AT IONS

OPE R
MANUA L EDITED MA
RCH 21, 2018

AL USE ONLY
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FOR INTER
WORLD GYM OPERATIONS MANUAL

TABLE OF CONTENTS

Ref. Title Subject

World Gym Introduction

1. Club Operational Systems

1.1 Cleaning
1.2 Maintenance

2. Club Communication

3. Personal Training / World Gym Athletics / Group Exercise

4. Sales
4.1 The Six Steps
4.2. Membership Sales Guide
4.3 Reception / Front Desk Sales “Tips”

5. Customer Care and member retention

5.1 What is “Customer Care”?
Presenting yourself to the Member
Welcoming a Member
5.2 Answering the Telephone
5.3 The Right Image and first impression
Building Member Loyalty
Understanding your area
5.4 Customer Care 101
6. Health & Safety
6.1 Risk Assessment Procedure
6.2 First Aid Procedures
6.3 Fire Procedures
6.4 Emergency Procedures
6.5 Hazardous Substances
6.6 Manual Handling of loads
6.7 Accident Reporting Procedure
6.8 Electrical Safety
6.9 Maintenance of Gym Equipment
6.10 UV/Tanning Equipment
6.11 Sauna

7. Membership Terms & Conditions

7.1 Hours of Operation
7.2 Agreements/Contracts
7.3 Members of the Club
7.4 Members’ Restrictions
7.5 Members’ Children
7.6 Membership Cards
7.7 Guests
7.8 Reservations
7.9 Rates / Fees
7.10 Methods of Payment
7.11 Default of Payments Due
7.12 Changing types of Membership
7.13 Freezing Membership
7.14 Termination of Membership
World Gym Introduction

The iconic World Gym brand was founded in 1976 by Joe Gold during the glory
days of "Muscle Beach" in Santa Monica, CA. Joe was one of the original
ringleaders of Muscle Beach. In his prime, he toured with Mae West, and was at
the heart of the cozy connection that has always existed between the Muscle
Beach fitness scene and the celebrity of Hollywood. Joe blazed a trail followed
later by the likes of Arnold Schwarzenegger, Lou Ferrigno, and Dave Draper to
name just a few - all of whom had significant Hollywood careers and an
intimate connection to and love for World Gym. Since that time, World Gym has
evolved into an internationally recognized brand that has captured the
imagination of people around the globe.

Our mission is to relentlessly convert people from needing to train to wanting to

train, because it’s the right thing to do and it’s fun. World Gym team members,
such as yourself, contribute to that great mission as we work together to build and
operate the most iconic gyms on earth. We will always continue to pursue and
teach Fitness Truth so that you can help us convert prospective and existing
members alike into the fitness enthusiasts that they deserve to be. You will improve
and save lives daily by the work you do and your career with World gym. By now,
you will not be surprised to know that our values are as follows:
• Be Authentic
• Be Honest
• Be Leaders
• Be Prepared
• Be Resourceful
• Innovate
• Respect Others
• Support Our Team
• Work Wisely & Efficiently
• Love Fitness

We are confident that your passion and talent will transform and improve many
people’s lives. Thank you for choosing to be part of our World Gym family.
1. Club Operational Systems

Manual Contents
1.1 Cleaning
1.2 Maintenance

2. Club Communication

3. Personal Training / World Gym Athletics / Group Exercise

1.1 Cleaning

Aim / Objective:
1. To ensure that World Gym operated facilities provide a clean and safe
environment
2. To ensure that the first impression is the right impression.

Responsibility
The Manager is responsible for ensuring that there are at least 4 weeks of future
daily and periodic cleaning schedules in the Dept. Operational File, available for
use.

Daily Cleaning
Includes: All cardio and stretching areas
All machines and strength equipment
Water fountains/coolers/dispensers
All trash cans
Floors
Offices
Walls, mirrors, doors, fixtures
Vacuuming
Windows
Entertainment screens
Bathrooms, reception and group exercise areas

All machines must be separately logged on the Daily Cleaning Schedule with a box
in which the cleaning and janitorial staff will initial to confirm that cleaning has
taken place to the required standard.

The cleaning and janitorial staff shall carry out additional cleaning throughout
their shift on an as and when needed basis, subject to the level of use of the
facility.

At the beginning of each day, the Manager shall review the previous days cleaning
before signing off the cleaning schedule. Completed cleaning schedules
should be kept for a minimum period of twelve (12) months.

If the janitorial or gym cleaning are done by an outside entity, the General Manager is
responsible for all cleaning schedules, reporting systems and budget control.
Periodic Cleaning
The Manager is responsible for formulating the periodic cleaning schedule and
is subject to the design and equipping of the facility. The General Manager will set
the minimum cleaning requirements for each periodical cleaning item. All items in
the Gymnasium must be
covered on the Periodic Cleaning Schedule. Certain items below will be cleaned by
subcontractors as needed.

Includes: Air Conditioning Vents

Music System (incl. speakers and large
TV’s) Windows, Frames and Window
Ledges Skirting boards
Cleaning beneath Cardiovascular machines
Thorough cleaning of any matting
Mirrors and
doors Blinds
and Rails
Wash trash
cans
Under treadmill hoods
Cable covers
All other equipment (including: Fire Fighting Equipment., Pictures, Signage,
etc.)

The Periodic Cleaning Schedule indicates the dates when additional areas in the
Gymnasium require cleaning. The Fitness Instructor will initial that the cleaning has
taken place, which will be countersigned by the Manager after checking that the
task has been completed.

1.2 Maintenance

Aims / Objectives
1. To ensure that World Gym operated facilities provide a safe environment for all
patrons at all facilities
2. To ensure that all equipment is in good working order always

Detail
It shall be the responsibility of the entire Fitness Team, daily, to visually inspect each
piece of equipment in the Gymnasium to ensure it is suitable for use. Should any
piece of
equipment be deemed unsuitable for use, a “Temporarily Out of Service” notice will
be
placed on the item and immediately reported to the Fitness or Duty Manager.

The fault will be recorded in the Fitness Equipment Checklist. It is then the responsibility
of the Manager to immediately report the fault to the relevant maintenance provider
using the Maintenance Request Form.

In addition, the assigned team members shall organize the on-going periodic
maintenance of equipment within the Gymnasium. Periodic maintenance shall be
undertaken in accordance with the Equipment Checklist schedule.
Ongoing Maintenance
Includes: All Cardiovascular machines
All Resistance machines
Group Cycling equipment
Group Strength equipment

Note: Refer to the manufacturer’s recommended schedule of

maintenance for each piece of equipment in the gym.

The Equipment Checklist indicates the dates and tasks required to fulfill the
required additional maintenance of the fitness equipment. The Fitness Instructor
will initial that the maintenance has taken place.

At the end of each week, Manager, will review the previous weeks maintenance
before signing off the Fitness Equipment Checklist. Completed checklists will be kept
for a minimum period of twelve (12) months.

Out of Service Notices

While completing daily visual checks or periodic maintenance tasks, the General
Manager should decide whether the equipment is suitable for use or not.

Should any item of equipment be deemed unsuitable for use (and concurred by the
Manager), then a “Temporarily Out of Service” notice will be placed on the item of
equipment, which will be dated and signed by the Manager with an expected date
of repair.

Equipment Checklists
When an item of equipment is put out of action, the General Manager will record the
details on the Equipment Checklist, and request a maintenance visit from the
appropriate provider, using Maintenance Request Form.

Each piece of fitness equipment in the Gymnasium will have an individual service
record, which will track and document its service history.

Audit Items
1. Completion of periodic maintenance records and logs.
2. “Temporarily Out of Service” notices on equipment. These signages are to be
ordered our Approved vendor.

2. Club Communication

Aims / Objectives
1. To ensure effective communication amongst all fitness staff takes
place on a regular basis.
2. To communicate all aspects of the business to fitness staff.
3. To ensure fitness staff have a positive input to the development of
facilities and any issues related to their specific club.
Meetings
 All full-time staff or designated staff members must attend communication
meetings,
 Part-time staff on duty during the scheduled meeting are required to attend
communication meetings.
 Communications meetings must have minutes recorded. Copies are to be
distributed to: all attendees; any fitness team member who did not attend; the
Club Manager and
a copy to be kept on file.
 Club Managers must attend at least one communication meeting with the
fitness team monthly.
 The Fitness Manager will review the communications meetings with the Club
Manager
on a regular basis. As a minimum this will be at least once per month.

Points to Remember
1. Meetings should take place during shift crossover periods, when possible
2. Should a member of the team attend a meeting outside of their normal shift
pattern, they will be awarded time in lieu.

Audit Items
1. Regular meetings are taking place.
2. Recorded minutes are available.
3. Action plans are completed within agreed timescales.
 3. Personal Training / World Gym Athletics / Group Exercise

Personal Training:
World Gym has a world-class personal training system. Our personal training (PT)
programs are simple, effective and provide a high level of education, inspiration and
service to our members.
Our staff or personal trainers, led by the Fitness Manager, is certified through World
Gym’s education department. Each trainer is hand-picked, trained and developed at
the local level. We expect a high level of professional service from our trainers.
Our PT system has three levels of trainers. Through continuing education and merit-
based work, trainers can have a career path. We offer opportunities such as
coaching group classes and sales to help our trainers achieve success. Trainers also
can earn bonuses based on the number of trainings they do each month.

Our service system is centered around providing more than just training sessions. Our
trainers help the client’s training program by outlining their monthly training and fitness
program. We also maintain client files that are complete with goals, data points (i.e.
measurements, strength numbers) and workout history to better serve the client’s long-
term objectives.
All trainers are required to attend regular meetings that are run by the Fitness
Manager. These meetings cover essential administrative topics as well as continuing
education.
World Gym Athletics
World Gym Athletics (WGA) is World Gym’s complete training program. It epitomizes
our dedication to providing no-nonsense training and fitness service. The program is a
group-based program and offered as part of the VIP All Access membership. WGA
pledges Fitness Truth as the key mantra – we train hard, we train smart and we treat
every member like an athlete. WGA visions and educates that we train instead of
working out. It is a science-based program using high quality coaching as the art.
All coaches in the WGA program have been certified over a two-day intensive
certification. Coaches also receive regular ongoing continuing education and
leadership training.
World Gyms must be approved to offer WGA.
WGA is a highly functional program that includes signature programs. These programs
are:
Foundations - this is a series of 3 classes that build confidence, skill and safety for the
new member. Foundations is essential for progressing through all other formats within
WGA.
Performance – this is our daily training class/session. This class uses barbells and all
forms of equipment to deliver the most balanced program in the industry. At WGA, we
have a Training Matrix that all programming reflects. This ensures that
members/athletes are addressing the correct elements necessary for maximizing
results.
HIIT Camp – this is our better than boot camp class. It is often done in teams or with
partners and is a perfect session for those who are not quite ready for the barbell. We
use more tools and equipment than most boot camps and the coaches put a heavy
emphasis on proper and safe movement.
PACE – this is our innovative treadmill program. In less than 45 minutes,
members/athletes are coached through a running program designed to burn a lot of
calories but also teach proper running form. Coaches must be certified to teach
PACE. For runners, it makes them faster while reducing injury and for those who don’t
like running, they love PACE!

Group Exercise
World Gym Group Exercise has a variety of classes. We have a class for everyone! We
offer many formats including yoga, Zumba/dance, HIIT, strength and our signature
World Tour indoor cycling by Stages.
The Group Exercise Manager determines the appropriate classes for each local
market. Each group exercise instructor must be certified and pass an audition with
each group exercise manager.
At World Gym, we believe in the power of group exercise that is led by caring
instructors who will inspire and motivate our members.
4. Sales

4.1 The Six Steps of selling

The day to day operations of the Club effect the way that the public view our
business and will therefore have a greater effect on the number of prospects who
become members.

It is extremely useful to analyze the process that the consumer goes through before
purchasing any product.

The process can be broken down into the following distinct steps:
1. Awareness of the product
2. Image of the product
3. Interest in the product
4. Trial of the product
5. Purchase of the product
6. Post-purchase evaluation

 Each one of these steps is important to our business

 Each one deserves our attention
 Each one deserves a plan of action

***Awareness
Awareness of the Club can take many forms.
 Mention the Club during conversations with friends
 Display a bumper sticker on your car
 Wear a promotional t-shirt on your day off, etc.

***Image
The second step is image. The purchaser requires that the club facility is right
for them Image is a very important component in the Clubs marketing plan.

The image of the Club also heavily relies on the standards that are implemented and
more importantly maintained within its’ operational structure.

Rating systems offer businesses another way of creating an image of excellence, for
example, hotel star rating system. The only recognized international form of rating for
Health Clubs is membership to IHRSA – The International Health, Racquet and Sports
Club Association, (to which the Club is a member).

***Interest
The third step in the purchasing process is the development of interest. Let the
prospect know about the benefits of exercise, i.e
 felt more energetic after exercise or more relaxed
 they were more attractive
 they were more competent at work
 they were more in touch with themselves because of regular exercise
***Trial
The fourth step in the sales process is the trial. If your intention is to buy a new
suit, it is customary to try it on first. If you are intent on buying a new car, you
must test drive it.

Since the purchase of a Membership to a Health and Fitness Club represents a

substantial investment, it is only natural that prospective Members may want to
try the Club before purchasing the membership.

This is not just a period when the prospect gets to know the Club and its’ personnel,
it is also a time for Club personnel to get to know the future member.

The Club tour is therefore an invaluable period where you can ascertain what the
prospect is really looking for from his/her Club Membership.

We cannot create value until we know what people are looking for.

***Purchase
The most widely discussed step in membership sales is the close.

We are offering a product, a service that we cannot effectively sell, unless we are
already sold ourselves. If we do not get the beneficial effects of a structured exercise
program in our own lives, we cannot give to the prospect intrinsic feelings that you
have about the product.

It is vitally important that those involved in selling memberships or keeping members,

be part of the fitness lifestyle that is our business.

***Evaluation
Within 90 days of purchasing a car you will have made up your mind if the
purchase was good or bad.

This critical 12-week period is when, in Club membership terms, the Member will
have evaluated if the program has worked or not. It is the management of those
90 days which I significant in determining how long that person will remain as a
member.

If you try to see the Club’s operations in the way the public/prospective members
see them, and keep in mind the steps of the purchasing process, you can be
assured of offering a service that people are willing to pay for.
4.2. Membership Sales Guide

 Memberships are sold in the club and online.

It is essential, to get prospects who have an interest in the facility to come and
visit.
 Anyone who shows interest is a potential Member.
 Never underestimate the sales leads that can be generated by staff – from
people they meet every day and from current members (referrals). Guest
passes should be carried, by those authorized, always.
 Leads mean income. Never let a prospect leave the facility without first getting
them to complete a Guest Registration Card.
 Try to establish the prospects interest before the onset of the tour. Complete the
Guest Registration Card at the earliest point – for ease of reference. The Guest
card also serves as a liability waiver, so the prospect may enter the gym.
 Prospects with little or no experience of a Health and Fitness facility are very
wary when they first enter the Club. One of your first priorities is to relax them
and find out what they require from an exercise program. A key to helping the
prospect is to ask them Why they came in and how they heard about the
gym? Qualify whether the prospect has experience being a member of a
gym.
 You can ask qualifying questions more naturally during a relaxed tour. You will
understand the prospects requirements, and you can personalize the tour to
those requirements. Tours should not take more than 10-15min. Once you find
out the main interest (s) of the prospect, start and end the tour at that area in
the gym.
 The route that the tour takes is as important as what you say during the tour. On
completion of the tour always returns to the café for refreshments where
applicable.
 The tour and the guest pass is the best chance that the prospect has to
evaluate the Club. If time is taken to make the tour informative and the guest
visit a positive experience – the greater the chance of turning the prospect into
a Member.
 Once the tour is complete, all that remains is the closing statement, price
choice presentation and administration forms for Membership.

Ensure that you have delivered an enthusiastic tour and asked the right questions. If
your tour has been successful, the prospect will acknowledge the benefits of each of
the features that will help them to reach their stated goals and will sign the
Membership agreement.

 The process of closing the sales requires;

 Understanding the product – Knowing the benefits and advantages of
World Gym, it’s history and the vision for our future growth.
 Understanding what motivates people to take up an exercise regime – this
is the Why instead of the What. Finding out the motivation or inspiration
behind why someone is interested in World Gym will help close the sale.
 Excellent communication skills
 Motivation and the desire to excel at selling and believing in the value of
fitness.
 * The sales process is about asking questions versus telling the prospect
about the gym; avoid “over-selling” areas of the gym that the prospect is
not interested in.

4.3 Reception / Front desk sales “Tips”

1. Never refer to “Sales” people. They are Membership Coordinators

2. In today’s market, pricing in sometimes given over the phone to at least try and
entice the prospect to consider joining. Try to book the prospect in for a Club tour,
refer the lead to a Membership Advisor. Prospects have many choices out there,
let’s not let them go somewhere else by not giving prices over the phone.

3. Introduce all Guests to a Membership Advisor or one of the managers. Try to

have a Duty Manager or equivalent, meet the Guest before they leave the
Club.

4. If possible, refer all telephone membership inquiries (TI) to a Membership Advisor.

If a Membership Advisor is not available, explain that he/she will contact the
prospect as soon as possible.

5. Refer all ‘walk-ins’ to a Membership Advisor. No prospect should ‘just look

around’, without a Membership Advisor or Manager (or equivalent) as a guide.

6. Refer the prospect who made an appointment to the Membership Advisor with
whom they made the initial enquiry – this will allow for continuity. If that person is
not on duty, the prospect should be referred to an alternate Advisor or Duty
Manager or equivalent.

7. Anyone who is not a member….is a potential member.

8. Use business/referral cards when outside the Club to help generate memberships.

9. Leads mean membership income. Always remember to obtain the details

necessary to follow up with: name; telephone number, email address; address,
etc.

10. Membership goals will be set. Believe in your sales potential. Each day, consider
how you can contribute to reaching the membership targets.
5. Customer Care and member retention – The most important part after the sales
process.

Introduction

Now that we all worked so hard to get our members, let show them we want them to
stay.

Every Visitor or Guest is a potential Member and should therefore be treated in the
same manner. “Customer Care” is the responsibility of every employee, every day.

Please contact your Supervisor or Manager if there are any elements of the
document that you do not fully understand or have questions about.

5.1 What is “Customer Care”?

Customer Care is all about our attitude to our members and the way in which we
deal with them. Members have the right to expect quality services, to be informed
of the facilities, activities and events available and how they can obtain them.

You are a member of the World Gym Team, and Team effort is key in the success of
“Customer Care”. The Members perception of the Club and its services and facilities is
up to you - as an individual and the team. The best compliment we can get is when
a member refers another member because they trust World Gym.

Remember
Together Everyone Achieves More

How to present yourself to the Member

Your appearance and body position, can influence the way Members react to you.

It is vitally important that your uniform is worn in accordance with the Clubs’
standards. How you present yourself to our Members shows a degree of
professionalism, expertise and confidence, as well as establishing the right image of
the Club.

Key Principles
 Uniform must always be worn
 Hair must be neat and tidy
 Name badges must always be worn
 Be presentable

How to Welcome the Member

We only have one chance to create a first impression, make sure it is a friendly one
by giving each Member a warm welcome.
Key Principles
 Establish eye contact immediately
 Be approachable and welcoming
 Smile - try to be cheerful - smiling is contagious
 Greet Members in a friendly manner
 Be courteous and respectful - courtesy is the “golden rule” of Customer Care
 Use polite words and phrases - “please”, “thank you”, “may I?”, “do you mind”
etc.
 Acknowledge every person arriving, even if you are busy with someone else.
 Show people that you have acknowledged them. It’s all a matter of your
attitude.

5.2 How to Answer the Telephone

A telephone call is very often a chance to obtain a new member or prove that the
current member made the right choice in joining World Gym. They may not have
decided to join the Club yet. Win them to the Club by demonstrating your
professional telephone technique. Give to each telephone call, no matter how trivial,
the same attention you would give to the caller in person.

Key Principles
 Answer as quick as you can.
 Identify yourself and the Club - “...Good morning/afternoon/evening, thank you
for calling World Gym, this is (your name), how can I help you?
 Be cheerful
 Identify the callers’ needs and purpose of call
 Ensure that the caller understands any information that you provide
 Thank the caller

Outgoing calls
 Know what you intend to say
 Have any correspondence, programs etc. to hand
 Dial the correct number and ensure that you are speaking to the right person
 Make notes in advance if necessary
 Update computer records if necessary

Taking a telephone message

 Date and time of call
 Person for whom caller asked
 Callers name, telephone number, (& company - if business call)
 Details of message
 Your name
 Use suitable message pads or enter into the software.
5.3 The Right Image and first impression

The Member is making judgments about your professionalism and the Club, activity
or event before they even meet you. Communicate the right image of the Club from
the exterior.

Key Principles
 Walls, windows and signs are clean
 Helpful, informative signs for Members
 Entrance and all other Member areas remain clean and tidy
 Promotional material should be clean, well displayed and brand compliant
 Nothing should be stuck on walls or windows. Official World Gym approved
material must be displayed on notice boards only
 Reception/Front desk must be clean and tidy
 Trash receptacles must always be out of sight

Building Member Loyalty

Saying goodbye when the Member leaves is very important. Taking time, when
possible, to show you care will demonstrate the Members importance, and
encourage high levels of retention.

Understand your area

If you are fully informed and knowledgeable about your role, the Club - its’ services
and
activities – you can deal with Members confidently and
positively. In turn, Members will feel confident about you
and the Club.

Key Principles

Preparation
 Stay informed and help others to keep up-to-date
 Know your role
 Do your job - cheerfully and efficiently

Services and Products

 What do we do - the Club’s philosophy and mission statement
 What activities and services do we offer and how World Gym is unique in the
community.

Ensure that you have all up-to-date information on the range of activities, price lists,
opening times, special offers, etc. Refer to the information at the start of each shift to
check for updates and alterations, closing dates, etc.

People
 Know who is responsible for what
  Know when people are available, in meetings, off sick, on holiday

5.4 Customer Care 101

1. The Member is the most important person in our facilities - treat them as such.
2. The Member is not dependent on us - we are dependent on them.
3. The Member is not an interruption to our work - but the reason for it.
4. The Member is not here to argue or match wits with.
5. Our purpose is to accommodate and serve the Member, not the Member
accommodate us.
6. The Member is the person who brings us their needs - it is our job to fulfill those
needs.
7. The Member requires attention always - so give it.
8. The Member is the reason for our business.
9. The Member is the person who ensures that our job has a purpose.
10. The Member is the life blood of the Club - without we have no business.

Key Principles
 Listen to what the Member has to say. Sympathize and be empathetic.
 Do not argue, blame, justify or give reasons – listen first, then serve.
 Apologize instantly (do not pass the buck)
 Discuss a choice of or favorable courses of action
 Seek agreement to solve any situation.
 Thank the Member for bringing it to your attention
6. Health & Safety (CHECK OSHA FEDERAL, STATE, PROVINCE AND LOCAL GUIDELINES
FOR APPLICABLE LAWS / www.dol.gov/general/topics/posters (US LOCATIONS)

Section Contents
6.1 Risk Assessment Procedure
6.2 First Aid Procedures
6.3 Fire Procedures
6.4 Emergency Procedures
6.5 Hazardous Substances
6.6 Manual Handling of loads
6.7 Accident Reporting Procedure
6.8 Electrical Safety
6.9 Maintenance of Gym Equipment
6.10 UV/Tanning Equipment
6.11 Sauna

6.1 Risk Assessment Procedures

Introduction

The purpose of risk assessment is to enable the Company to identify hazards, evaluate
the degree of potential harm and take appropriate measures to control the risk. By
doing this the facility will not only comply with statutory provisions, but it also creates a
safe working environment for employees and others.

A hazard means anything that can cause harm (e.g. chemicals, electricity,
working from ladders).

A risk is the chance high, medium or low that somebody will be harmed by the
hazard.
 Procedure for Assessing the Risks

1. Look for hazards

Walk around the club and look at what could reasonably cause harm. Ignore
the trivial and concentrate on the significant hazards that could result in harm or
affect several people.
Involve the whole team; different people will notice different things.
Don’t be over complicated.

2. Decide who might be harmed and how.

Remember to consider members, employees, contractors, visitors, cleaners,
young persons, and expectant mothers.

3. Evaluate the risks and decide whether the existing precautions are adequate or
whether more should be done.
Consider how likely it is that each hazard could cause harm. This will determine
whether you need to do more to reduce the risk.
Even after all precautions have been taken, usually some risk remains. You now must
assess whether that risk is high, medium or low. RISK= Severity of harm + Likelihood of
occurrence

4. Record your findings

With more than 5 employees, the facility must keep a written record of the risk
assessments. Use the standard facility Risk Assessment Sheet
Employees must also be told of the findings.

5. Review the Assessment and revise it if necessary.

If there is any significant change to equipment or procedures, then you must re-
assess the hazards and record them.
At the very least, it is the facility’s policy to review risk assessments
Annually.

Club Manager Actions

 Review and re-assess if there are any changes in the work procedure or
equipment or at least annually.
6.2 First Aid Procedures

Introduction

It is the facilities policy to ensure the health, safety and welfare of all its employees
and non- employees. Therefore, it is our policy to have a trained First-Aider on call at
the facility at all times during staffed hours.

First Aiders

The Management Team at the facility shall have received training in First Aid, CPR and
AED from a recognized training authority, and shall be in possession of a current First
Aid at Work Certificate. The Club General Manager, as required, must arrange local
training courses.

In addition, there is several staff that must be trained in First Aid at Work and the
Appointed Persons Certificate. The names of these personnel are set out in the
Schedule of Trained Personnel

A copy of all trained personnel must be on display in the facility always.

CGM’s must ensure they always comply with the company policy on first aid cover.

In the event of an accident, the manager (or in the absence of the manager, a
trained First- Aider) shall be contacted immediately and asked for assistance.
Emergency Services (Ambulance) shall be contacted immediately if necessary by the
Front Desk Associate
or Appointed Person.

First Aid Kits – Suggest outside vendor supply kits / supply

The Company provides First Aid kits, the location of First Aid Kits is listed on Schedule of
Trained Personnel. There should be at least one kit per floor and AED.

It is the responsibility of the CGM to ensure that these kits are checked at weekly
intervals, any missing items or time-expired items are replenished immediately.

This procedure MUST be signed and dated on a First Aid kit weekly Checklist
 Facilities

Eye Washing Facilities – outside vendor

Eye washing facilities consist of cold running water and or sterilized bottled water.

It is the responsibility of the CGM to ensure that all eye wash stations are checked at
weekly intervals, any missing items or time expired items are replenished
immediately.

This procedure MUST be signed and dated on a First Aid Kit Weekly Checklist

6.3 Fire Procedures – check with Local FD for procedures / inspection

Introduction

One of the greatest hazards, which can affect a place of work, is fire. The main
purpose of the fire legislation is to safeguard life.

The following section of the Health and Safety procedures manual defines the
responsibilities we have and the procedures we must follow in order to ensure fire
safety at work.

Our fire program is developed around the concept of fire prevention, and training
systems are in place to minimize the risk of fire occurring.

Responsibilities of the Club General Manager

The CGM has overall responsibility for ensuring that a safe working environment
exists in respect of fire within the facility.

All CGM’s shall have received training in what to do in the event of fire as part of their
company induction.

Emergency First Responders

In addition, the company adopts policy whereby selected employees may be

trained and given specific duties in the procedures required in the event of a fire
alarm sounding or fire occurring. Such trained employees may be nominated as
Emergency First responders
The roles of an Emergency First Responder include;
 Being fully aware of the location and operation of fire detection systems, fire
alarm points, fire extinguishing equipment and emergency exits.
 In the event of fire, fire wardens will be responsible for (at the directive of the
Club Manager) the following:
 Calling the fire service
 Helping employees, including any disabled people, to evacuate.
 Check that their own area of responsibility in the facility is empty.
 Make sure all lists of present employees are available.
 Keep order at the fire assembly point.
 Complete a role call at assembly point to ensure all employees are
accounted for.
 Coordinate a return to the building when instructed by Local Authorities

Fire Safety Records

The Facility must maintain the following records in respect of fire safety:

Contact details of the local fire and police

department

Record of Risk Assessments for Fire Hazards

Assess the risks, train staff and review every 6 months using the Facility Fire Risk
Assessment Sheet.

Records on Fire Training and Instruction

Any club or company training delivered to employees must be recorded on the form
and held in their personnel files.

Details of Fire Drills

These must be carried out a minimum of once per annum. Ensure local fire
authority regulations are carried out.
All fire drills must be recorded – use form

Supplier and Maintenance Records for: local vendor

Fire Extinguishers
(portable) Fire
Extinguishers (installed)

Fire Alarm Systems

Must be tested via a different BREAK GLASS POINT every week and
recorded. Must be serviced at least once every twelve (12) month
period.
Emergency Lighting
Emergency lighting is required in all areas where natural lighting is not available. This
form of lighting usually comes on when the electrical power supply to the main
lighting system fails.
The lighting should provide sufficient illumination to clearly see the way from places of
work to fire exits.

Emergency lighting requires regular checks and annual maintenance by a

qualified person/company. This should be arranged by the CGM.

Checks on Fire Doors and Exits

All fire doors and escape routes must be clearly marked and accessible at all times.
Escape routes and or Fire doors should NEVER be blocked or obstructed by waste,
storage boxes or
equipment, etc.
Any employee finding a fire door or escape route blocked, obstructed or secured is to
report it to the CGM immediately.

Fire Safety: Instruction Notices

The procedure for all employees in what to do in the event of a fire is set out on Fire
Instruction Notices. Copies of this should be attached to the Club’s notice boards and
set out alongside fire points if required. For example, where portable fire extinguishers
are located
and at fire alarm activation points.

6.4 Emergency Procedures – must be in accordance with local emergency services

Introduction

The Club must ensure that they have addressed the possibility of large scale
emergencies and developed response procedures.

The Club will be required to undertake Risk Assessments to ascertain;

 The type and nature of all those emergencies which may be encountered.
 The probability of such an emergency occurring.
 To put in place preventative measures
 To develop response procedures for such emergencies occurring.

The type of emergency and probability of occurrence will be determined by the

location of the Club, Criteria of Club design and construction and demographic and
social environment.
General Procedure

The general procedure follows the lines set out below.

 Ascertain the seriousness of the emergency: if sufficiently serious to merit calling
the
Police / Ambulance / Emergency Services / and evacuating the Club,
then;
 Sound the alarm
 Alert all staff (health and safety manager)
 Alert emergency services as appropriate
 If appropriate, turn off services (gas, water, electricity)
 Evacuate the building in a controlled but effective manner to the designated
assembly point
 Ensure that the building is empty of personnel (staff and members)
 Carry out checks to ensure the threat is clear and the building safe
 Only allow personnel to return to the Club when authorized to do so by the
emergency services or the person in charge

Club General Manager Actions

Stated below is a general guideline in the standard procedures for the Club General
Manager.
 The Club must have detailed emergency procedures specific to their site.
 Risk Assessments must be carried out on all emergency procedures.
 Club managers must ensure these are made know to staff via information,
instruction and training.
 Ensure information is made available to Club Members.

Bomb Threat and Scare – obtain template from local emergency services and keep
copies by each telephone

Upon receiving a telephone bomb threat:

 Do not panic, remain calm
 Obtain as much information as possible by using the Bomb Alarm Checklist
Action to be taken;
 Call the POLICE
 Say the following very clearly and slowly
WE HAVE RECEIVED A TELEPHONE BOMB THREAT AT……
(give the name and address of the Club)
 Do not replace the handset until the address has been repeated and
correctly acknowledged
 Vacate the Club by the nearest Fire Exit, and assemble at the designated
assembly point
Upon learning of a bomb scare:
 Report the information to your line manager
 Check for any suspicious objects in your work area
 If you find one DO NOT TOUCH IT OR MOVE IT IN ANY WAY
 Vacate the Club by the nearest Fire Exit and assemble at the assembly point

Gas Leaks

Proper maintenance should ensure there is minimum risk of gas

leaks. However, if a leak does occur:
 Follow the procedure for Fire, evacuating the area where the gas leak is
occurring in
the first instance
 If possible, turn off the gas supply at the mains before evacuating the building,
but only if this can be done without incurring danger to personnel

Electrical Mains Supply Failure

In the event of total failure of the main electrical system there is a back-up emergency
lighting supply, which provides power for lighting for usually up to 3 hours.
 Follow the evacuation procedure as for Fire
 Do not try to fix the fault, but ensure the Electricity Authorities are advised
of the problem
 Ensure you have details of a reliable emergency Electrical Contractor on file
and call them for advice and or assistance
 Inform all necessary management personnel

Flood

If the Club is in an area vulnerable to flooding, for example, by floods, excessive rain,
burst water pipes etc., maintain a close watch on circumstances which make it
possible that this may occur.

If flooding does occur:

 If possible, ensure there is a supply of sandbags available at short notice
 Turn off the electricity at the mains if there is danger of water shorting out the
system
(turn of the gas supply if appropriate)
 Follow the evacuation procedures as for Fire
 If time allows, and if safe to do so, try to remove critical items, which may be
affected by water to a safe place
 Try to ensure there is minimal water entry into the Club by closing exterior doors
and
sandbagging all potential points of water entry
Structural Failure

Significant structural failure is extremely unlikely and will normally be caused by

another associated incident – e.g. terrorist activity, gas explosion, land movement
etc. However, if it does occur:
 Sound the alarm as for Fire
 Evacuate the building using exits / fire doors that are not obstructed because
of the structural failure

Chemical Spillage
The only chemicals which are stored in bulk are the chemicals for swimming pools
operations. Pool operators must minimize the danger of spillage by storing chemicals in
a safe andcontrolled environment, in the packaging in which the chemicals were
supplied.
Pool operators must keep data sheets and risk assessment on all chemicals on file. This
must include comprehensive data on the description of the chemical, the formula and
toxic or other harmful characteristics.
This information must be accompanied by instructions on cleaning up any spillages. The
appropriate response to spillages will be determined by the specific nature of the
chemicals.
However, the following procedure should be followed in the event of any significant
spillages:
 The area should be cleared of all personnel
 Trained staff only should clear up the spilled material, using a procedure
recommended by the supplier
 Staff must be supplied with and use, Personal Protective Equipment in
cleaning up spillages
 Any materials used in cleaning up must be disposed of in a safe manner
 Incident reporting procedures must be followed

6.5 HAZMAT – Hazardous materials

Introduction

Employees, contractors, etc., in the workplace are often exposed to substances

which have the potential to damage their health.

OSHA safety materials.

What are Hazardous Substances

This term includes any material, mixture or compound used a t work or arising from work
activities, which is harmful to people’s health, for example:
 Gas ~ Chlorine, Ozone
 Dust ~ Brick, wood, soil
 Liquids ~ Acids, alkalis, peroxides, mercury
 Fumes ~ Welding, diesel, soldering
 Vapor ~ White spirit
 Biological ~ Hepatitis, Legionella

Club Manager Actions

 Identify and make an inventory of all hazardous substances in the Club

(including those used by contracted cleaners – they must provide the Club with
data sheets and
OSHA / HAZMAT assessments on every hazardous substance used)
 Obtain copies of data sheets of the hazardous substances that are bought
in from suppliers
 Identify the people at risk
 Evaluate the risks and determine the controls
 Record on OSHA / HAZMAT assessments sheets
 Train all employees on the findings of the assessment
 Place copies of the OSHA / HAZMAT assessments next to the storage place of
the hazardous substances
 Review as and when there are any changes or at least annually

OSHA Information for Employees

All EMPLOYEES MUST:

 Use all control measures and wear protective equipment (PPE) properly
 Store any PPE properly when not in use
 Remove any contaminated PPE before eating or drinking
 Practice personal hygiene and make proper use of all washing facilities and
those for eating and drinking
 Report all equipment and PPE defects promptly to the Club Manager

Failure to undertake these may result in disciplinary action.

6.6 Manual Handling of Loads – check safety guidelines from local services, i.e.
OSHA

Introduction

Handling heavy loads requires an assessment of risks from manual handling tasks to be
undertaken with a view to eliminating tasks that present a manual handling hazard, or
to act to reduce the risks caused by each manual handling task and to monitor the
action taken to see if it is successful.

Manual Handling means any transporting or supporting of a load including lifting,

putting down, pushing, pulling, carrying or moving by hand or bodily force. Any
load in excess of 55lbs ( for men ), 35lbs ( for women ) will be subjected to a
manual handling assessment.

The Hazards

Injuries may be caused by adopting an incorrect method of lifting, attempting to lift

something which is too heavy or of an awkward shape or an object which is sharp or is
contaminated with harmful chemicals. Difficulties may be also be created if the loads
are such a size as to obstruct vision and in such circumstances trips or falls may result.

The Regulations place four (4) main duties on the employer. They are:
 TO AVOID manual handling operations, where they can be done by other means
 TO ASSESS the risk of injury from any hazardous manual handling that can’t be
avoided
 TO REDUCE the risk of injuries resulting from hazardous manual handling
operations as far as reasonably practicable
 TO REVIEW the risk assessment at appropriate intervals and revise them if
necessary

Club Manager Actions

To comply with the regulations Club Managers must do the following:

 Complete a manual handling risk assessment for all manual handling tasks
within the Club using the form Typical examples where manual handling is
used within the Club are;
 Moving gym equipment
 Lifting of free weights in the gym when tidying
 Carrying or moving of towels to and from the laundry, changing rooms
 Receiving delivery of pool chemicals
 Filling of pool chemicals into tanks
 Receiving delivery of cleaning supplies
 Receiving delivery of food and beverage stock
 Moving of furniture in offices/reception/café bar
  Filling the photocopier with paper
 Replacing the photocopier’s toner cartridge
 Moving/lifting punch bags
 Moving/lifting of steps
 Moving spinning bikes
 Setting up equipment for circuit class
 Carrying out a pool rescue to remove casualty from water
 Lifting of sauna benches when cleaning
 Train all staff in appropriate manual handling risk assessment
 Review all manual handling tasks if there are any changes to equipment or
procedures or at least annually and record any changes

Good Manual Handling Techniques

STOP AND THINK

Plan the lift. Do you need help? Remove all obstructions such as discarded
wrapping materials.

POSITON THE FEET

Place your feet apart giving a balanced and stable base for
lifting. (tight shirts and unsuitable footwear are not appropriate
for lifting)
Leading leg, as far forward as is comfortable, pointing in the direction you want to go.

ADOPT A GOOD POSTURE

When lifting from a low level, bend the knees. Do not kneel or over flex the knees.
Keep the back straight, maintaining its natural curve. Lean forward a little over the
load, to get a good grip. Keep the shoulders level and facing in the same
direction as the hips.

GET A FIRM GRIP

The best position for grip depends on circumstances and individual
preference. However, a hook grip is less tiring than keeping your fingers
straight.

KEEP CLOSE TO THE LOAD

Keep the heaviest part of the load close to the trunk of your body.

LIFT SMOOTHLY
Do not jerk, lift smoothly, raising your chin as the lift begins.

MOVE THE FEET

Don’t twist.

PUT DOWN THE LOAD THEN ADJUST

Do not adjust grip or position while carrying the load. Put the load down, then
slide it into position.
6.7 Accident Reporting Procedure
Introduction

The Company is committed to providing a safe workplace for employees, and

also Club members, members of the public, and all others who may be affected
by its activities, i.e. guests, contractors etc.

There are stringent requirements for recording and reporting all accidents, and (work
related) diseases, both internally within the Company, but also to the enforcing
Authority (Local Environmental Health Department)

Furthermore, the Reporting of Injuries, Diseases and Dangerous Occurrences

Regulations
OSHA / WORKERS COMP require the Company to report any incidents, near misses,
specified dangerous occurrences, which do not result in injury, but which may well
have done so.

It is important that all accidents, however trivial, are thoroughly recorded and the
records maintained. In many instances claims are received for accidents/ incidents
long after they have been incurred (up to 3 years), and thorough records are
essential for accurate recording.

Reporting Procedure

In essence, there are differing levels of response and recording/reporting required,

dependent on the degree of seriousness of the accident or incident.
 Small, Non-serious Accidents
Recorded in the Club Accident File on Accident Report form
 Serious Accidents
 ‘Three-Day Accidents’
These are accidents, which cause the injured party to be away from work for
three (3)
days or more.
 Major injury / Death
 Notification of a Reportable Work-Related Disease
 Reportable Dangerous Occurrence, which does not result in injury
6.8 Electrical Safety

Introduction

Electrical Equipment can be potentially highly dangerous, particularly in a wet or damp

environment (showers, steam rooms, poolside etc.). It is imperative that all electrical
equipment (supplies, systems, appliances) are tested on a regular basis, and any
defects remedied immediately.

The Hazards

 Electrocution through coming into contact with live terminals or conductors

 Accidents arising from coming into contact with live terminals or conductors i.e.
falling from heights after touching overhead cables
 Shorting of conductors resulting in fire or explosion

Portable Electrical Equipment (PEE)

All Portable Electrical Equipment e.g. cooling fans, gym equipment, computers, hair
dryers, vacuum cleaners and kettles, are to be identified, assesses, inspected, tested
and ‘tagged by a competent electrician as frequently as necessary and adequate
records shall b maintained (PAT TESTING)
PAT TESTS should be carried out on an annual basis at minimum.

Club Manager Actions

 Ensure visual electrical checks are made on all portable and fixed electrical
equipment at least weekly and recorded
 Ensure Testing records are kept up to date and on file in the Club
 Ensure the Club has a preventative maintenance contract with a reputable
Electrical company
6.9 Maintenance Of Equipment

Introduction

All equipment shall be maintained strictly in accordance with the

Manufacturer’s / Supplier’s instructions.

In addition to regular maintenance, it is essential to conduct daily

visual checks of all equipment and to record such checks.

Any defective equipment, or which appears to be defective, shall be

taken out of commission immediately and appropriate measures taken to
prevent Club users from accessing the equipment, including “Do not Use”
signs, tapes preventing access, etc.

Any defective equipment shall be repaired and re-

commissioned/replaced as soon as practicable.

Contact the Company contracted to deal with maintenance issues.

6.10 UV Tanning Equipment

Introduction

Energy that is transmitted, emitted or absorbed as particles or in wave

form is called radiation. Essentially there are two forms of radiation,
ionizing and non-ionizing.

Ultraviolet is a form of non-ionizing radiation. Ultraviolet radiation

comes from the sun, but is also generated from equipment such as Sun
Beds.

How to operate a successful tanning business

Our goal is no different than it is with any service we provide at World Gym.
We want to exceed the expectations of our members and have them not
only wanting to come back, but to share their pleasant experience with
their family and friends.

When the members have been greeted promptly and warmly, they check
in at the reception desk if they are interested in tanning. Ask them if they
are familiar with our World Gym tanning equipment. Let them know we are
offering them a pleasant enhancing experience. If they do not know
about our tanning, make sure all the benefits of our system are explained to
them.
 Benefits
Quick, sanitary, excellent results

Every tanning member must sign a history and consent form, even if it is a
complimentary visit.

Properly sanitized eye protection must be available for all tanning

members. This is a perfect time to point out that most people wish to use
their own goggles and you should offer them as a retail item. The sanitizing
solution will be tested daily, and the measurement will be recorded on the
daily tanning log.

The operator must examine the member’s skin type and determine which
category they fall into. Notice if they have a base tan and ask them the
following questions:

1. Have you been tanning and for how long?

2. Have you tanned in the last 24 hours?
3. Are you on any medication?
4. (Female guests) Are you pregnant?

If the member is on medication or pregnant, request that they consult their

physician before tanning.

No one may tan more than once every 24 hours. Only one person is
allowed in our World Gym tanning equipment at a time.

Every member should be educated on the proper steps to follow to

achieve their maximum tan. Remember, all of us tan at a different rate
and there is a maximum level that each of us will reach. Tanning is a
gradual process so make sure that the member does not have an
unrealistic expectation.

We can summarize it in the following manner:

• Give a warm and prompt greeting

• Have the member register at the desk
• Have a tanning consultation with them to determine skin type and
exposure time
• Escort them to the tanning equipment and explain its operation
• Offer them a complimentary tanning visit
• Have them sign the History and Consent form (even when they use
their complimentary visit)
• Make certain that the entire unit is clean and ready for the next
guest
• Thank them for their visit
 The Hazards

Over exposure can cause burns and skin thickening and eventually skin
cancer.

Control Measures

 Ensure full staff training is completed prior to offering tanning as an

amenity

 Ensure all members have access to protective eyewear. (Goggles

must be offered for use complimentary as well as for sale)

 Follow the manufacturer's Operation Manual for cleaning and

maintenance

There may be different tanning regulations at your state and local level.
Different countries also may have different tanning regulations. An
Operations manual can be created for your specific tanning regulations
and requirements.

6.11 Saunas

 Check saunas/steam rooms every hour to ensure member safety.

Make sure member has not fallen asleep or received any serious
burns.
 Log hourly check on either a paper document or electronically.
These logs need to be retained for statute of limitations plus one
year.
7.0 Terms & Conditions

Section Contents
Introduction
7.1 Hours of Operation
7.2 Applications
7.3 Members of the Club
7.4 Members’ Restrictions
7.5 Members’ Children
7.6 Membership Cards
7.7 Guests
7.8 Reservations
7.9 Subscriptions
7.10 Methods of Payment
7.11 Default of Payments Due
7.12 Changing between Categories of Membership
7.13 Freezing
7.14 Termination

Introduction
The terms and conditions of the Club are as follows. They may be
changed from time to time at the discretion of Club Management,
without notice. However, any changes will be communicated as soon as
is possible.

The Club shall be governed by the terms and conditions in force, which
shall be binding on all Members and their Guests.

7.1 Hours of Operation

Operating times may vary due to seasonal considerations, but

Members will always be notified in advance.

“Off Peak” times may be introduced. Members will receive prior

notification.

7.2 Agreements / Contracts

An agreement for Membership must be made to the Club on the

appropriate form provided by the Club, which shall be signed by the
applicant and shall contain an undertaking to be bound by the Terms and
Conditions of the Club, if accepted for membership. The application form
for membership, with the appropriate Standing Order/Credit Card
mandate, shall be submitted, together with a remittance for the
appropriate Membership Fee and any other document(s) the
Management may require, by the applicant to the Club for consideration
by the Management. The Management shall have absolute discretion in
deciding whether to accept any application.

7.3 Members of the Club

The Club shall consist of Fitness Members. All such Members shall be referred
to as Members.

Restricted activity memberships may be issued by the Club, on terms to

be determined by the Management, if after twelve months of opening
there are areas of the Club which in their opinion are underutilized.

The maximum number of Members of the Club, at any time, shall be

determined by the Management.

7.4 Members’ Restrictions

Areas of the Club are primarily for use by adults and as such children
are not permitted entry into some facilities.

Restricted activity Members will have access to those areas as determined

by the Club. Abuse of a restricted activity membership will result in its’
withdrawal.

7.5 Members’ Children

Members’ Children under the age of 18 years will be required to

hold a membership prior to entering the Club.

Children under the age of 16 must always be accompanied by an adult

when visiting the Club. This may vary from gym to gym and pending on
the market. Ownership reserves the right to adjust the minimum age for
membership.

All Children admitted to the Club will have restricted access to

areas as determined by the Management.

7.6 Membership Cards

All Members will be issued with a membership card, which must be

presented on each visit to the Club.

Admission to the Club may be refused if a valid membership

card is not presented at the front desk at the time of entry to the
Club.

All membership cards are non-transferable. In the case of transferred Life

Membership, new cards will be issued.

Membership cards are also debit cards at some gyms for all purchases
and services within the Club, provided that a deposit is placed on a
members account. Any services or products purchased can then be
charged against account if funds are available. For any charges incurred
during a calendar month, a statement will
be issued for the Members records. Any purchase made will require the
Members signature.

If a membership card is lost or stolen, the Member must notify club

management immediately and a new card will be issued. All
replacement cards will be charged to the Members account at the
appropriate cost of replacement.

In the event of a lost or stolen card, the Club accepts no responsibility

for the charges incurred, until the Club Office is notified of the loss.

7.7 Guests.

Guests and their conduct in the Club are the responsibility of the
introducing Member. Members have a duty to ensure that their Guests
are aware of Club Rules, copies of which are available from Reception.
Attention should be given to matters of safety such as rules regarding
the Pool and Gymnasium etc.

Members may bring up to four Guests with them to the Club at any one
time. Al
Members must complete a Guest Registration Card and pay the
appropriate
Guest Fee on behalf of their Guests prior to the Guest(s) entering the Club.

Guest charges are set from time to time by the Club Management.

Guests are permitted to use the Club for a full day or per the term of
the guest pass during such times as the introducing Member is in the
Club and, authorized to use the Club.

Guests can use all the facilities of the Club as if they were a Member
Certain exception apply to the Gymnasium and Aerobic Studios with
respect to Client Screening, Assessments and Personal Programs.
No individual may visit the Club more than six times per year.

7.8 Reservations

Unless otherwise stated in published notices, all reserved activities and

services may be booked for up to 48 hours in advance or pursuant to the
gyms policies.

Members may sign up for courses as soon as details are published. Courses
will
be charged for at the time of booking. Charges cannot be refunded in
part or in whole in the event of cancellation by the Member. In the event
of the Club canceling a course, a full refund will be made if made within
the allowable and stated cancellation time.

When a Member fails to take up a booked activity, or fails to give the

required notice, a penalty fee will be charged, in addition to the full fee
for the booking concerned. Those arriving late for bookings will be
granted a period of 10 minutes grace. After this period the facility will
become available for use by another Member.

7.9 Rates/Fees.

Rates are set by the Management from time to time. Current rates are
obtainable from the Front Desk upon request.

Rates/Fees shall be payable monthly or annually in advance by

standing order cash or check. If during a membership year, the
subscription rate increases, the Club reserves the right to surcharge pro
rata.

New Members shall not participate in any of the advantages or

privileges o membership until their Subscription Fees have been paid (or
the first installment has been paid) and they are in possession of their
membership card.

7.10 Methods of Payment

Unless otherwise expressly agreed in writing, all Membership Fees must be

paid by check, checking account (ACH) or cash or authorized credit card.

Monthly Subscription Fees will be collected by standing order or mail

order credit card.

All Club purchases or services may be charged to the membership

charge card, as in or may be paid for in cash or authorized credit card.
This will vary for each gym pending the software system.

Any and all joining fees and first month’s payment must be paid for in
cash, by check or authorized credit card at time of joining.

7.11 Default of Payments Due.

In the event that a Member fails to pay the balance of the Membership
Fee, the Club reserves the right to (I) cancel the membership, (ii) restrict
the Members right to use the Club.

If a Member fails to pay any Subscription Fee or other monies due to

the Club within 3 days of the due date, or if the direct debit mandate
is cancelled, he shall no longer be a Member of the Club, his
membership will be cancelled. The gym reserves the right to send any
delinquent balances to the appropriate collection agency.

7.12 Changing between Categories of Membership.

Restricted Activity Members may upgrade their Membership to any

available category. Upgrade fees are available from Reception on
request.

7.13 Freezing of Membership

Memberships can be ‘frozen’. The Membership freeze period is done on a

monthly basis and must be approved by the gym management.

Minimum freeze period is one month. Freezing cannot be fragmented

into lesser periods of time.

Members must request to freeze in writing. Forms are available from

Reception.

Charges may be levied for ‘freezing’ a membership and will be

determined by management. Any change will be communicated in
writing, prior to its’ introduction.

Freezing cannot be retro-activated under any circumstances.

7.14 Termination of Membership

Members wishing to terminate their membership must do so in writing at the

end

Memberships can be cancelled at any time providing the member of

record sends written notification to gym management. The Membership
Agreement will dictate the terms of cancellation of the membership term.

Management may consider early termination in exceptional circumstances.

Case will be considered on an individual basis and by no means set a
precedent for similar claims.

Management may terminate a membership if any Guidelines or

Terms & Condition are breached.