven those international standards and raised the Australian bar too, with the Matildas providing inspiration for other codes.

The low-key build up is worth exploring for a moment. This has matched and perhaps exceeded the Sydney Olympics, yet it received a fraction of the promotion and marketing in the lead up (COVID and a shorter runway played a role).

Imagine how big it could have been if the country got behind it? Imagine how big it could have been if we made all of our biggest stadiums available? Imagine the Matildas packed out the MCG, in addition to Stadium Australia and Suncorp Stadium? Imagine how big this sport can be if it got the support it deserved?

This sport is achieving great things with handbrake on. Release the handbrake, invest, and this is what it can deliver.

David Davutovic believes that Australia’s ultimate lesson from a FIFA Women’s World Cup for the ages cannot be ignored

Stadium Australia/Accor Stadium hosts the FIFA Women’s World Cup (above, credit: VenuesLive) and Matildas captain Sam Kerr celebrates after scoring during the semi-final against England (below, credit: Damian Briggs).

It should not be about competing with other codes - a rising tide lifts all boats. Have a look at what the Matildas have done for women’s sport and gender equality in Australia? Have a look at any one of those Matildas and how confident they are when they speak to the media - they’re inspirational.

AFLW, NRLW, netball and women’s cricket will capitalise. And good on them.

If we want to maintain the rage at international level, funding the Matildas is crucial, but so is the domestic competition.

England are a great case study for Australia on several fronts - grassroots, national team and the domestic league.

England’s sharpness, quality and world-class finishes in their semi-final victory against Australia can be attributed to the mega investment from the multi-billion-dollar Premier League giants who’ve woken up to the power of football.

A-League clubs have upped the ante, but they’ll never be able to compete with Manchester United, Arsenal, Chelsea and Manchester City, hence government support is crucial.

The Liberty A-League’s role in this Matilda production line was crucial, with this squad averaging 85 games each in our domestic competition. And the World Cup featured 21 players from the 2022/23 Liberty A-League season, with New Zealand (11 players), Denmark (one), China (two) and Philippines (three) all represented.

However, it’s not just the benefits at the elite level. According to Mission Australia, mental health and equity and discrimination are two of the three most important issues for young Australians (with almost 30% surveyed saying they were unfairly treated due to gender, race and cultural background). Sport is a solution for many of those issues. The world game solves all of them.

Six-foot-plus Mackenzie Arnold would walk into an AFLW side, based off her goalkeeping heroics and all round athletic ability.

But the beauty of football is that it does not discriminate. There is also a home for 154cm Katrina Gorry, whose World Cup performances could pave the way for a move into the English top tier.

If any sport is worth investing in for the national good, it is football, for the skills are transferable.

Bri Davey, Casey Dumont, Marijana Rajcic and Ellie Brush are among those to have switched to AFLW.

The level of investment from FIFA and international football giants and leagues will be impossible for any local based Australian sports to match.

Football can keep pace, but moves must be made. We must be bold and strategic.

For the moment though, let’s celebrate this epic month and look forward to the A-League Women season which kicks off on 13th October.

David Davutovic is Managing Director at Bruce Media and A-Leagues’ Head of Special Projects.

Fans at Sydney Olympic Park for the FIFA Women’s World Cup (above, credit: VenuesLive).

Work to Do

More people engaged in water polo is the goal of Water Polo Australia’s Project 10X.

Launched last year nationally, Water Polo Australia (WPA) designed Project 10X to help deliver transformational growth in the sport, and with the aim of expanding the participant base 10 fold over the next 10 years.

Advising that Project 10X aligns to the sport’s strategic framework that has the mission to ‘make our sport, your sport’, WPA acting Chief Executive, Tim Welsford explains “Project 10x is all about opening up our sport to more participants, creating modified ways that people can get involved, and introducing them to water polo in a social, easy and fun way.

“We know the way people are engaging in sport today has changed and they are looking for flexibility, variety and an opportunity to enjoy time with their friends.

“We also know that Australia’s demographic profile is changing in terms of more newly arrived migrants from countries that weren’t immigrating to Australia 15 to 20 years ago. So, we need to adapt our sports to make them more inclusive to new Australian residents.

“While Project 10X may not unearth the next Olympian, we hope that there will be participants in this mix who’ll go on to join a club or follow the sport.

“By getting more people involved in the sport through their school, university, swim school or winter club, we will not only have more people playing water polo but also be gaining more fans.”

In his previous role as the General Manager - Sport Development,

Welsford was instrumental in rolling out the four pillars of Project 10X, across each of the states and territories.

He advises “when launching Project 10X our focus was on four key target markets: swim schools, school competitions, winter sports and university students.

“In the first year, we wanted to be able to maximise the work that was already being done, and enhance the programs already running, to equip them to be able to introduce new people to our sport.

“That meant, for example, working closely with Water Polo Victoria and Aligned Leisure to incorporate water polo skills into six Aligned Leisure Learn to Swim programs across the state.

“In South Australia, we were able to tap into the university network to introduce people from Culturally and Linguistically Diverse (CALD) communities to water polo through intercollegiate competitions.

Phoebe Mayer explains Water Polo Australia’s new strategies to expand participation in the sport

Water Polo Australia aims to expand its participant base tenfold over the next 10 years. Images: Beatty Park Leisure Centre (above), Anti Wave Global (below) and Aligned Leisure (bottom).

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“One of the greatest successes of this was seeing our people becoming the champions of our great sport. Water polo is a fantastic sport that we want to share with all Australians and Project 10X is just one initiative we are using to do so.”

Coming to the end of the first year of Project 10X, Welsford sees that year two of Project 10X will be about capitalising on what worked well in the pilot.

Welsford notes “as we look ahead, and start to plan the future of Project 10X, there are a couple of key areas that we’d like to focus on.

“We have piloted programs nationwide in the last 18 months to better engage people with no to low swimming ability, using modified versions of the sport in shallow water and working with people with a disability.

“This is something that we are very passionate to keep expanding on, to ensure that water polo is a sport that is accessible for everyone.

“Over the next 12 to 24 months, we’re also going to be working with learn-to-swim providers to connect their programs with water polo, integrating skills in a way that keeps kids and families connected to the aquatic environment for longer.

“We saw close to 8500 children introduced to water polo through Learn to Swim programs in Year 1, and believe this will be key for not only us as a sport, but the aquatic and leisure centres, to enhance water capability outcomes and aid in community building at venues.”

Welsford admits that while the sport has recorded over 17,000 new participant exposures in the last 12 months, there is still some work to do to ensure there are enough venues and pool space to be able to deliver the Project 10X programs.

He adds “water polo requires quite a specific set of pool specifications and it can be difficult to play the traditional form of water polo in pools not built to host us.

“While we have had some success to date, we welcome the opportunity to collaborate with pool owners and operators around new build and refurbishment opportunities to assist in maximising occupancy and usage.

“There are States in Australia, like South Australia and Tasmania, where the growth of our sport is being inhibited by appropriate available water space and we would love to partner with organisations to remedy the problem.

“Part of our vision around combatting this issue is to partner with venues to collaboratively provide commercially viable programming opportunities, and we are committed to delivering on this.

“While in simple terms, water polo requires a 33 metre long x 25 metre wide x 2 metre deep pool with the appropriate netting, we’re keen to work closely with pool builders and operators on opportunities so that Water Polo Australia can be part of the conversation and engaged in the process.”

Project 10X was helped thanks to strategic partnerships Water Polo Australia embarked on with companies such as Belgravia Leisure, that helped identify priorities and how the organisations can collaborate to bring the programs to life.

Phoebe Maher is Account Manager at sport-oriented public relations and communications consultancy Beyond the Break Consulting.

Images courtesy of Anti Wave Global .

The Power of Movement (Data)

and commitment, which comes from people and organisations being better informed, and being able to more efficiently and effectively understand need and recognise areas of common objectives.

Therefore, I ask you this question: how would it change the game if any active, recreation and sport organisation had up to date visibility on where residents are at any point in time. What would we do differently, and how would we all move forward faster?

This question is pertinent as ActiveXchange, Australisia’s leading data intelligence provider for the sector, has recently launched a Movement Data initiative, in partnership with Mapbox, globally the leading data source for individual location data (billions of GPS data points collected daily from 45,000+ apps across millions of Australasian mobile devices).

It’s been widely publicised that the active, recreation and sport industry is falling behind other industries when it comes to the relentless pursuit of consumer disposable time and income. The health and wider social implications of this negative trend are widely documented too, but we continue to plan, invest and operate in much the same way as we have done for decades.

To make significant change requires confidence, collaboration

ActiveXchange links these millions of daily data points to infrastructure, tracking the use of indoor and outdoor facilities, spaces and places across all of Australia and New Zealand, building up insights on what’s working, what’s not, and therefore informing what should come next. The estimated visits are continually validated against known ground truths, ensuring accuracy and consistency of reporting. Movement Data is already being effectively utilised by a growing list of local governments, sports, operators, suppliers and consultants, both domestically and internationally.

Alex Burrows explains what’s working, what’s not and what’s next when it comes to the active environment

Outdoor fitness class. Credit: City of Gold Coast.

So what are the immediate benefits?

…for the parks team?

Knowing where people have been informs more effective maintenance scheduling (reducing costs), identifies risks around over-use or unauthorised use of areas so as to manage the sustainability and biodiversity of spaces, and proactively identifies where use has dropped significantly and therefore where there may be potential issues.

Automated notifications dropping into the inbox for each team member (or team) on change of use in their nominated spaces means key insights transition from the planning office into the hands of those who can respond fastest. The levels of use also inform commercial lease opportunities and help generate additional revenue from facilities such as cafes. …for the local government planner?

From trails to playgrounds to pitches, courts, beaches, parks and outdoor gyms. Track levels of use of any local assets across the whole local government area, and compare usage levels with neighbouring LGAs. This includes shaping and monitoring active transport initiatives.

As part of the wider ActiveXchange connected data network, layers of insights from across Australia and beyond are now being sourced on an ongoing basis to inform what’s increasing usage, and by how much, within different types of active environments and local communities. Overlaying this network insight on local spaces and places removes guess work, and makes capex decisions and budget planning much more straightforward. The impact on existing infrastructure from new housing developments can also be better forecast, informing developer negotiations and planning policy.

…for the active communities manager?

Meeting people where they already are is a vital part of creating pathways into regular physical activity. Alongside this is ensuring suitable doorstep infrastructure and programs are accessible. Being able to draw down insights of what’s working

Adelaide Skate Park. Credit: City of Adelaide.

best elsewhere, and in some of the most deprived communities, provides up to date tools to inform local engagement. Also tracking long-term uplifts in movement within priority communities supports grant funding applications, putting highimpact programs into the most needed local communities.

…for the commercial gym and swim school operator?

A primary driver for any high street gym or swim school is the levels of footfall and vehicle movement at the potential or current site. The pandemic has significantly changed commuter movement patterns and meant certain locations are no longer viable. Knowing trends over the last couple of years informs the go/no-go decisions, as well as the ability to objectively evaluate property lease values against estimated membership numbers. Movement Data works very well when used in parallel with local resident catchment profiling and supply and demand analysis.

…for the recreation and aquatics centre operator?

Operators are being asked to provide deeper levels of engagement with local communities, moving beyond the traditional four walls of the leisure centre, and meeting where residents (who may be potential customers) are already. Movement Data identifies not only the optimal location and timing of these outreach programs, but also supports the target of marketing activities. The data supports nationwide benchmarking of use at facilities, knowing what you’re doing is helping your organisation and community stay ahead of the curve.

…for the state sport organisation?

Understanding levels of use, including informal participation, of any infrastructure state-wide helps determine where club support is required, as well as priority infrastructure projects around which to collaborate with key stakeholders. Often sport use is only one part of a range of uses and value infrastructure offers the local community, so being able to champion these

models of mixed use ensures key locations are protected. Furthermore, as sports evolve their offer in order to attract new audiences, knowing the space and place hotspots to host these is vitally important. We’re also seeing movement data become a key component when it comes to realising the full value of existing assets with respect to sponsorship, naming rights and commercial lease options, being able to quantify exposure levels coupled with the profile of participants and local residents helps align with and attract commercial partners.

…for the tourism agency?

When the key metric is uplift in visits (and spend) within a designated area, having a birds-eye view on this on a rolling basis is of critical importance. Including how people move throughout an area, and how this can be further enabled through enhanced signage and dissemination of visitor information, so as to maximise and spread economic impacts.

Images, clockwise from above: Bayswater Waves Aquatic Centre, local footbal on Sydney’s Northern Beaches, park recreation (credit: Pexels) and outdoor fitness (credit: City of Gold Coast).

…for the play and entertainment destination?

Movement Data shows levels of visits by the hour, day, and month back to January 2022. This enables venues to benchmark their ongoing uptake with any other venue nationwide, and assess the success of different initiatives, staying up to date on what’s driving success. It also supports venue operators to better understand when and where there’s uplifts in movement into catchment areas, and measure if they’re realising the benefits and/or when to invest into new locations.

Riverside Adventure Playground in Wagga Wagga NSW, was opened in June 2022, installed by Moduplay. While there was an immediate uplift in use following the installation it was damaged by the floods at the end of 2022. Since reopening

it’s experienced a significant uplift in use (over 20,000 visits in January 2023). This ongoing data driven insight helps inform future developments, putting the right offer, in the right place, at the right time.

Knowing where, when and why your communities come together is a fundamental basis to making a step change in how we all collectively plan, invest, and operate. It’s these types of network initiatives that will support our sector’s organisations to stay ahead of the competition.

Alex Burrows is founder of ActiveXchange. To find out more about joining the network, please contact ActiveXchange: intelligence@ActiveXchange.org

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Running Hard

At 77 years of age, Australian businessman Geoff Lord is gearing up for a strong finish, and is often heard saying “the closer you get to the tape, the harder you run”.

What the founder, Chairman and Chief Executive of the Belgravia Group (a group of smaller, multi-generational familyrun businesses) is certainly getting closer to is his ambitious dream of getting ‘one million kids moving’, a dream that will become a reality via the various business ventures that has kept the entrepreneur busy over his brave and hugely successful career.

Behind this, Lord has grown Belgravia Group across a range of industries including health, fitness, aquatics, recreation, sport, tourism, property, finance and technology to employ some 10,000 people today.

It is an impressive legacy that positions Belgravia Group as the biggest player in children’s leisure in the country - albeit with a local, community focused approach - and one that Lord will continue to focus on as he runs hard towards the finish line, with many business ventures still in the pipeline. Lord, it seems, is not slowing down, but rather, is picking up the pace.

Beginnings

After an already successful career with the likes of Ford Motor Company, Henry Jones IXL and Elders Group, Lord began making a start on his Belgravia Group dreams in the 1970s while living in Belgravia Square in London.

Knowing the first step was the hardest, he was determined to build something to be proud of, something that would make a difference to not just his life, but to the lives of many. Something that was grounded in fairness, respect, sustainability, accessibility and generally making a positive social impact.

From a low-key start in fitness equipment supply and golf management, before too long, Belgravia Group and the businesses within it branched out into various markets, going from strength to strength with a continuous upwards growth trajectory - an achievement Lord puts down to determination, persistence and allowing his staff to run their own ship plus his passion for all things sport and leisure.

Lord’s passions have shaped Belgravia Group, right from the start

Lord’s sporting passion is hard to miss; it’s evident in his career choices and continued involvement with professional sporting clubs over the years. From 1986 to 1994, Lord was Director/Chairman of Hawthorn Football Club in which time four premierships were won. From 2004 to 2010 Lord was also founder and Chairman of Melbourne Victory where they won two A-League Premierships; one of which was in their second year of operation.

This sporting passion has been the catalyst for many of Lord’s endeavours and serves as a foundation for the biggest goal of his career; to get one million children moving each year.

Lord advises “keeping kids healthy and active is and should be a priority for Government, businesses, the education system and of course families.

“Kids are our future and if we let them down by not giving them every opportunity to get moving, we are also letting future generations down.

“Playing a team sport on a field or court, learning to swim

Kristy Brown charts the achievements of Geoff Lord of the Belgravia Group

Belgravia Health and Fitness franchise Ninja Parc (above) and Geoff Lord, founder, Chairman and Chief Executive of the Belgravia Group (below).

or dance, having a go at something new that’s a challenge … these are all opportunities that we can’t afford to let our kids miss out on - the benefits are just staggering and I’m proud to be at the helm of a business that is pushing this vision forward.”

With over 400,000 children already moving each year in Belgravia Group programs such as GOswim, Belgravia Kids and Sports Community, it’s only a matter of time before Lord’s dream will become a reality.

Making sure no-one misses out

Lord’s passionate approach to leisure and sport is matched only by his determination to ensure no-one misses out, regardless of their circumstance. The Belgravia Foundation and Belgravia Foundation Aotearoa are charitable trusts that fundraise and spend locally with the aim of reducing barriers to participation in community leisure across Australia and New Zealand.

Lord and his passionate team’s endless pursuit in this space sees innovative programs launch regularly across communities such as the digital concierge app, Cérge, or the groundbreaking underwater service known as Immersion Therapy that Belgravia Leisure is supporting at a national level.

Current Belgravia Group business units include:

Active Communities

•Belgravia Leisure (more than 220 centres and 5,500 employees)

•Belgravia Health and Fitness (more than 70 Genesis Health + Fitness gyms, Ninja Parc, Coaching Zone)

•Novofit (fitness and sport equipment)

•Belgravia Kids (including BK’s Gymnastics and 52 Jump! swim schools)

•Australian Sports Camps

•Belgravia Events

•Belgravia Outdoor Education

•Community Sports Camps

•Belgravia Academy (registered training organisation)

•Sports Community

•Belgravia Dance

Business services

•Belgravia clothing group (including Bizwear, Profile Corporate Clothing (NZ) and Option Systems)

•Belgravia Finance

•Belgravia Pro

•Belgravia Properties (development and finance)

•Belgravia Insurance

•Belgravia Investments (cyber security, biodegradable packaging and resource services)

•Belgravia Sports apparel

Belgravia Leisure’s dedication to including all is also evident in the provision of 72 inclusion coordinators/community engagement coordinators, all based in communities across Australia and New Zealand who spend over 2,500 hours a month connecting communities to leisure via various programs, events and initiatives. Additionally, regular community network forums give locals the chance to have their say, and other inclusive programs such as women only nights, First Nation youth programs or te reo Maori learn to swim classes all have a profound impact on participant social and emotional wellbeing.

Additionally, Belgravia trademarked programs running across the country include Take Charge! and Youth Take Charge!, All In, M Help and Everybody’s Welcome - all aimed at ensuring no-one misses out, no matter their demographic or background.

With growth comes responsibility

Over the past two years, Belgravia has successfully transitioned into more than 60 sites across different business units ranging from regional outdoor pools, campgrounds to large hotel resort complexes.

In New Zealand, Belgravia has become the fastest growing leisure and tourism operator in the country since being established in 2015, with 18 sites now in their portfolio.

With the ambitious aim of managing 1,000 venues within 10 years, Lord has committed to not compromising on the bestin-class quality that the Belgravia name is aligned with as they grow.

BK’s Gymnastics (above) and GoannaGolf (right).

BPro tourist park at Lake Wivenhoe.

Tourism and wellness

Belgravia Leisure has experienced successful market entries into both tourism and wellness of recent years. In wellness, Hepburn Bathhouse and Spa became Belgravia Leisure’s first day spa under its management in 2008, and Belgravia welcomed over 150,000 guests into their wellness spas last year. This number is already substantially growing with the 2023 opening of Wai Ariki Hot Springs and Spa, a luxury, cultural wellness spa on the newly transformed lakefront in Rotorua, Aotearoa.

In tourism, Belgravia Leisure acquired BelgraviaPRO (BPro) in 2018, expanding their portfolio of assets under their management to include tourism and holiday parks, as well as a Registered Training Organisation (RTO) to provide important certification and qualifications across the holiday parks sector.

BPro now have over 40 holiday parks under their management, perfectly situated in some of the most picturesque locations with guest centricity at the heart of their operations. In 2022, 1.5 million nights were spent across BPro tourist parks and in 2023 their Byron Bay based Suffolk Beachfront Holiday Park won silver in the highly acclaimed Review Pro People’s Choice Caravan Park of the Year Awards, confirming that the park is the second most popular park in the country when it comes to the guest experience.

Health and wellbeing, leisure and sport

Belgravia Health and Fitness now offer health and wellbeing facilities and services to 67,000 members across Australia and New Zealand, including 55,000 gym members.

And with more than 60 sport stadium facilities under their management, Lord has seen to it that Belgravia is now one of Australia’s largest providers of sport and activity programs in communities. $5 million has been invested in the space of five years and programs and offerings such as Goanna Golf and women’s events aim to encourage a more diverse demographic to the sport.

Aquatics

Perhaps what Belgravia Leisure is best known for is the management of aquatic and recreation centres, managing more than 160 in communities right across Australia and New Zealand. Partnering with peak bodies such as Swimming Australia, Royal Life Saving Societies of Australia and New Zealand, AUSTSWIM and Swim Coaches and Teachers

Australia, Lord has ensured that Belgravia deliver a wide range of water safety and squad programs for people of all ages and abilities so that everyone can benefit from these vital community assets. The GOswim program alone provides over 2.6 million lessons to 56,000 GOswim members annually, with new programs being launched regularly.

On Belgravia’s rapid growth, Lord recognises that it’s a responsibility, not a choice, to make a positive social impact on the communities in which they operate. Lord also sees the opportunity to create greater value for their partners whilst keeping focus on the small things, adding “I believe in a local first approach whereby we genuinely help our partners create venues that locals want and need by tailoring facilities, services and programs to the market.

Lord added “we hire local staff, engage local suppliers and keep local economies healthy by adopting sustainable environmental practices and investing in resources from the area.

“By focusing on the big things to achieve the best value for money and maintain the highest quality standards, whilst focusing on the small things to create exceptional customer experiences, we have been able to deliver a service that I’m genuinely proud of.”

Breaking through the tape

Sport-mad Lord would like to be remembered as a builder however, it’s his sheer determination and persistence to achieve his dream that shines through just as brightly. Lord’s achievements are due to him being driven, while at the same time empowering his people and giving them freedom with boundaries, allowing each business to thrive in its own right.

Not interested in running a race with any of his competitors, Lord is competing only against himself, and won’t stop till he breaks through that tape, having achieved his dream to get more children active with a gold medal around his neck.

Lord is also Executive Chairman of Tesserent Ltd, Founding Director of Judo Bank, Director of Melbourne Business School and Chairman of Salvest.

Kristy Brown is Head of Communications for Belgravia Leisure.

Hepburn Bathhouse and Spa.

The newly opened Wai Ariki Hot Springs & Spa in Rotorua.

Belgravia Leisure swimming lessons.

Group fitness at a Belgravia Leisure managed facility.

SEE THE UNSE

Transform your pool into a smart pool

What’s Next in Inclusive Play?

Geoff

Parkequip recently hosted a webinar on inclusive play, presented by Jill Moore, Landscape’s Structures Inclusive Play Specialist.

The conversation surrounding inclusive play space design has grown tremendously since its beginnings. As foundational knowledge around inclusive design and disability has grown, so has the conversation around intentional design choices.

The session took an in-depth look at designing more intentionally for mobile devices, creating experiences for ADHD and other common motor coordination disabilities and improving wayfinding for blind/low vision users.

Participants received an introduction to DeafScape design - utilises five principal concepts: sensory reach, space and proximity, mobility and proximity, light and colour, and acoustics - as well as how we can support medically complex individuals who come to play.

We understand that innovation is driven by those who are invited to participate and the next step in play is to truly invite everyone to make our spaces that much more meaningful.

The webinar was well received with many participants expressing their thanks and appreciation stating it helped them look at Inclusive Play from a different perspective.

All children are created equal with the same desire and need to experience play. Play that challenges

and inspires them physically, supports and stimulates them cognitively and facilitates an emotional and social connection. A well-designed inclusive playground welcomes children and adults of all abilities to a play experience where everyone can interact and play together.

Play is not only fun, but it’s also an essential part of a child’s development and critical for the successful growth of both the brain and the body. Playgrounds offer a unique opportunity to support a child’s cognitive, emotional, physical and social development all while disguising it as play.

The link between play and its positive outcomes is so strong that the National Association for the Education of Young Children (NAEYC) considers it an important component of developmentally appropriate teaching practice. The American Academy of Pediatrics has issued guidelines to help paediatricians encourage play, and the UN High Commission on Human Rights declared play a fundamental right of all children.

The need for play does not distinguish between children who are typically developing and children with disabilities. Everyone of all abilities needs play. And everyone means not only children with a physical disability requiring an accessible playground, but it also includes developmental disabilities like autism; children with sight or hearing impairment; and children with intellectual disabilities such as down syndrome. Everyone also includes siblings, parents, grandparents, friends and other caregivers.

There is a misconception that an accessible playground is synonymous with an inclusive playground. However, simply ensuring accessibility for mobility devices on a playground

Harris shares recent learnings on inclusive play

Inclusive play at the Holroyd School (above) and the The We-Go-Swing inclusive accessible wheelchair swing set (below). All images courtesy of Parkequip.

is only part of a truly inclusive play design. An inclusive playground welcomes kids and families of all abilities to learn, play and grow together.

A well-designed, inclusive playground enables children of all abilities to develop physically, cognitively, socially and emotionally. An inclusive playground also provides just the right level of challenge to meet kids where they are, addresses all levels of ability, and creates play experiences for a variety of needs and interests. An inclusive playground goes beyond wheelchair accessibility and ensures children and adults of all abilities have play options and can choose how they want to engage each activity.

Our inclusive playground designs incorporate A Higher Level of Inclusive Play™ philosophy meaning special-needs playground equipment, events and activities are part of everything else and are designed to look appealing and inviting.

A truly inclusive playground doesn’t have areas off to the side for children with disabilities, or designated spaces for special needs playground equipment. Inclusive means everyone is a part of play with peers of all abilities. Inclusive playgrounds create an atmosphere where everyone can interact with each other, explore, imagine and play together.

At Parkequip and Landscape Structures, we understand how the design of a children’s playground can shape a child’s

development as well as the community in which it resides. Together, we can create an inclusive play environment that is welcoming to all and serves your community for decades.

Geoff Harris is Managing Director of Parkequip. With thanks to Jill Moore of Landscape Structures.

The OmniSpin® for children of all abilities and the We-Go-Round inclusive spinner.

Activity at the Holroyd School (above) and the Sway Fun Glider inclusive ride (below).

Fitness is a lifestyle

Harry Konstantinou and Viva Leisure aim to make fitness not just a routine but a thrilling journey

In his 20th year as an operator, Harry Konstantinou - Chief Executive, Managing Director and a co-founder of Viva Leisure - has just welcomed full year 2022/23 results that show a 55% rise in revenue to $141 million and a 429% rise in EBITDA to $29.2 million, reflecting improved margins and operational efficiency across the 12 months.

Welcoming what he called “robust” results for the year to the end of June, Konstantinou advised “our FY2023 results underscore the resilience and robustness of Viva Leisure’s strategic direction and operational capabilities.

“The impressive 55.4% surge in revenue to $141.2 million, primarily driven by our organic growth, speaks volumes about our team’s commitment and our members’ trust. The outstanding 429.2% rise in EBITDA to $29.2 million and the EBITDA margin reaching 20.7%, despite external inflationary pressures, are testaments to our enhanced operational efficiency and improved margins.

“We’re particularly heartened by the significant improvement from last year in net profit after tax (pre-AASB16) of $8.8 million representing a $14.3 million improvement over FY2022. Our balance sheet and free cash flow remains strong, and our membership growth, coupled with the increase in utilisation rates, indicates the unwavering demand and satisfaction of our members.”

Advising that the results will accelerate the group’s upgrade program, Konstantinou added “the expansion in our locations solidifies our market presence, and our increased free cashflow paves the way for continued growth.”

Background

Konstantinou, for whom ‘fitness is a lifestyle’ is a mantra, has been driving the business that is now known as Viva Leisure since he commenced operating his first health club on 12th January 2004.

Since then, the group has grown massively to include brands including its flagship Club Lime, GroundUp Studios, Rebalance Pilates, HIIT Republic and the Plus Fitness franchise.

Viva Leisure has also grown to be Australia’s largest fitness group that owns properties. Its expanding portfolio has seen it recently open its 102nd Club Lime gym in the Sydney suburb of Gladesville followed by its 103rd at Robina on the Gold Coast within its total of over 170 locations within the Australian Capital Territory, New South Wales, Victoria, Queensland and Western Australia.

In addition, Plus Fitness has more than approximately 175 franchised sites in three markets: Australia, New Zealand and India.

Explaining this, Konstantinou notes “Viva Leisure is working towards being the most diverse fitness provider in Australia, servicing all segments, and aiming to being the most profitable for our investors and shareholders.”

Images, clockwise from above: Viva Leisure Plus Fitness Menai, Plus Fitness Lane Cove, Rebalance Rocklea, and Viva Leisure Chief Executive and Managing Director Harry Konstantinou

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

Since June 2019, it has also been listed on the Australian Stock Exchange (ASX:VVA) and while its time in the stock market has been challenging - having not had one full year of trade without external interruptions - its shares are currently trading at in excess of $1.40 - a 40% premium to its original offer price of $1.

Post Covid

Few business sectors were as negatively impacted as fitness clubs during the Covid pandemic with all gyms across the country shut down at the height of the pandemic.

However, as of October last year, Konstantinou explained how the business was rebounding, advising “our members view their health and fitness as an essential, not discretionary, spend. Our gyms are a lifestyle business, providing our members with an experience unable to be matched at home, or online.

“In our experience during previous downturns in the economy, health club memberships are not the first to be cut, they are too important in our daily members’ lives. At an average spend of $15 per week, the physical, health, mental and stress relief benefits we provide as an industry are unmatched.”

And since reopening, the company has continued its expansion mode.

Member Satisfaction

A Roy Morgan survey of Club Lime members conducted earlier this year reveals mental wellbeing as their top objective.

The independent survey also saw 67% agree that their membership of the health club brand is a necessity, not a luxury.

Commissioned to understand the lifestyle of Club Lime members, other highlights from the survey saw 80% agree that their membership helps them save on future costs associated with ageing and illness and that the top three reasons Club Lime members engage in health activities are mental wellbeing (71%), achieving a personal fitness goal (59%) and to lose weight (51%).

86% agreed their membership is important to their overall wellbeing, 81% of members are satisfied with their membership,

Club Lime (above), Plus Fitness (middle) and GroundUp Studio (below).

89% of members agree their Club Lime membership helps reduce their daily stress and, in a rising cost environment, 66% will cut back on eating out and takeaways, 65% will cut back on new clothes and shoes, while only 25% will cut back on gym and health costs.

Another element of member engagement has seen the company introduce a shareholder discount program that offers investors 25% off club memberships.

To benefit from the program, which has already prompted a rise in share value, investors have to own a minimum of 1,000 Viva Leisure shares while for non-individual shareholders, a minimum of 5,000 shares opens the discount for three people.

Technology and Data

A technology prodigy who started an internet service provider (ISP) business aged15 and sold it at 25, Konstantinou said the gym business is very similar to the ISP business because it’s about recurring revenue and managing the churn rate.

Around 88% of Viva’s revenue is recurring and Konstantinou believes that people will always go back to the gyms (instead of staying at home to exercise in front of a TV) because what the gym provides is an experience.

He advises “we are in the experience business. People want to go to the gym, they want to meet people, they want to meet and do a workout with their friends.

“And that will never change because it’s part of a lifestyle and that thematic is what we’ve explained to investors.”

The company is also making increased use of data and technology, including artificial intelligence (AI).

Konstantinou says the company analyses lots of data such as the ratio between male and female memberships - enabling it to tweak the fitness equipment ratio it provides at each site.

The technology can also analyse things such as the time each equipment is used the most, or why a member stops coming on certain days.

This clever use of technology has allowed the company to increase its portfolio utilisation, or the use of facilities, to over 72% with plans of increasing that to its target range of 75-80% (Viva believes a health club operates at 100% utilisation at two members per square metre, and a boutique at one member per square metre).

Konstantinou advises “every time you add a club, obviously that utilisation rate will naturally decrease because you’re adding for example 1000 square metres into that calculation, but you haven’t got the members yet.

In FY2023, Viva opened 20 locations, or a new location every 18 days of the year. In previous years, this has been as low as a new location every nine days of the year.

The company is also building greenfield sites, meaning that it could build the gym the way it wants, sometimes even putting two clubs next to each other.

He adds that investments in technology and strategic growth initiatives, including the imminent launch of its Viva Hub and Viva Pay, “are set to further boost our performance moving forward” advising “following our strategic review, we’re even

more aligned and geared up to optimise performance and enhance shareholder value. This outstanding performance is not just a reflection of numbers but a manifestation of our vision, dedication, and the collective effort of the entire Viva family.”

Viva also prides itself on creating what it calls its vertically integrated experience. Viva has designed it’s joining experience, back-end systems, front-end systems, door access hardware and apps for entry (it even designs its own circuit boards and software to improve the member experience).

This sees members able to join any Viva club online 24/7, download the app, and gain entry into the club immediately. In addition, earlier this year it launched the Club Lime Flex app, which allows non-members 24/7 access to the Club Lime network of clubs by paying for a casual entry via the app (which also opens the door once they have paid).

This allows the business to sell ‘guest passes that work’ 24/7, even when un-staffed.

Konstantinou sees embracing fitness as being more than just adopting a routine but as a thrilling journey, emphasising that “some industry players might overlook this essence”.

He concludes “streamline the process - make it effortless to join, a breeze to visit and straightforward to manage your membership.

“When you do, success will inevitably follow.”

Club Lime members on their fitness journey.

A Sorry Story

As reported in the last issue of Australasian Leisure Management, and in our online news, in late May, the Federal Court of Australia ordered that the Ultimate Franchising Group Pty Ltd (UFG), the local master franchisor for USAbased UFC (Ultimate Fighting Championship) Gym’s, has been ordered to pay $5 million to three of its franchisees.

In the judgement, Federal Court Justice Thomas Thawley ruled that UFG had indulged in “deceptive” conduct involving “profiteering”, misleading the franchisees about businesses which were “near valueless” and unlikely to operate profitably.

Justice Thawley found that UFC Gym’s Directors, Mazen ‘Maz’ Hagemrad and Samer Husseini, had falsely told franchisees that the businesses were profitable when they were actually losing money.

He also declared Hagemrad not “to be a reliable or credible witness”.

Justice Thawley ruled that each of the franchise agreements - in the Perth suburb of Balcatta and at Blacktown and Castle Hill in NSW - be declared void and ordered UFG to pay compensation of $1.7 million, $1.9 million and $1.4 million to the respective business owners.

What was not known at the time of publication, and which only emerged in late June, was that UFG and affiliated companies UFC Gym Prospect Pty Ltd and Ultimate Franchising Group Properties Pty Ltd all entered into voluntary administration on

Nigel Benton looks into the tangled state of UFC Gym’s Australian operations

23rd May - the day after the Federal Court judgement.

Of the three locations in the Court judgement, the Balcatta (Western Australia) and Castle Hill (NSW) gyms have since rebranded as ‘Rival Gyms’, while the Blacktown enterprise has shut down.

In the weeks and months leading up to UFC Gym’s administration, two other independent franchises also shut down.

The UFC gym in the Sydney suburb of Penrith closed at the beginning of March, blaming “Covid disruptions” and the “economic uncertainty” proliferating in Australia.

A UFC franchise in Narre Warren in Melbourne has also closed in recent months while UFC Macarthur Square in Western Sydney is being liquidated, apparently for unrelated reasons, with debts of more than $1.2 million.

Immediately upon taking over the company the administrators shut down its Parramatta branch in western Sydney while the remaining Australian UFC Gyms are still operating as the administrators look for buyers.

Launched in 2009 in the USA in an alliance by UFC and fitness brand developer New Evolution Ventures™ (NeV), UFC Gym Australia opened the mixed martial brand’s first international club in the Sydney suburb of Alexandria in 2013. At its peak, it operated 10 facilities in Sydney, Melbourne, Perth and the Gold Coast.

The voluntary administration means the franchise owners, while having been successful with their legal action, will struggle

Images (clockwise from above): the former UFC Gyms at Bankstown, Penrith and Balcatta, and Maz Hagemrad.

to get a cent of that money, with their legal fees understood to be in excess of $850,000.

Also in May, the franchisors for UFC Gym in Singapore (not related to its Australian operations) were exposed for closing its UFC CityLink outlet without informing its members and leaving unresolved membership concerns.

$15 million in debts

Appointed as the administrators of the company, Rajiv Goyal and Christopher Johnson of insolvency firm Wexted Advisors are understood to have found that the companies accumulated more than $15 million in debt.

According to proof of debt forms lodged with the administrators, there are a total of 62 creditors, with $160,000 owed to the NSW Department of Revenue.

An additional $42,000 is owed to 10 employees for unpaid wages while the Commonwealth Bank remains a secured creditor for a $670,000 debt.

UFC Gym Australia “may have been insolvent from as early as March 2023,” the administrators said in their report filed with the corporate regulator.

They added that early May after the Court orders were delivered was a more “definitive date” of when the company likely started to trade insolvent.

The report added that the company “remains insolvent, so it is not appropriate for control of the Group to be handed back to the director.”

In Court

During the Court case it also emerged that two businesses involved in the fit-out stage for UFC franchises actually had personal links to Hagemrad.

Hagemrad’s brother-in-law operated Intrex Projects Pty Ltd, the ‘approved supplier’ for all the UFC franchises. This company charged $106,000 to the UFC Balcatta franchise during the fit-out process, in what the court called “an unexplained charge”.

Karim Girgis the owner of the UFC Gym Balcatta, claimed this cost was attributed to “consulting”, even though only a handful of phone calls occurred between this company and his builder.

During the cross-examination Hagemrad was accused of receiving “kick-backs” through this business, which he denied.

A company called Strategy Squared Pty Ltd imported UFC Gym equipment, with the freight and customs costs then charged to franchisees.

The Court was told that Hagemrad’s wife was the director of Strategy Squared.

He also held shares in the company, but denied his business relationship with UFC Gym “enabled his wife to profit”.

Judge Thawley noted “there was no evidence that the franchisees were informed of any connection between Strategy Squared and Hagemrad.”

Judge Thawley also declared that he did not find Hagemrad “to be a reliable or credible witness” during the six-day trial.

Reports indicate that in 2018, the Federal Court found Hagemrad “deliberately and dishonestly created fake sales” to sell a Subway franchise, located in Sydney’s Haymarket.

During the hearings, it also emerged that one of the franchisee owners, Laziz Mirdjonov, the owner of the Castle Hill gym, had used funds from the business on personal expenditures such as domestic and international travel, restaurants, luxury shopping and two Mercedes Benz cars.

UFC’s Response

In response to the judgements and state of the business, a UFC Gym Australia spokesperson told media that the company had appointed administrators because it was the “best option available” to stabilise its financial situation and added it was “considering a range of options (and) retains full confidence in the future” in the brand.

In addition, Husseini is understood to be seeking an appeal against the Federal Court judgement.

As for the group’s USA-based global operations neither UFC Gym or NeV have issued any statement or responded to Australasian Leisure Management’s requests for comment.

Despite the group’s troubles, on 12th May, UFC Gym Chief Executive, Adam Sedlack told Channel NewsAsia that the group was “very eager” to re-enter the Singapore market and that “Singapore remains a very attractive market for the brand of UFC Gym and our ‘train different’ approach”.

Earlier this year the group, advised that it had “celebrated a milestone year in 2022 by surpassing expectations on its domestic and international growth.”

The release noted “building on its momentum as one of the largest and fastest-growing operators and franchisors of premium fitness facilities, UFC Gym’s development of more than 1,000 locations in 40 countries will play an integral role in the organization’s mission to provide a wholistic wellness approach to its unique global member community.”

In the release, Sedlak advised “coming off of the physical and economic hurdles that have unravelled over the past few years, UFC GYM® and UFC FIT® are poised to make an impact on fitness enthusiasts worldwide with our dynamic our ‘train different’ approach and industry-leading programming that brings out the purpose in why members go to the gym.”

Also in January, Sedlack spoke on the rapid expansion of UFC GYM globally and, with reference to India, advised how the brand was looking to create a “global legacy” by making the training regimen of elite MMA athletes accessible to allregardless of skill or fitness level.

Nigel

Benton is Publisher of Australasian Leisure Management.

Sports tech gets Serious

Australia’s sports tech industry is now worth $4.25 billion, equal in value to the nation’s fintech sector, according to the newly released Australian Sports Technologies Network (ASTN) annual Sports Innovation Report for 2023.

Released by Australia’s peak body for sports technology and innovation, the report builds on the findings from ASTN’s inaugural report in 2022, and shows that 758 companies make up Australia’s sports tech ecosystem, now employing 13,438 people.

The report finds that Australian sports tech company creation has grown by 11.8% per annum in the 10 years since the inception of the ASTN in 2012, when there were only 284 companies.

It also identifies 115 companies as industry leaders including well-known Australian brands including 2XU, SWEAT, VULY and PTP - with these companies generating around 87% of the total revenue of the industry.

Commenting on the value of the sector, ASTN Chair, Dr Martin Schlegel (pictured left) advised “rapid growth in sports tech is reshaping the sports industry as we know it, and unlocking new revenue streams. The second edition of the ASTN Sports Innovation Report takes a deeper dive into the emerging sector - to help inform industry leaders, and provide new growth opportunities for sports tech startups.

“Australia’s sports tech sector has proved it has now moved out of its nascent stage as it goes head-to-head with Australia’s booming fintech sector. Australia continues to prove that it’s one of the world’s leaders and long-term pioneers in sports technology and innovation.

“The sector has exceeded all expectations in this year’s report as the sector surpasses $4 billion in revenue.”

Growth of the sector in Australia has been in tandem with the exponential growth of sports tech worldwide, with an estimated worth at US$22.9 billion in 2022, and expected to grow by 13.8% per annum to more than US$41 billion by 2027.

New wave of technology set to emerge ahead of Brisbane 2032 Olympics

Australia’s sports tech sector is predicted to continue its successful trajectory and sustained growth with a new wave of technologies emerging in preparation for the Brisbane 2032 Olympics and Paralympic Games.

Dr Schlegel notes “we are building one of the world’s most advanced and integrated sports tech ecosystems in the lead up to several major events in Australia’s sporting calendar over the next decade.

“We can expect to see new technologies from AI, big data analytics to mobile, non-invasive wearable sensors and smart materials being deployed across the sports tech market verticals. As a result, new companies will be formed providing opportunity for further growth of the sector.”

10 trends driving the sector

The report identifies 10 major themes that provide strategic opportunities for the industry derived from conversations with industry leaders, startup businesses and government.

Dr Schlegel goes on to say “the 10 emerging sports tech themes we’ve identified - from ESG to smart apparel - have accelerated digital transformation across leagues, teams and federations globally in recent years. To continue the sector’s momentum, Australia’s sports tech firms need to stay abreast of global trends and take advantage of these opportunities to reap the rewards over the next decade.”

The sports tech industry is now as valuable as the nation’s fintech sector

Image. Credit: Australian Sports Technologies Network.

Smartabase - a global company founded in Brisbane - is designed to gather, manage, and use information about people who are actively participating in sports, education, health, and other fields.

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Sports tech cluster identified on Australia’s eastern seaboard

The report identifies the formation of a rapidly growing sports tech cluster along Australia’s eastern seaboard with 90% of sports tech companies headquartered in Victoria, NSW and Queensland.

Victoria continues to lead the way as the backbone of Australia’s sports tech sector, with 41% of all sports tech companies based in Victoria.

Explaining that there’s still tremendous opportunity for other states - representing only 10% of the industry - to ride the sports tech wave and get ahead of curve in the lead up to the 2032 Olympics, Dr Schlegel adds “there’s still an enormous amount of untapped opportunity in the local sports tech ecosystem. Australia’s sports tech sector is manifesting its position as an ideal incubation and validation market with our global counterparts acknowledging the capability and quality of sports tech solutions derived here.”

Key Report Findings:

•Sports tech employment by state: Of the 13,438 people employed in sports tech, ASTN estimates that nearly half (47%) of sports tech jobs are based in Victoria, followed by NSW (27%) and Queensland (18%).

•Sports tech location: The majority of sports tech companies are based in Victoria (41%), New South Wales (31%) and Queensland (19%) - with a concentration of activity in the three key metro areas including Melbourne, Sydney and Southeast Queensland.

•Mergers and acquisition activity has slowed: There has been a decline in mergers and acquisition (M&A) and capital raising activities in FY23 compared to FY22 - due to significant tightening of access to investment capital, driven by rising interest rates and inflationary pressures.

Mergers and acquisition activity has slowed to around $500 million in FY23, compared to over $1 billion in the last financial year.

•ASTN companies are paving the way: Sports tech companies mentored by ASTN programs now employ 270 people, and 30 of the 70-plus alumni startups from ASTN’s Accelerator program have raised a total of more than $60 million in capital over the last few years.

•Mass Participation & Active Living market dominates: ASTN has found the majority of companies (56%) provide their products and solutions to the Mass Participation & Active Living market, followed by Business of Sport & Entertainment market (46%) and Professional & Elite Sport (14%).

•ICT continues to be the largest technology category: The majority of companies develop their solutions using Information and Communication Technologies (ICT) (66%), followed by Advanced Materials (23%) to build their products.

Dr Schlegel concludes “we look forward to working closely with our robust network of start-ups, scaleups, established sports tech companies, government and the wider sports community - to take Australia’s sports tech sector to its next phase of growth by providing leadership in the development and commercialisation of new products and innovations at the intersection of sports and technology.”

The report is available from the ASTN.

2XU Pty. Ltd. is an Australian/New Zealand multinational corporation engaged in the design, development and selling of sportswear, mostly compression garment for sports such as triathlon, cycling, running, open water swimming, and physical fitness.

Combining wearable technology with hi-tech video is helping Australian tech company Catapult Sports change the game when it comes to professional sport.

PTP Aquacore water filled power bags.

PTP Products are designed and developed in Australia.

The KangaTech KT360 is an athlete testing and training platform, developed to revolutionise how elite sporting organisations understand injury risk.

Our Turn

“I wasn’t talking to you, sweetheart”

A key executive from a well-known fitness equipment supplier sat to my right. Let’s call him ‘Alan’. ‘Alan’ didn’t bother to look me in the eyes as he threw the line at me, from over my head.

It was 2015 and I was in London at a fitness conference dinner, seated at a table of 10 or so presenters, suppliers and brand representatives.

We had all broken into smaller conversations and I’d been stuck in the middle of the one occurring over the top of me. As the topic turned to a business launch in Australasia, one I’d been instrumental in orchestrating, I saw an opportunity to join the conversation by answering a question ‘Alan’ posed.

He responded “I wasn’t talking to you, sweetheart.”

I went mute, simultaneously feeling stung by his rebuke and furious that I was not deemed valuable enough to contribute to the discussion. I wondered if I would always have to prove myself as a woman, but like a man?

Nearing a decade down the track, I wish I’d known then what I know now.

I wish I had known this experience was not unique to me, that it was not some admonishment of my particular lack of skill, knowledge or expertise.

I wish I had known this man’s seniority, status and gender didn’t automatically give him the right to cast judgement or foist his disrespect on me.

I wish I had known I was at that very table in the first place because I had demonstrated the savvy, work ethic and dedication to earn my seat.

I wish I had known that just because it was a normal occurrence, it didn’t make it an acceptable one.

Most of all, I wish I had known the fitness industry had, and has, a balance problem. The amount of senior positions held by men is disproportionate when compared to the volume of women within our businesses, both in our workforce and clientele. There exists two challenges when it comes to addressing this issue.

Alisha Smith explains her role in challenging the gender imbalance in fitness management

First, it’s not only fitness - the statistics globally are sobering.

The Global Gender Gap Report 2020 from the World Economic Forum (WEF) estimates it will take 99.5 years to achieve gender parity at the current rate of progress.

Mercer’s When Women Thrive 2020 Global Report representing over seven million employees from 1150 organisations across 54 countries found that women still occupy only 23% of executive leadership roles and 29% of senior manager roles. Picture that. Line up 10 executive leaders and of the line-up, only two (and a bit) will be women.

Luckily for us, Australia is faring slightly better. Figures produced by the Workplace Gender Equality Agency show that we’re sitting closer to a one to three ratio.

The second barrier to addressing the parity problem is that our industry lacks reliable and recent data to help us understand the specifics of women’s professional participation. We have figures (albeit outdated) of the number of group exercise instructors, gym instructors, personal trainers and aqua instructors. However, attempt to peek into the upper echelons of the industry and the stats are notably absent.

As is often the case in the absence of evidence, it’s easy for the anecdotal experiences of those willing to speak up to get brushed aside. Understandably so: n=1 (a study done on only one person) is not the most compelling sample size.

However, experience is far more statistically significant than n=1.

For Deborah Goldberg, my co-founder at Fuel Women’s Fitness Business Summit, and me, it’s addressed and affirmed with alarming regularity.

As one of our previous speakers told us of a business event she recently attended “there were more men named Dave in the room than there were women.”

In the weeks following our third annual Fuel Summit this year, we were astonished by the number of women in leadership who came out of the woodwork to share their stories of gender bias. As a result, we held a think tank to discuss the barriers

FUEL Summit 2023. Credit: Candice Epthorp Photography.

to career development for women in fitness. We did so with a clear statement to the women who joined us: this is not an attack on men, it is an opportunity to define the problem and discuss ways to move forward.

We heard from industry veterans such as Melony Dos Remedios, Personal Training Academy’s Chief Executive; Mish Wright, presenter and KX Pilates’ Learning and Education Consultant; and Bekk Millwood, founder of talent acquisition agency, Fitness Lifestyle International.

Their stories and insights mirrored those we had gleaned from registrants in the lead-up to the session, namely that lack of confidence, support, and growth and development opportunities are the glaringly obvious barriers to progression.

One Fuel community member from within the people and culture field summed up the issue succinctly:

“The lack of acknowledgement that inequity exists in our industry in leadership roles and a lack of meaningful frameworks to support women’s development, confidence and progression… There’s also a lack of acknowledgment that women have different lived experiences, needs and strengths when it comes to leading businesses, products or people and a lack of accommodations to support us…”

These experiences and stories have become the norm. While hostile sexism appears to be lessening, benevolent sexism, its well-intentioned but still latently superior cousin, is rife. We are not better, we are not worse, we are different.

The question shouldn’t be, “Do we have a gender parity problem in fitness?” Instead, we must ask, “To what extent do we have a gender parity issue in fitness and what can be done to proactively address it?” We should be wary when it comes to allowing the paucity of data to permit complacency or ignorance.

We don’t have to scratch our heads wondering what we need to do; that work has already been done. While the path may be long, it’s actually not all that hard.

Mercer’s report identified ‘The six Ps’ of an effective gender diversity strategy.

1.Passionate leadership: Women thrive when leaders at all levels are passionately engaged.

2.Personal commitment: Women thrive when both men and women are engaged and see gender equality as a win-win.

3.Perseverance: Women thrive when an organisation’s commitment to gender equality can sustain leadership changes and persevere over time.

4.Proof of what’s helping and what’s hurting: Women thrive when organisations use data to understand where they have gaps - and build an evidence-based strategy to close them.

5.Processes that actively support women: Women thrive when organisations ensure equity in their talent practices; for example, pay, promotion and performance management.

6. Programs that support women’s unique needs: Women thrive when their unique health and financial needs are supported. Great companies are those who will lead the way in DEIB (Diversity, Equality, Inclusivity and Belonging). McKinsey

reported that “dollars spent by companies on DEI-related efforts” will reach a projected US$15.4 billion by 2026. That’s more than double the 2020 spend.

WEF’s The Future of Jobs Report 2023 highlights a growing focus on socioemotional skills such as empathy and active listening. It also shares this insight: “A majority of companies will prioritise women (79%), youth under 25 (68%) and those with disabilities (51%) as part of their DEI programmes.”

Great leaders are paying attention. Gen Z want to work for companies that stand for something and demonstrate a ‘people-first’ approach. Who will your workforce be in the years to come? Who will work for you if you don’t invest, genuinely, in DEIB? And to those leaders who say they can’t afford to formalise and execute on a DEI strategy at the moment, I say, you can’t afford not to. Many talented, experienced, intelligent women in our industry have had enough and they’re well positioned to walk.

Modern-day leadership is no more an issue of IQ vs EQ (emotional intelligence/emotional quotient) than it is one of men vs women. Strategy and empathy can and should co-exist in the same room. Exceptional leaders artfully blend the two; they remember that businesses are full of people, and that good business is business that is good for all of us.

Citing research from McKinsey’s 2020 report, Diversity Wins: How Inclusion Matters, Forbes Council Member, Solomon Amar, wrote “Research shows that companies with more women on their boards outperform those without by a significant margin, and organizations with greater gender diversity among senior leaders are more profitable. Yet despite significant progress… Women are still underrepresented in leadership positions.”

The think tank left us all feeling buoyed. Women may be underrepresented in leadership positions but there is change afoot. The archaic traditions of heartless governance cannot be upheld wherever EQ is prized as highly as IQ.

My interaction with ‘Alan’ notwithstanding, I count myself as one of the lucky ones. I’ve had exceptionally strong female role models (such as Anytime Fitness Australia co-founder Jacinta McDonell; Emma Barry, longtime Les Mills International executive and Chief Creative Soul at Good Soul Hunting and journalist and marketing specialist Analee Gale née Matthews) mentor me from day one of a career that now nudges two decades.

Equally progressive men such as Nigel Champion, the former Managing Director of the Australian Fitness Network and cofounder of FILEX, and Ryan Hogan, the former Chief Executive of the Australian Fitness Network and now Chief Executive of Les Mills Asia Pacific readily proffered opportunities for development and advancement, and supported my right to speak up.

Now it’s my turn to do so for other women. So here I am. Alisha Smith is a fitness industry consultant and cofounder of Fuel Women’s Fitness Business Summit. The Fuel Women’s Fitness Business Summit will return in 2024 For more information go to fuel-summit.com.

KX Pilates.

Alisha Smith (left) with Georgia Nides, Mel Dos Remedios, Deb Goldberg & Rachael Newsham.

Leading the Way

The Bambigi Indigenous swimming initiative has been named as the overall winner of the 2023 Australian Sport, Recreation and Play Innovation Awards

A 17-year-old Indigenous woman who has made swimming lessons accessible to hundreds of Aboriginal children has been named as the overall winner of the 2023 Australian Sport, Recreation and Play Innovation Awards.

Presented at the 2023 National Sports and Physical Activity Convention (NSC) in Melbourne in July, the Bambigi initiative, a charity organisation set up by teenage Gulidjan girl Piper Stewart, first won in the Young Innovator category before then securing the program’s top award.

Bambigi, which means ‘to swim’ in Wiradjuri, the traditional Aboriginal language in the NSW town of Griffith, was created by Stewart at the age of 12 years when she noticed that there was a need for Aboriginal people to have access to essential skills and knowledge to be safer in and around water and reduce their drowning risk.

Since then the program, which is based at the Griffith Regional Aquatic Centre, has benefited more than 300 children through access to lessons and equipment including goggles, a drink bottle, a bag and a swimming cap displaying the Aboriginal flag.

Announcing the top award, NSC curator Martin Sheppard said that Stewart was “the type of leader that our industry needs more of.”

Stewart was nominated by Royal Life Saving SocietyAustralia for her outstanding efforts and her tireless work to improve water safety outcomes for Indigenous young people.

Honoured to have won the award, Stewart thanked the NSC and Royal Life Saving for the nomination.

She advised “by winning this award, I hope I can help raise awareness of the importance of swimming and water safety

education, particularly for groups who miss out or cannot afford access, like the Aboriginal kids in Griffith.

“Aboriginal people are four times more likely to drown than nonindigenous Australians, so Bambigi was established to ensure no child misses out on swimming and water safety lessons.

“I encourage governments, industry and peak bodies to work together to ensure that all kids, particularly Aboriginal kids, are able to afford and have access to swimming and water safety lessons nationwide.”

Piper Stewart receives her the overall 2023 Australian Sport, Recreation and Play Innovation Award from Patrick Walker, Chief Executive of the Australian Sports Foundation.

Gulidjan girl Piper Stewart teaching as part of her Bambigi initiative (above and right opposite).

Looking back on her motivation, Stewart recalls “I was at the pool one day and I noticed there weren’t a lot of Aboriginal kids there swimming.

“I asked my mum why and she told me how expensive it is, even for a term. So I decided to raise money, to help pay to teach Aboriginal kids how to swim.”

Stewart, set about her aim immediately, helped by her mother, Allison.

As Allison Stewart looks back “Piper actually wanted to start by teaching Aboriginal kids to swim.

“I said, ‘You’re 12, you can’t teach, you need to be qualified and a certain age’ … ‘go away and think of another way that you could help encourage other Aboriginal kids how to swim’. And that’s when she came back and said, ‘Can we pay for their lessons?’ And I said, ‘Yes, we can’.”

The Stewarts then started the Bambigi charity with Piper working to raise money with trivia nights, garage sales and the sale of raffle tickets and fundraising chocolates. In 2019, during a NAIDOC swimathon that she organised, the teenager swam eight kilometres non-stop for three hours.

Royal Life Saving’s National Manager - Education Penny Larsen said Stewart was inspirational, noting “Piper has been an inspiration not only for her local Aboriginal community but for other youth leaders and the broader aquatic industry.

“Research into the swimming and water safety skills of children highlighted that Aboriginal and Torres Strait Islander people, those from low-socio economic, rural and remote communities are most likely to miss out on a swimming and water safety education.

“Piper observed the barriers that stopped Aboriginal children from accessing swimming and water safety and she stepped in to remove those barriers. We are so impressed with her efforts to make a real difference to the community. She has achieved so much already, and we can’t wait to see what is next for Piper.”

Piper Stewart, now a qualified swimming instructor, adds that she is proud to have helped local children build their confidence in the water, going on to say “swimming is a life skill. It’s good for health and also for water safety.”

With thanks to Belinda Lawton, National ManagerStrategic Communications and Partnerships for Royal Life Saving Society - Australia.

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Our special RenovAction technology has been developed based on our pre-engineered modular stainless-steel system, for swimming pool refurbishment and renovation of existing pools. Thanks to its wide range of experience, Myrtha Pools is proud to support architects and designers for green buildings certification and with a BIM digital approach.

Safeguarding Major Venues

Michael Brierley and Wayne Middleton consider security and safety challenges facing major venues and events in Australia and New Zealand

Major entertainment and sporting venues in Australia and New Zealand have long been regarded as vibrant hubs of culture, excitement, and community engagement. From hosting internationally acclaimed concerts and sporting events to providing a platform for local talent, these venues play a crucial role in shaping the live entertainment landscape.

However, safety and security challenges continue to evolve presenting emerging hurdles to hosting successful events. These include a move away from threats of groups motivated by religious ideology and foreign conflicts to an increase in the frequency of climate protests and incidents in the public domain involving forms of right wing ideologicalbased extremism. In addition, health and safety laws and the introduction of psychosocial health and safety responsibilities have increased the focus on workplace design and mental health being amplified by staff shortages affecting the industry, with greater workloads being placed on existing workforces to meet the shortfalls.

Here we will consider the pressing issues that currently face major entertainment and sporting venues, examining the challenges they encounter and the measures being taken to ensure the safety and well-being of patrons, athletes, performers and staff.

Emerging Threat Landscape

The security landscape has evolved in recent years, with the emergence of an increased prevalence of climate-related activism at public events, whose aim is to maximise disruption and media attention. In addition, crowd-related threats are also growing in prominence with more vocal active supporter groups, the use of prohibited flares at football matches, and a rise in the frequency of pitch invasions, all creating challenges for venue operators in both Australia and New Zealand.

While there was a reduction in national terrorism threat levels in both countries in late 2022, according to authorities, the threat from individual actors motivated and capable to undertake terrorist acts, still exists (albeit to a lesser degree), and should not be discounted altogether given the lowering of threat levels. As major sporting codes and live entertainment continue to achieve high post-pandemic patronage, venues will continue to need comprehensive safety, security, emergency and crowd management planning to meet the changing threat environments. A heavy emphasis is on training of supervisory staff, clarity around staff briefings, and regular vulnerability assessments, audits and penetration testing (such as ‘Red Teaming’), which all continue to be important tools in testing and maintaining the efficacy of risk controls.

In response to these evolving threats, venues are encouraged to build close relationships with their local counter terrorism police and security advisors, to work collaboratively to enhance counter-terrorism and crowd management capabilities, operational readiness and intelligence sharing. Collaborative efforts between law enforcement agencies and venue operators are crucial to ensure intelligence can be collected, shared, triaged and acted upon in a timely manner.

While traditional security protocols, such as access control and screening, all play a role in creating a layered approach to keeping venues safe, venues are adopting more sophisticated surveillance systems, making improvements in coverage and reducing blind spots of CCTV cameras, as well as the use of facial recognition, and crowd analytics to supplement traditional labour force methods for security protection. All of these

protocols, integrated with a strong risk aware security culture, builds the best chance of effective risk prevention, preparedness, detection, response and recovery to security threats.

Technological Advancements

The rapid advancement of technology has revolutionised the security landscape, offering both opportunities and challenges for major venues. Modern tools such as facial recognition, artificial intelligence (AI), and data analytics have transformed the way security professionals operate, and the need to stay ahead of evolving technological threats.

Facial recognition systems can help identify individuals on watch lists, enhance access control, and detect changes in crowd ‘mood’ combined with crowd density, as an indicator of increased crowd crush potential. AI-powered video analytics enable real-time monitoring of crowds, detecting suspicious behaviour, suspicious sounds (such as firearm discharge) or suspicious activity.

Furthermore, data analytics can help identify patterns and trends, such as evictions, confiscated items, medical incidents, allowing safety and security teams and their leadership to make more informed decisions.

However, the use of these technologies raises important ethical considerations and privacy concerns. Striking the right balance between security of the masses and individual rights for privacy remains a significant challenge. Legislative

frameworks will continue to evolve to address these concerns and ensure that technological advancements are implemented responsibly and ethically.

In an era dominated by technology, the vulnerability of the entire community to cybersecurity threats cannot be ignored. As venues continue to adopt digital Software as a Service (SaaS) solutions for venue management, ticketing, access control, and audience engagement, they will continue to be potential targets for cyberattacks, data breaches, and identity theft. Safeguarding critical infrastructure, implementing robust encryption protocols, and training staff to help prevent, identify and respond to cyber threats are essential components of a comprehensive digital security strategy.

Safety Measures and Incident Response

Ensuring the safety of attendees goes beyond security measures; it encompasses proactive risk planning, robust emergency response protocols, and effective crowd management. In addition, considerations must include construction safety and other facets of high-risk work that are involved in the hosting of events in venues. This responsibility extends beyond those duties toward the public, but also to workers operating within the venue.

Comprehensive safety measures in venues include compliance with building code and preventative maintenance of essential services and fire safety systems. Regular safety audits and inspections should be conducted to identify potential risks and ensure compliance with relevant health and safety laws.

Emergency preparedness is a critical aspect of venue safety. Staff members should receive regular training in emergency response, including first aid, evacuation procedures, shelter in place, stop-show, and other response procedures. Simulated exercises and drills should be conducted periodically to test and improve preparedness.

Another challenge for venue owners is the maintenance and replacement of aging infrastructure. Historical buildings, such as iconic theatres and stadiums, require extensive maintenance and renovation to meet modern safety standards.

As assets near their end of life, maintenance costs increase and the risk/reward equation tends to tip toward replacement. However, with spiralling construction costs, and delays experienced by some venues undertaking capital works over the last two years, a risk-based approach to preventative maintenance and replacement of critical assets needs to be adopted to ensure venues remain fit for purpose.

Psychosocial Legislation

Psychosocial regulations have recently been introduced in health and safety regulations in harmonised states which extend explicit duties on persons conducting a business or undertaking (PCBU) to manage psychosocial risks in the same way that physical risks are dealt with under state WHS laws. Psychosocial risks arise from hazards such as:

•The design or management of work;

•A work environment;

•Plant at a workplace; or

•Workplace interactions or behaviours; and

•That may cause psychological harm.

A hazard may be a psychosocial hazard whether or not it may also cause physical harm. This can create specific risks for venues due to high job demands, unusual work hours, and high staff turnover. Venues should obtain copies of recently published Codes of Practice to ensure they are familiar with their responsibilities and providing adequate risk-based approaches to psychosocial risks.

Community Engagement and Public Awareness

Building strong relationships with the local community and fostering public awareness are integral to enhancing the safety and security of major venues.

While prioritising safety is paramount, major entertainment and sporting venues must also strive to preserve the immersive and enjoyable experience for patrons. Striking the right balance between safety and experience requires careful planning and innovation. Venues are exploring strategies such as enhancing crowd management techniques and employing data analytics to

optimise operations and minimise congestion. The integration of technology-driven solutions ensures a secure environment while maintaining the essence of entertainment.

Major entertainment and sporting venues play a significant role in fostering community engagement and resilience. Beyond ensuring physical safety, venues are actively involved in community outreach programs and emergency preparedness campaigns. By nurturing a sense of unity and shared responsibility, venues aim to create an environment where patrons feel safe, supported, and empowered.

Ensuring the security and safety of major venues in Australia and New Zealand requires a multidimensional approach. From adapting to the evolving threat landscape to harnessing technological advancements and implementing robust safety measures, venue operators and authorities face an ongoing challenge.

In response to these challenges the Venue Management Association has placed the safety and security of our venues and patrons at the forefront of its new immersive industrybased education program, the Institute of Venue Safety and Security (IVSS).

In order to meet the needs of this ever-changing landscape the IVSS embraces a multidisciplinary approach drawing on expertise from a range of fields, including physical and cyber security, legal and compliance, risk assessment, emergency planning, incident management, crowd management, behavioural awareness, and business continuity, to address complex safety and security risks. This approach reflects the reality that safety and security threats are increasingly interconnected and require diverse perspectives and skills to tackle effectively.

The IVSS is a unique industry led-training course designed specifically for the challenges faced by venue operators and event organisers. It is aimed to provide practical skills and tools for venue managers, safety, security and risk professionals, as well as people with responsibilities covering one or more of these disciplines in their remit.

Wayne Middleton CVE is Global Vice President – Risk for Momentus Technologies and Chair of the Institute of Venues Safety and Security.

Michael Brierley is Chief Executive of the Venue Management Association (Asia and Pacific).

The Institute of Venue Safety and Security is a residential course - first held at CommBank Stadium in Sydney in late August 2023.

For more information contact the VMA on +61 (0)7 5575 9185.

The Power of CX

In today’s hyper-competitive business landscape, customer experience (CX) has emerged as a powerful differentiator. Companies that prioritise CX understand its potential to drive customer loyalty, increase brand advocacy, and ultimately fuel business success. Unlocking the power of CX requires a strategic approach that integrates customer-centricity into every facet of an organisation.

The mere presence of a great product no longer ensures guaranteed success. We live in a digitally interconnected world; customers now possess the ability to effortlessly research businesses, products, services, and experiences, thanks to the vast availability of information at their fingertips. CX encompasses every interaction and touchpoint a customer has with a brand, from initial awareness to post-purchase support. It encompasses emotional, physical, and cognitive responses that shape customers’ perceptions and memories. By recognising that CX is a holistic journey, businesses can design and deliver experiences that exceed customer expectations.

Upon my initial immersion into the operations of Suncorp Stadium in 2019, it became evident that there was a notable absence of automation and integration in the realm of membership and hospitality sales.

Prospective customers were limited to basic product information available online, without the convenience of seamless online purchase capabilities. In today’s digital era, customer expectations are significantly shaped by their encounters with industry leaders such as Amazon and Apple, where streamlined processes and effortless transactions have become the norm. This extends to various aspects of online interactions, including grocery shopping, flight or car hire bookings, thereby setting the bar for heightened expectations in terms of user experience and convenience.

Crafting a seamless customer journey was a critical aspect of unlocking CX’s power at the venue for stadium memberships, a core revenue of the business. It involved mapping out the

end-to-end customer experience, identifying touchpoints, and optimising each interaction to create a cohesive and frictionless journey. By eliminating barriers, streamlining processes, and delivering consistent experiences across channels, we have been able to enhance customer satisfaction and drive positive word-of-mouth.

Technology has been the superhero cape in our CX journey, particularly when it comes to personalisation. Just imagine, in the past, potential customers had to embark on a treacherous quest to navigate through a labyrinth of membership options, juggle with archaic website forms, emails and PDFs and then perform an ancient ritual to make payments.

But fear not! With the wonders of modern technology, we have witnessed a quantum leap forward. Now, customers can easily breeze through the membership maze, select their coveted seats with a few clicks, and magically complete their payments online, all in an instant! It may not sound like a heroic feat at first, but these seemingly basic steps have turned the tides for our business, catapulting us to unparalleled success. In fact, these game-changing advancements have paved the

Brendon Boss advises how Suncorp Stadium has set out to unlock the true potential of CX, outlining how businesses can deliver memorable experiences that resonate with customers and create lasting impact

Suncorp Stadium is a Brisbane icon.

way for a 20% increase in our performance for 2023. It’s safe to say that technology has become our trusted sidekick, helping us conquer the challenges of yesteryears and deliver a great customer experience.

While we have seen significant growth, we are hungry for more. Our adventure has just begun, and our focus now shifts towards optimisation and delivering on promises. Traditionally, our stadium membership product relied on marketing that highlighted success on the field - a risky ploy considering we have no control over team performance or results. However, we have made a strategic shift in our advertising approach to emphasise the exceptional experience for our members. Leveraging the power of our new technology, we have not only revitalised the sales experience but also enhanced the pre match member interface. This includes features such as online account management, easily shareable digital ticketing, and seamless Member restaurant reservations.

By integrating ticketing with our new online platform, we seized the opportunity to promote attendance at NRL Magic Round 2023. Even if Members were unable to attend, they could still share their tickets with guests with a few clicks. To sweeten the deal, members who shared their tickets and had them used by a guest were automatically entered into a draw for valuable prizes. This innovative initiative alone resulted in a notable 14% increase in overall members attendance. Additionally, our members embraced the enhanced dining options, leading to a remarkable 108% surge in member restaurant meals over the three-day event.

These outcomes represent only a fraction of what lies ahead. We are committed to delivering exceptional experiences, leveraging technology and creative strategies to surpass expectations. Customer-centricity lies at the core of our CX. It has entailed us placing the customer at the heart of all our decision-making processes and aligning business objectives accordingly. By understanding customer needs, preferences, and pain points, we have tailored products, services, and interactions to provide meaningful and relevant experiences. Adopting a customer-centric approach has fostered empathy, trust, and loyalty, setting the stage for long-term success. It has also provided direction for our team, partners and stakeholders. Engaged employees are the catalysts for successful CX. By fostering a customer-centric culture, we have been able to empower employees to go above and beyond. Investing in our

employee training, recognition, and ongoing support has built a workforce that is aligned with our CX objectives, resulting in enthusiastic brand ambassadors who genuinely care about our customers’ satisfaction.

Part of this journey has also entailed learning how valuable data is to our business, and at the same time coming to terms with the intricacies of privacy and the laws governing collection, storage and use of this information. We still have work to do in this space, but that realisation in itself has created a platform for us moving forward into the world of continuous measurement tools using metrics such as Net Promoter Score (NPS), Customer Satisfaction (CSAT), and Customer Effort Score (CES) to provide valuable insights into the effectiveness of our CX initiatives.

These regular feedback loops, user testing, and data analysis will help identify areas for improvement, allowing our businesses to iterate and optimise experiences based on realtime customer feedback.

Our long-term road map takes us in to the world of advanced analytics, artificial intelligence (AI), and machine learning will allow us to conquer mountains of data, transforming them into nuggets of wisdom for personalised experiences, aiming to deliver tailored recommendations that will leave customers thinking we have a crystal ball. Customised offers that feel like they were handcrafted by a team of genies, ready to grant every customer’s deepest wishes - except for the one where they don’t pay for beers at the Stadium, that is like wishing for more wishes. What excites us the most about this is being able to deliver proactive support.

With every interaction, we’ll sprinkle a pinch of magic to ignite customer engagement.

Ongoing efforts to uplift our customer experience have also focused on game day itself, the commencement of an extensive capital renovation of our Members Reserve. This extensive refurbishment encompasses various key areas such as the main dining room, bars, lounges, and concourse. Leveraging our digital interactions with Members, we have successfully compiled a comprehensive set of requirements, culminating in a compelling business case that has played a crucial role in securing the necessary funding for this venture.

The direction of this renovation project is being meticulously shaped by the combined expertise, thorough research, and valuable insights gained from our team’s collective experience. However, the cornerstone of our decision-making process is the rich array of data at our disposal, including invaluable feedback directly obtained from our members through a recent conducted survey.

Unlocking the power of CX is a journey that demands a deep commitment to customer-centricity, seamless experiences, technology adoption, employee engagement, and continuous improvement. By embracing these principles and strategies, businesses can create transformative experiences that differentiate them in the marketplace. In an era where customer expectations continue to rise, unlocking CX’s power is no longer a luxury; it is a necessity for sustained business success.

By investing in the power of CX, organisations can forge stronger customer relationships, drive brand loyalty, and propel themselves ahead of the competition. Our journey of growth, engagement, and fulfillment is just beginning, and we are dedicated to continually exceeding the promises we have made to our valued members.

We are living and breathing the ASM Global mantra of ‘imagine the experience’. This means a lot of things, to a lot of different people - but at Suncorp Stadium we have used this as a starting point when identifying the ‘why’ that guides the direction of our business each day.

Brendon Boss is Director - Members and Hospitality at ASM Global managed Suncorp Stadium. Suncorp Stadium is a venue of Stadiums Queensland.

Elton John concert at Suncorp Stadium earlier this year.

Suncorp Stadium integratinged ticketing with their new online platform to promote attendance at NRL Magic Round 2023

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David Gallop named new Venues NSW Chair after Morris Iemma steps down

David Gallop, the former Chief Executive of the NRL and Football Federation Australia, has been named the new Chairman of NSW Government agency Venues NSW.

Gallop will replace Morris Iemma, who having been appointed in July, has stepped down over health concerns.

Gallop, who was considered for the Chairperson’s role prior to Iemma’s appointment, said his appointment came following an “unusual set of circumstances”.

He stated “I have always thought that the Venues NSW was an organisation that I could bring considerable experience and value to.”

Eden Park appoints new operations General Manager

Auckland’s Eden Park, New Zealand’s largest stadium, has announced the appointment of Chris Mintern as General Manager - Operations.

Mintern joins the team at Eden Park having spent the last eight years as the General Manager of Operations at Venues Otautahi, where he successfully managed Christchurch’s main event venues and delivered a range of events, including international cricket, All Blacks test, Super Rugby and major concerts including Elton John and Six60.

Change at ASTN’s Board

The Australian Sports Technologies Network (ASTN) has announced that founding Chair James Demetriou has retired from its Board as part of a series of changes to its Board of Directors.

Among other changes as ASTN looks to expand its vision of strengthening the reach, international standing and reputation of Australia’s sports tech industry, Cam O’Riordan has also resigned from the ASTN Board while Angela Dahlke joins as Board Member.

Demetriou, ASTN’s founding Chair, stepped into the role of Executive Director of Commercialisation and Partnerships in September 2022, and announced his retirement from the ASTN Board effective 30th June 2023.

He will now assume the role of Chair of the Australian Sports Innovation Centre of Excellence (ASICE) Advisory Council.

Demetriou is pictured above left with ASTN’s Martin Schlegel.

HumanAbility, the newly created national entity focused on advancing workforce development and education in the sport and recreation, health, human services and early childhood industries, has appointed Emma King as its inaugural Chief Executive.

Chief Executive of the Victorian Council of Social Service (VCOSS) since 2013, King played a vital role in advocating for social justice and equity. Prior to that, she held the position of Chief Executive at Early Learning Association Australia (formerly Kindergarten Parents Victoria), representing parents and providers of early learning services.

Life Floor appoints New

Zealand representative Life Floor (Australia and New Zealand) has appointed FPC (a division of Watershed Ltd) as its dealer representative for New Zealand.

The appointment will see David Bennison, Head of FPC, drive the expansion of the Life Floor brand and business throughout New Zealand with a key focus on splash parks and swim schools.

Hockey Australia announces trio of leadership appointments

Signalling its intention to accelerate growth in the sport, Hockey Australia has strengthened its executive team with three appointments in newly-created roles covering revenue, events and digital communications.

The appointments see David Lee named Chief Revenue Officer, Lauren DeGioia step into the role of acting Chief Digital and Communications Officer, while Simon Butterly becomes Chief Events Officer.

Travis Auld named new Chief Executive of the Australian Grand Prix Corporation

Travis Auld, the AFL’s Chief Financial Officer and Manager of Broadcasting, Clubs and Fixtures, has been named the new Australian Grand Prix Corporation (AGPC) Chief Executive.

Auld, who has been at the AFL since 2014, replaces Andrew Westacott who left the role at the end of June.

The AGPC promotes both the Formula 1 Australian Grand Prix at Albert Park and the Australian Motorcycle Grand Prix at Phillip Island.

The AGPC has also employed Paul Trengove, who is stepping down from his role as Perth Motorplex General Manager to become Senior Manager at the Corporation.

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People in brief

Table Tennis Australia has announced the appointment of Nicole Adamson as its new Chief Executive.

Melissa Brown has been appointed as the inaugural Chief Executive of the Australian Business Events Association.

Myrtha Pools has appointed Chiara Cenati as Business Development Manager Australia.

Fluidra Commercial Australia has announced the appointment of Chris Clarke as the new Business Development Manager for Victoria and Tasmania.

The Victorian Government has announced the appointment of Alan Clayton as the new Chair of the Professional Boxing and Combat Sports Board.

Sarah Cook has been named Chief Executive of Rowing Australia.

Royal Life Saving - South Australia has announced the appointment of Jake Culkin as its new Chief Executive.

Sara Dunseath is the new Executive General Manager Marketing & PR ANZ at the Fitness and Lifestyle Group.

Melbourne-based attractions software company Roller has recently expanded its leadership team in the USA with former director Ash Fagura switching to the role of Chief Operating Officer.

Broken Hill City Council has appointed West Darling Arts’ Kathy Graham to the position of Gallery and Museum Manager.

Sam Graham, who has been part of the AFL senior leadership team managing the game’s Tasmanian expansion, has been named Chief Operating Officer of the Brisbane Lions.

Glen Hingley has stepped down from his General Manager role at Tourism Top End (TTE) to take up a new role at the Northern Territory Major Events Corporation.

Blake Jackson has been appointed Operations Support Lead APAC - Master Franchisees at Lift Brands Asia Pacific.

Philip Kinney has been appointed as the new Chief Executive of Rainbow Club - the network of social swimming clubs for children living with disability.

Paula Marovitch has taken on the role of Chief Operating Officer at Tenka Group owner of consultants Gemba and sponsorship evaluators Turnstile.

Dr Nick Mitzevich has been reappointed for a second fiveyear term as Director of the National Gallery of Australia.

Grant O’Brien, the former Chief Executive of retailer Woolworths, has been appointed as the inaugural Chair of the Tasmanian AFL Club.

Gymnastics Australia has appointed former world champion Samantha Palmer to the new role of Performance Wellbeing Manager.

Chetan Patel has been appointed General ManagerOperations at Peninsula Leisure.

Adrian Paino is the new Operations Manager – John Cain Arena at Melbourne & Olympic Parks.

VenuesLive WA, operator of Perth’s Optus Stadium, has appointed communications specialist Jean Perkins as its new Head of Media, Communications and Government Relations.

Stuart Smith has been named as the new Director General of Western Australia’s Department of Biodiversity, Conservation and Attractions (DBCA) – the role also sees him become the Chief Executive of the Botanic Gardens and Parks Authority, Rottnest Island Authority and Zoological Parks Authority.

Sandy Verschoor, former Lord Mayor of Adelaide, has been appointed as the new chair of the Art Gallery of South Australia.

Tim Welsford has taken on the role of acting Chief Executive at Water Polo Australia, following on from Richard McInnes departure to the Australian Sports Commission.

Quayclean secures contract at Perth’s Optus Stadium

Leading cleaning, hygiene and waste management services company, Quayclean Australia, has been awarded the cleaning and presentation contract for Perth’s Optus Stadium and Stadium Park - entering into a five-year agreement with VenuesLive, which operates the site on behalf of VenuesWest.

As the chief provider of cleaning and waste management services to stadiums and public venues throughout Australia, Quayclean’s securing the Optus Stadium agreement extends its major stadia reach across the mainland.

The Australian-owned company already has a presence in Perth as the cleaning service provider for education facilities and public venues including Perth Racing, RAC Arena, Perth Zoo, HBF Arena, HBF Stadium, Gold Netball Centre, WA Athletics Stadium, Champions Lakes Regatta Centre and the SpeedDome.

Welcoming working at what he called one of the world’s best sport and entertainment venues, Quayclean Chief Executive, Mark Piwkowski stated “we are thrilled VenuesLive has placed its faith in Quayclean.

“We are totally invested in delivering a consistently excellent ‘fans-first’ venue experience whilst enhancing the global reputation of Western Australia and Optus Stadium.

“We will develop innovative systems, technologies and resources that optimise labour in the most efficient manner and maintain our steadfast commitment to six of the 17 United Nations Sustainable Development Goals.”

Contact: 1300 897 117, E: info@quayclean.com.au, www.quayclean.com.au

TodayTix launches in Adelaide

Enjoyed by audiences all around the world, TodayTix has launched in Adelaide, increasing accessibility to theatre and the arts.

Adelaide is the fifth Australian city to join the TodayTix global network of theatre capitals, following Melbourne, Sydney, Brisbane and Perth. TodayTix’s user-friendly e-commerce technology, innovative product design and frictionless experiences, offers audiences a ticketing experience unlike any other.

Contact 1300 484 154, E: aussupport@todaytix.com

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Myrtha Pools announces FPC as partner for aquatic projects in New Zealand

Myrtha Pools has announced an official partnership with New Zealand’s FPC, the aquatic division of Watershed Ltd.

This collaboration marks a significant milestone for both companies and holds special significance for Kris MorrisVette, Managing Director of Watershed, who oversaw the installation of the very first Myrtha Pool in New Zealand at Sacred Heart College in 2000.

The PlayWorks launches Australian made nature play product line

Amid rising interest in concepts for nature play, Brisbane-based PlayWorks has announced the launch of Natura Playgroundsa product range created to engage and inspire children through more natural play environments.

With PlayWorks having worked with Australian timber for many years and noting the growth in popularity in nature play in the early 2000s, the company has created Natura Playgrounds.

The new range celebrates the elements of sand, water and Australian timber, designed to mix and match a natural palette for the environment it exists in.

Having worked with landscape architects for decades, the team learnt over the years that Australian Ironbark stands out as one of the best materials to use in nature-based play. Not only is it particularly suited to Australian conditions, but its durability rating makes it a superior material to work with than northern hemisphere timbers.

PlayWorks General Manager, Don Wark, who has been designing and manufacturing playground equipment for schools, councils, landscape architects and developers for decades, explains “we’ve been producing nature based play materials for a long time now, so it’s great to see that we can finally put a product range together that is available nationally from our factory in Queensland.”

Following the acquisition of PlayWorks by parent company The Play Collective (PlayCo), Wark took the concept to PlayCo Chief Executive Henry Greenacre who jumped at the chance to launch a product range using local designers, materials and suppliers. Contact: 1800 655 041, www.naturaplaygrounds.com.au

Surface Designs highlights features of new solar-powered light product

Surface Designs, based on Sydney’s northern beaches, has become the Australian Distributor for the new eco-friendly solar-powered light - Solareye®80 - which gently illuminates and outlines cycle paths and footpaths.

The Solareye80 is a solar powered delineator with an omni-directional LED producing 360 degrees visibility.

Initially designed for cycle track and pathway installations as an economical alternative to hard wiring, there is also numerous other applications where the product can be used such as driveways, marinas and campsites.

Contact 02 9986 2445, www.surfacedesigns.com.au

With the integration of Myrtha Pools technology into FPC, Morris-Vette explains that FPC can now offer a comprehensive range of high-quality products and services, advising “this strategic partnership empowers FPC to provide end-to-end solutions, encompassing consultation, design, procurement, construction, commissioning, and maintenance for aquatic projects throughout New Zealand.”

Leading the FPC team is David Bennison, who brings extensive knowledge of Myrtha technology in aquatic centres having formerly been Myrtha Pools’ Business Development Manager for Australasia.

Myrtha technology is currently being installed at Palmerston’s new Swimming and Wellness Hub in the Northern Territory. Contact Myrtha’s new Australian Business Development Manager, Chiara Cenati on 0499 715 085, E: chiara.cenati@myrthapools.com, www.myrthapools.com

Revo Fitness and Wexer partner to deliver a ‘fitness everywhere’ digital approach

Leading global provider of fitness technology, Wexer, has announced a new strategic partnership with Revo Fitness, Australia’s fastest-growing fitness chain, as the operator looks to expand its digital offering.

Operating 31 gyms across Western Australia, NSW, South Australia and Victoria, Revo Fitness is committed to providing members with a ‘fitness everywhere’ digital approach.

Through the Revo App, members will gain access to thousands of guided, expert-led workouts, creating a fullservice digital offering that empowers them to achieve their fitness goals anytime, anywhere.

Andrew Holder, Revo Fitness founder and Managing Director, advised “we believe fitness should be accessible and engaging for everyone, both in and out of our clubs.

“Partnering with Wexer allows us to enhance our digital offerings and deliver on our mission, providing our members with unrivalled fitness experiences that align with their active lifestyles.

“Together, Revo Fitness and Wexer are redefining the future of fitness, empowering Australians to lead healthier, more active lives.”

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

Waiau Primary School Pool Credit: Myrtha

BODY BIKE launches BODY BIKE Asia Pacific

BODY BIKE International has launched BODY BIKE Asia Pacific to support and develop the indoor cycling sector across the region.

The new enterprise is a collaboration between BODY BIKE International and BODY BIKE Australia, whose team - Lee Smith, Paul Hillbrick and Tony Zonato - have forged strong networks for BODY BIKE across Australia.

Kim Petersen Hessellund, owner of BODY BIKE International notes “for over 16 years, our Australian distributors have brought their creativity and passion to the local market, partnering with operators across the country to bring best-inclass indoor cycling to clubs, studios and riders.

“They now have broader ambitions for the booming APAC region. It’s a growth story we knew we wanted to be part of.”

Contact 1300 848 455, www.body-bike.com.au

accesso acquires VGS and rebrands platform

Ticketing and visitor management system provider, accesso Technology Group, has acquired VGS - a leading global ticketing and visitor management system provider for leisure, entertainment and cultural businesses.

The VGS award-winning SnApp platform will be rebranded as accesso Horizon and operate as part of the accesso product set.

Founded by a team with decades of combined experience, VGS has supported renowned visitor attractions in all aspects of the selling, distribution and redemption of tickets and entitlements since its establishment in 2011. Its client roster of more than 100 venues includes leading theme park brands in Dubai, Singapore, Japan and China. Beyond theme parks, the ticketing and visitor management platform supports zoos, observation towers and other unique attractions in a total of 11 countries including the Pyramid of Giza in Egypt.

Contact E: sales@accesso.com, www.accesso.com

INTIX introduces smartphone payments for events

Melbourne-based ticketing company INTIX has enhanced its platform to allow events to accept payments via smartphone.

Explaining that the ability to allow ticket buyers to use a smartphone to make ticket payments will help reduce costs for event organisers, improve efficiency and enhance customer experience, INTIX Chief Executive, Alex Grant (pictured) advised “this is a game changer for events, previously they would have to order and pay for payment devices for door sales and now they can just use their phones.”

The technology also helps to increase security according to INTIX, as mobile payment apps encrypt data and utilise other security measures to keep personal and financial information safe when making a transaction online.

Contact E:help@intix.com, www.intix.com.au

Husqvarna launches sustainable robotic solution for Australian commercial turf care management

Husqvarna has launched a ground-breaking robotic solution for commercial turf care management into the Australian market.

Husqvarna CEORA™ is expected to revolutionise an industry dominated by heavy, conventional petrol powered mowers by automating time and resource consuming tasks and, at the same time, helping to reduce CO2 emissions by as much as 83% during the machine’s life cycle compared to previous petrol powered mowers.

Husqvarna is a world leader in robotic mowing solutions, and with CEORA™, a new standard has been set for large-scale robotic commercial turf care. After the introduction on a number of European markets, the reception has been extremely positive, underlining - among many things - the great cutting quality and the consistently good turf quality over time.

Contact 1300 804 105, www.husqvarna.com/au

Daktronics displays shine at Australia’s elite football stadia

With the football world having been focussing on Australia in recent months, leading global audio-visual equipment supplier Daktronics Technology has highlighted that five of the nation’s leading rectangular stadia use its displays and technology to enhance the fan experience.

With giant videoboards installed at Brisbane’s Suncorp Stadium, AAMI in Melbourne, HBF Park in Perth and Sydney’s Allianz and Accor Stadiums, the largest display is the Great Southern Screen at Accor Stadium.

Measuring 10 metres high by 120 meters wide, this is the widest main display at a sports stadium and the largest display in the Southern Hemisphere.

With each of these main displays sharing live video and instant replays of all the exciting action from the pitch, Daktronics technology ensures game information and statistics are shared to keep fans informed and immersed in the action.

Additional ribbon and auxiliary displays will show supplemental graphics and information for a complete gameday experience.

Contact 02 9453 4600, E: sales@daktronics.com, www.daktronics.com/en-au

NovoFit marks 12th year supporting Very Special Kids fundraising events

Fitness equipment supplier NovoFit has shared how it supported the 2023 Very Special Kids fundraising event to help make a difference in the lives of children with lifelimiting conditions and their families.

Marking the 12th year of its support, during the recent 24-hour Treadmill Challenge and Autumn Bike Classic, NovoFit provided 26 treadmills and 11 Wattbikes, enabling participants to contribute to this cause.

Very Special Kids raised an incredible $884,000, with the Treadmill Challenge generating $719,718 from 29 teams and the Autumn Bike Classic contributing $164,184 from 10 teams - with this number continuing to grow.

In a statement, NovoFit advised “we extend our gratitude to Genesis Health and Fitness Clubs in Ringwood, Berwick and Dandenong for loaning treadmills, and to our dedicated NovoFit logistics and technician teams for their support.”

As part of its dedication to community support, NovoFit remains committed to supporting Very Special Kids and their annual events.

Contact 1800 628 824, E: info@novofit.com.au, www.novofit.com.au

Jamberoo Action Park partnership with Nola looks to revolutionise guest experiences

Looking to provide its guests with an enhanced experience - spending more time on rides and less time in queuesJamberoo Action Park has partnered with video analytics software company Nola.

Addressing a key frustration among theme and water park visitors, the Illawarra, NSW-based attraction will use Nola’s anonymous-by-design crowd analytics software to improve its queue wait times and operational efficiencies.

Using Nola’s software to understand the visitor flow and operational efficiency of each individual ride, Jamberoo Action Park can now improve staffing levels in real time, empower visitor decisions, and redirect guests through to other less busy areas, maximising the overall efficiency and profitability of the Action Park.

With customer privacy paramount to the success of this partnership, Nola’s anonymous by design protects customers by processing all information on site by generating anonymised numerical statistics as output.

Noting that is does not use facial recognition or individual identification technology of any kind, Jamberoo Action Park General Manager, Matt George advised “it’s important that our customer be in control of the action and feel safe, Nola’s strict adherence to privacy and security delivers that and more.”

Jamberoo Action Park opens for the summer season on 23rd September.

Myzone Premium adds features to give more people more ways to get physically active

New experiences delivered via three new features of Myzone

Premium: MZ-Club, MZ-Together, and MZ-On Demand offer more people more ways to get physically active.

The three Myzone Premium additions enable gyms, schools, corporate, military and other physical activity facilities to access the perfect solution in meeting their community needs. In the gym, outdoors or at home, Premium brings the Myzone ecosystem and live heart rate tile direct to where any individual wishes to move.

MZ-Club enables facilities to broadcast their own live and prerecorded content using the Myzone booking diary. In addition, trainers and staff can also upload pre-recorded content to the MZ-On Demand section of the app.

MZ-Together gives any community the opportunity to take part in Myzone live classes, such as Cardio Club, hosted by Myzone master trainers with a global network.

Community members get access to classes coached by heart rate zone with an engaged community of other Myzone movers.

MZ-On Demand unlocks over 1300 classes that can be filtered by Myzone Effort Points (MEPs), duration, or required equipment. This bolt-on resource of classes is perfect to boost any gym’s current class timetable.

Community members can earn MEPs any time, choosing a vast range of classes to suit any of their fitness needs, anytime and anywhere.

For more information visit www.myzone.org/premium

Nola is a zero-installation video analytics software that enables entertainment venues to utilise their existing infrastructure to gain anonymised insights on real time crowd flow, revenue leakage and visitor experience. E: hello@nolahq.com, www.nolahq.com

High-tech video sports floor made of glass makes its debut at Basketball World Cup

The ASB GlassFloor - a hightech video floor for sport made of glass - premiered at the FIBA U19 Women’s Basketball World Cup held in Madrid between 21st and 23rd July.

From the quarter finals, the games at the FIBA U19 Women’s Basketball World Cup were no longer contested on hardwood parquet, but on the ASB GlassFloor.

German company ASB GlassFloor revealed a new dimension in presenting a sporting event through its ‘GlassCourt OS’ application especially developed for the purpose. In the battle for Olympics relevance and the coming generations of sports fans, the new technologies open up opportunities for many sports to position themselves for the future.

Contact +49 8621 987 410, E: info@asbglassfloor.com, www.asbglassfloor.com

ActiveXchange releases community profile tool for AUSactive members

Data intelligence company, ActiveXchange, has partnered with AUSactive to open its data repository platform, the National Infrastructure Database, which also includes Census Community Profile information, to the peak body’s members.

Already AUSactive’s Data Partner, since 2022 ActiveXchange has been regularly supplying relevant data and insights across aquatics, fitness and community sport, working towards a common goal of increasing physical activity and providing Australians more access to opportunities to be more active.

AUSactive General Manager of Corporate Services and Commercial,

Paul Ritchie noted “our members have a strong affinity to their local communities, which in the context of developing programs and services to meet those needs, having a tool like the National Infrastructure Database will provide a datadriven approach to their businesses and significantly help with decision making.

ActiveXchange’s National Infrastructure Database (NID) provides aquatic, fitness and community sport facilities, managers and trainers with access to an industry view of facilities in their locality via an interactive mapping tool, which can also be overlaid with community profile data, to provide a more comprehensive visualisation of the community around their business.

E: intelligence@activexchange.org, www.activexchange.org

adidas and Les Mills launch innovative new generation training offering

The partnership between adidas and Les Mills has spawned the launch of LES MILLS SHAPES, a new training offering with a focus on building a stronger mind and body for a worldwide community.

Unveiled in Los Angeles, USA as part of LES MILLS LIVE L.A.the biggest event of its 2023 world tour - the new Training offering has been developed as a result of international research across athletes and exercisers in the 16 to 26 year-old age bracket which revealed ‘strength’ training as their top workout type.

The Les Mills research also found that 68% said they are more likely to exercise in high-energy training spaces, with 71% of Gen Z exercisers enjoying bodyweight training, 63% practicing Pilates and 57% liking yoga sessions.

Designed to meet the needs of this active generation program, LES MILLS SHAPES, presented with adidas is a strengthfocused workout inspired by Pilates, barre and power yoga.

LES MILLS SHAPES presented with adidas is being introduced through the LES MILLS+ Training App and in-gym and will be rolled out in clubs in Australia and Southeast Asia as of October.

The partnership will also offer members of adidas’s free global membership program - adiClub - with generous discounts for LES MILLS+ Training App subscriptions. Contact 02 6282 8192, E: myclub@lesmills.com.au, www.lesmills.com.au

Life Floor completes retrofitting of safety surface at Yawa Aquatic Centre

Leading aquatic facility safety surface provider Life Floor has announced the completion of a new floor for the aqua play zone at the Yawa Aquatic Centre on the Mornington Peninsula.

Opened in 2021, staff at the award-winning facility had experienced difficulties with keeping the floor clean throughout the aqua play zone with the original pour-in-place surface contributing to health concerns for patrons due to extensive mould growth permeating the porous material.

With exhaustive efforts to remove the mould having not been successful, it was decided to remove the entire pourin-place surface and install Life Floor based on the product’s impervious, easy to clean capabilities.

With a beach theme complete with Waterplay spray fixtures and palm tree structures, along with side wall graphics that reinforce this design, Life Floor’s Montauk Theme was selected to complement the sandy beach theme. Within the gradient of 380 metres² of square tiles, ‘Mojave-style’ paths weave around the space to subtly guide circulation and avoid slide runouts.

Inlays from Life Floor’s Marine and Sea Life sets provide pops of colour and theming that link with the designs of the Waterplay structure and features.

In addition, a thicker area of Life Floor was installed around the waterslide runout to increase cushioning and safety for this high-impact area.

Contact 1300 721 135, E: info@lifefloor.com.au, www.lifefloor.com.au

Jasstech announces zero failures of its Sports MAX LED light since its release in 2017

Leading sports field and commercial lighting specialist Jasstech has announced a significant achievement for its MAX LED light since its launch in Australia in May 2017, with the almost 800 units sold not recording a single failure.

Commenting on the reliability of the light, Jasstech Manager, Justin Albin explained “we are extremely proud of our entire product range, and the Australian designed Sports MAX is no exception.

“Even in the toughest of environments and over six years of operation, we have achieved what we believe is the industry’s best reliability for any sports lighting product on the market.”

With its simplified installation and reduced installation costs, both installers and customers are realising the benefits from using the Jasstech range of outdoor and sports lighting products.

Albin added “Jasstech is also reaching another very important phase in our product development - Australian made.”

Contact: 1300 665 135, E: enquiries@jasstech.com.au

Attekus booking and events platform expands with new contracts

The expansion of booking and events software provider Attekus, has seen its popular Bookable product selected to meet the needs of both the City of Playford and the Mornington Peninsula Shire Council.

The fastest growing council in South Australia, the City of Playford in Adelaide’s northern suburbs supports its culturally diverse community of over 100,000 people with numerous bookable venues and facilities and runs various events, classes and programs.

To help manage bookings for its wide range of venues and busy events calendar, the council, after a competitive process, selected Bookable to help manage bookings for its wide range of venues and busy events calendar.

The new solution will see the community and visitors able to search, make, pay and manage both online bookings and event registrations through the integrated, enterprise booking and event solution.

Mornington Peninsula Shire Council has also joined the growing trend set by councils in selecting Bookable by Attekus as its new online booking and events solution to improve the customer experience for its residents and visitors.

With an initial focus on community halls, soon venues like The Briars Historic Homestead and Gardens as well as the Peninsula Community Theatre will be available online for the community to book, along with sporting fields and sports facilities and parks and reserves.

Driven by the need to improve the customer experience in searching for, making, paying for and managing bookings and events, the Council is moving away from manual online booking forms and non-integrated event ticketing solutions to an enterprise solution, centralising the management of bookings and event ticketing across Council into a single, enterprise solution.

Deep, pre-built integration with Council’s corporate TechnologyOne Finance system will drive internal efficiencies allowing council staff to focus on and support customers through-out the booking and event processes.

Founded in 2017, the Attekus team provide purpose-built software solutions and highly specialised consulting skills for clients.

Contact 02 8358 9160, E: info@attekus.com.au, www.attekus.com.au

Gameday and Stack Sports launch StackNFT platform

GameDay and Stack Sports have announced the launch of StackNFT, a new NFT platform designed specifically for athletes, participants, parents and coaches to create, decorate and mint their own NFTs in a secure and straightforward manner.

This first-of-its-kind platform offers youth sports families the unique opportunity to engage with the world of NFTs, just like the professional athletes they admire.

To deliver this platform, StackNFT is leveraging the power of Near, a highperformance, carbon-neutral, open-source blockchain that is designed to be superfast, incredibly secure, and infinitely scalable.

With Near, StackNFT is ensuring a safe and reliable environment for athletes to participate in the rapidly growing NFT market. Near also guarantees seamless integration, allowing users to focus on their creativity and the platform’s easy-to-use features.

For more information go to www.mygameday.app

The Briars Historic Homestead and Gardens