Board-level oversight of our sustainability and risk agenda, a formal delegation-of-authority framework, and a dedicated risk and compliance function. Decisions sit with named accountability rather than custom.
Sustainability
Healthier people. Stronger business.
Our product is a measurable health outcome.
More than 550,000 people across Australia, New Zealand and Singapore get active through Fitness Passport. Each year we measure what follows: members get healthier, and employers see it in sick days, stress, productivity and retention.
Our approach
We are a corporate wellness membership business. Our largest impact is social, and it is also our commercial engine: converting inactive working households into active ones, at scale. The board below shows the national problems we are built against, next to what our member data says changes.
The problem on the left. What changes on the right.
Wellbeing programs are often judged on intent. We ask to be judged against the scale of the national problem, so each challenge sits beside our measured member outcome.
The national picture
With Fitness Passport
Inactivity
46 per cent of Australian adults do not meet physical activity guidelines.
AIHW ANALYSIS OF ABS NATIONAL HEALTH SURVEY, 2022
18% to 2%
the share of members who are physically inactive falls from 18% before joining to 2% after.
MEMBER SURVEY 2025, 17,484 RESPONDENTS
Workforce strain
Absenteeism costs Australian employers an estimated $33 billion a year.
DIRECT HEALTH SOLUTIONS ABSENCE SURVEY, INDUSTRY ESTIMATE
1 in 4
members report fewer sick days, and 40 per cent report increased productivity.
MEMBER SURVEY 2025
The cost barrier
63 per cent of adults in the lowest socioeconomic areas are insufficiently active, against 48 per cent in the highest.
ABS NATIONAL HEALTH SURVEY 2017-18
46%
of non-members surveyed named affordability or convenience as the main reason they would consider joining.
MEMBER SURVEY 2025, 3,149 NON-MEMBER RESPONDENTS
What members report, year after year.
These figures come from our 2025 member survey of 17,484 respondents.
83
%
report positive health improvements since joining
40
%
report increased productivity at work
1 in 4
report fewer sick days
29
%
joined or stayed with their employer because of it
From access to outcomes.
The same chain we track internally, one step to the next. Each step is measured, sourced and updated annually.
1
Remove the barrier
One subsidised membership, 2,301 facilities, family included on 48.5 per cent of memberships.
2
Behaviour changes
Inactivity falls from 18 per cent to 2 per cent after joining. 24 million visits in 2025.
3
Health improves
83 per cent report health improvements. 54 per cent report increased strength and fewer injuries.
4
Employers gain
40 per cent report increased productivity, 1 in 4 fewer sick days, 29 per cent joined or stayed.
Pillar one
People and community
This is where we make the biggest difference.
Physical activity is one of the most effective public health interventions available, and cost is one of its biggest barriers: the least active Australians live in the lowest socioeconomic areas. Our model removes that barrier through the workplace, which is why 4 in 5 joining members are new to gym membership entirely.
Our culture & values
Making activity affordable
One membership, one price, a large network of local gyms, pools and aquatic centres. Family and partner cover is available on the relevant membership types, and 48.5 per cent of memberships include a family member, so a household can be active together rather than one person going alone.
Members describing themselves as physically inactive, from 18 per cent before joining to 2 per cent after
Backing local operators
Members choose facilities near where they live and work, so a large share of membership spend flows to independent gyms, community pools and council-run centres rather than only to large chains. For every joining member who already held a gym membership, four are entirely new to gym membership, so operators are seeing genuinely new participation rather than the same people moving between venues.
~1,180 small and medium-sized partners supported
Whole-person wellbeing
Movement is the entry point, not the whole story. We work with partners across the digital wellness ecosystem so a membership can also support mental health, nutrition and everyday habits, and so employers can offer more than a gym door.
New wellness partners and in-app content, launching November 2026
Reaching people who were not already active
The value of the program is not in moving existing gym-goers between venues, it is in reaching people who were not exercising at all. Most people joining through Fitness Passport have never held a gym membership before, which is where the public health benefit actually sits.
4 in 5 joining members are new to gym membership
Investing in our own team
We hold ourselves to the standard we ask of the employers we work with. Our people averaged 18.1 hours of training and development each in the year, against a 15-hour target, and our senior leadership team is balanced, with no gender exceeding 60 per cent, at 56 per cent at the latest measure.
18.1 training hours per employee
Pillar two
How we run the business
Run properly, so employers and facilities can rely on us.
Employers commit their people to us and facilities commit their floor space. Both depend on us being well governed, straightforward to deal with and clear about what we report. These are the disciplines behind that.
Fair, transparent terms for facilities
Facilities are paid for member visits, with clear terms agreed up front and no cap on how often a member can attend. Small operators are on the same footing as large ones, which is what makes a network of ~1,180 small and medium-sized partners viable.
Straightforward membership, no surprises
Members choose a membership type that suits their household, from single through to family, and can use any facility in their employer’s program. The price does not change with how often someone visits, whether that is once a month or four times a week.
Getting ready for mandatory climate reporting
We are preparing to report our emissions under the Australian Sustainability Reporting Standards from FY27, the first year the requirement applies to us. We are building the data, systems and controls behind that now, so the first report reflects how we actually run rather than a last-minute exercise.
Small for our scale, and almost all of it upstream.
We measured our FY25 footprint across scopes 1, 2 and 3. The result is low, which is what an asset-light, digital-first business should look like. It also shows plainly that our leverage is not in our own offices, it is in what we buy.
~
356t
total CO2-e, FY25 baseline, scopes 1, 2 and 3 combined1
~
97%
sits in our value chain, scope 3, mainly purchased goods and services1
under
3%
from our own operations and electricity, scopes 1 and 2 combined
0.17t
CO2-e per employee, scope 1 and 2 intensity, inside our ≤1.12 internal target1
Our impact
Low impact by design
We do not own or operate facilities and we do not manufacture goods. Our direct footprint is a handful of offices and the systems that run the membership platform, which is why scopes 1 and 2 stay under 3 per cent of the total.
Honest about where it sits
Around 97 per cent of our footprint is upstream, in the goods and services we purchase. Cutting office energy alone would barely move it. Supplier engagement is therefore the work that matters, and it is slower and harder than the easy wins.
What we are doing about it
We are committed to setting science-based emissions reduction targets, and have submitted a Letter of Commitment to the Science Based Targets initiative. Our targets are not yet validated by the SBTi.
We are working towards sourcing 100 per cent renewable electricity across our offices by FY30.
We are engaging our suppliers to lift their own climate commitments, since that is where the footprint actually is.
Members use facilities close to home and work, which tends to mean less travel than destination fitness.
This page and the rest of our site are built to be fast, accessible and light, so they cost less energy to load.
We do not claim to be net zero or carbon neutral, and we will not until the numbers and the validation support it.
Facts on the left. Goals on the right.
We keep these two columns separate on purpose. Everything on the left has been measured or done. Everything on the right is an aspiration we are working towards, and none of it is validated by any third party yet.
Where we are today
Where we aim to be
Letter of Commitment submitted
Validated by the Science Based Targets initiative.
Goal: FY30
We aim to work with suppliers so that those representing 83 per cent of our purchased goods and services emissions have their own science-based targets.
FY25 footprint measured
~356 tonnes CO2-e in total across scopes 1, 2 and 3, our baseline year.
Goal: FY30
We aim to reduce absolute scope 1 and 2 emissions by 42 per cent by FY30, against an FY25 base year.
Emissions intensity inside target
0.17 tonnes CO2-e per employee for scopes 1 and 2, against a ≤1.12 internal target. This is an FY26 figure, not part of the FY25 baseline above.
Goal: FY30
We are working towards matching 100 per cent of our office electricity use with large-scale generation certificates (LGCs).
ASRS reporting in preparation
We are preparing to report under the Australian Sustainability Reporting Standards from FY27.
Ambition: FY50
Our longer-term ambition is to reduce absolute emissions by 90 per cent by FY50, against an FY25 base year.
How this is governed and reported
Our sustainability approach is overseen at board level and tracked against internal KPIs through the year. Formal climate reporting begins under the Australian Sustainability Reporting Standards from FY27. If you have a question about anything on this page, including how a figure was calculated, please do not hesitate to contact us.
Sources
1 Emissions figures are calculated in accordance with the GHG Protocol and recorded in our carbon accounting platform (Greenly). FY25 is our baseline year, and figures are calculated and not yet externally assured. Forward-looking targets are goals we are working towards and have not been validated by any third party.
2 People and operational figures are drawn from our internal management reporting as at 30 June 2026.
3 Fitness Passport member survey 2025, self-reported by members.
1 Emissions figures are calculated in accordance with the GHG Protocol and recorded in our carbon accounting platform (Greenly). FY25 is our baseline year, and figures are calculated and not yet externally assured. Forward-looking targets are goals we are working towards and have not been validated by any third party.
2 People and operational figures are drawn from our internal management reporting as at 30 June 2026.
3 Fitness Passport member survey 2025, self-reported by members.
