POWER

The official magazine of IAAPA 

FEBRUARY 2016 $10.00 US 

ALLNEW 

DESIGN! 

POWER 

FROM THE 

PEOPLE 

THE HR ISSUE 

• Culture 

• Hiring 

• Recognition 

• Recruitment 

• Retention 

• Training 

… and More!

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Cover Story | 44 

POWER 

FROM THE 

PEOPLE 

Funworld asks experts from 

around the world for their insights 

on the present and future of 

human resources. 

INSIDE | FEBRUARY 2016 

ON THE COVER: IAAPA members submitted photos of 

their employees for inclusion in this month’s montage. 

FEATURES 

54 Hospitality in the UAE 

Ways great employees deliver great 

customer service. 

60 Tea Time 

How Merlin’s Tea Colaianni handles diversity, 

mass hiring, and creating a leadership team. 

64 Focus Factor 

What best practices can we learn from how 

lifeguards are trained?

INSIDE | FEBRUARY 2016 

Animatronic whale shark 

from Science Centre 

Singapore’s “Monsters of 

the Sea” exhibit. p. 14 

35 IAAPA NEWS 

Expos & Events … 36 

Safety & 

Advocacy … 37 

Training & 

Professional 

Development … 38 

Tools & 

Resources … 39 

IAAPA Calendar 

of Events … 40 

New Member 

Spotlight … 42 

DEPARTMENTS 

Launch 

o— PROFILE: 

Jordan’s Furniture: 

Retail mixes with attractions 

in one location … 11 

o— Regional Updates … 14 

o— Movers & Shakers … 22 

o— What’s New … 24 

o— IN DEPTH: 

Efteling Expands … 28 

o— GREEN TECH: 

Tivoli’s Reusable Cup 

Program … 29 

o— PROFILE: 

Splashworld Provence 

Waterpark … 30 

o— FIRST LOOK: 

Mattel Play! Liverpool … 31 

o— RECRUITMENT: 

C-Suite Seekers … 32 

SCIENCE CENTRE SINGAPORE 

8 Editor’s Note 

76 SPECIAL REPORT: 

Training 

BUSINESS RESOURCES 

78 Ad Index 

80 Tim’s Turn 

FEBRUARY 2016 

VOLUME XXXII • ISSUE 2 

Funworld is a 

member benefit of the 

International Association 

of Amusement Parks and 

Attractions. 

70 Interviewing 

Trends 

When it comes 

to filling seasonal 

positions, attractions 

take novel approaches 

to hiring. 

72 The Problem 

with 

Presenteeism 

Attractions can benefit 

when employees don’t 

show up for work. 

74 A Solid 

Game Plan 

Seven ways to 

improve arcade room 

performance. 

4 Funworld | FEBRUARY 2016 | www.IAAPA.org/Funworld

GONG XI FA CAI OR: HAPPY NEW LUNAR YEAR 

Photography: Sean Ambrose 

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Rope Drop 

The Force Is 

Strong with This One 

“Star Wars: The Force Awakens” smashed 

box-office records this winter, and there 

will be much more from the galaxy far, far 

away in our future. Several more movies are 

slated for the coming years, and two Star 

Wars-themed lands are in development 

at Disneyland in California and 

Disney’s Hollywood Studios in 

Florida. This Yoda wax figure 

hails from Madame 

Tussauds’ interactive 

Star Wars exhibit, 

which opened 

in London in 

2015. 

MERLIN ENTERTAINMENTS 

Funworld Magazine Staff 

News Editor 

Keith Miller 

kmiller@IAAPA.org 

Contributing Editors 

Mike Bederka 

michaelbederka@ 

gmail.com 

Juliana Gilling 

julianagilling@ 

gmail.com 

Editor-in-Chief 

Jeremy Schoolfield 

jschoolfield@IAAPA.org 

Associate Editor 

Prasana William 

pwilliam@IAAPA.org 

IAAPA Senior Vice President, 

Marketing and Communications 

David Mandt 

dmandt@IAAPA.org 

Production Manager 

Michelle Wandres 

mwandres@ 

publishingsolutions.us 

Advertising Sales 

and Sponsorship 

Executive 

Brian Skepton 

+1 703/299-5749 

bskepton@IAAPA.org 

www.IAAPA.org/Funworld 

IAAPA Staff 

IAAPA Chairman of the Board 

John McReynolds 

IAAPA President and CEO 

Paul Noland 

IAAPA Executive Vice 

President 

Susan Mosedale 

IAAPA Vice President, 

Asia-Pacific Operations 

June Ko 

IAAPA Senior Vice 

President, 

EMEA Operations 

Karen Staley 


Latin American Operations 

Paulina Reyes 


North American Operations 

Richard M. Jackson 

www.IAAPA.org 

Funworld (ISSN 08923752; mailed in 

Canada under IPM #0902179) is published 

monthly, except in December, by the International 

Association of Amusement 

Parks and Attractions, 1448 Duke Street, 

Alexandria, Va. 22314-3464; phone +1 

703/836-4800. Periodicals postage paid at 

Alexandria, Va., and additional offices. The 

purpose, function, and nonprofit status of 

this organization have not changed during 

the preceding 12 months. Postmaster: Send 

address changes to Funworld, 1448 Duke 

Street, Alexandria, Va. 22314-3464. Subscriptions 

are available to IAAPA members 

for US$82.50 and US$110 for nonmembers. 

Single issues are $10. ©2016International 

Association of Amusement Parks and 

Attractions. No material or part 

thereof may be reproduced or 

printed without the written consent 

of IAAPA. Ride-along may be 

enclosed. 

The International 

Association of 

Amusement Parks 

and Atttactions 

DISCLAIMER. IAAPA makes no representations 

or warranties about the accuracy 

or suitability of any information or materials 

in this publication; all such content 

is provided on an “as is” basis. IAAPA 

hereby disclaims all warranties regarding 

the contents of this publication, including 

without limitation all warranties of 

title, non-infringement, merchantability, 

and fitness for a particular purpose. IAAPA 

does not guarantee, warrant, or endorse 

the information, products, or services of 

any corporation, organization, or person. 

IAAPA shall not be liable for any loss, damage, 

injury, claim, or otherwise, whether 

an action in contract or tort and further 

shall not be liable for any lost profits, or 

direct, indirect, special, punitive, 

or consequential damages of any 

kind (including without limitation 

attorneys’ fees and expenses). 

1448 Duke Street 

Alexandria, VA USA 

22314-3464 

+1 703/836-4800 


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Editor’s Note 

by Jeremy Schoolfield 

The New and 

Improved Funworld 

SO … THINGS LOOK A LITTLE DIFFERENT AROUND HERE, 

HUH? 

This month’s issue marks a new era for Funworld. 

We’ve been through a few different iterations over our 

30-year history, but this is the first major overhaul for 

IAAPA’s official magazine in some time. We spent the better 

part of 2015 working on this concept, and we’re so excited 

you’re now holding this all-new Funworld in your hands. 

Much like the attractions industry seeks the perfect balance 

between innovation and tried-and-true principles, we followed suit 

in re-imagining what Funworld can be. We didn’t want to “fix” what 

wasn’t broken (according to our most recent readers survey); we’re 

still providing high-quality content that will inform you about our 

industry and help you improve your businesses. Our goal was to 

deliver that content in a more reader-friendly experience that makes it easier for 

you to find what you want in each issue and absorb that information quickly. 

Our overall goal was to provide a crisp, clean look that makes the words jump 

off the page. We are going to take better advantage of the amazing visuals this 

industry provides by emphasizing photos and graphics more to tell our stories. 

And we will provide a greater variety of content in different formats throughout 

each issue so you will be able to take something away whether you flip through 

our pages between meetings or read Funworld cover to cover on your next flight. 

You’ll see this approach most readily in our new Launch section (turn the page). 

This part of the magazine gives you a monthly whirlwind trip around the industry, 

highlighting all sorts of new ideas, projects, and people. In this debut issue, you’ll 

find a little bit of everything: sea monsters at Science Centre Singapore, a new bowling 

center operating system, a look at Efteling’s expansion plans in the Netherlands, 

and a furniture store that uses ropes courses and 4-D cinemas to hook customers. 

We’ve also cast a fresh eye upon our IAAPA-related content. The new and 

improved IAAPA News section is better organized so you can more readily learn 

about benefits available to you as a member of the association. This month, be 

sure to check out new telemedicine and food purchasing programs rolling out in 

2016. 

Funworld is an award-winning magazine, recognized many times over for our 

in-depth articles on trends and personalities within the attractions industry. This 

will not change. We will continue to highlight the best and brightest throughout 

the business from around the world, including this month’s profile of Merlin’s HR 

guru Tea Colaianni. Our new Business Resources stories are more of the nittygritty, 

nuts-and-bolts variety with advice from experts on a wide range of topics, 

like the seven tips for game room design we offer in this issue. 

And, finally, what would Funworld be without our resident back-page columnist, 

Mr. Tim O’Brien? Tim’s Turn returns in this new format with his unique 

take on the attractions industry and the world at large. 

So that’s just a bit about our new digs. I hope you like what you see. Please 

drop me a line at jschoolfield@IAAPA.org with any thoughts on Funworld. We’ve 

put a tremendous amount of thought and work into this, so we want it to be as 

good as it can possibly be for you. Thanks for reading. 

Funworld Editor-in-Chief 

Jeremy Schoolfield searched 

far and wide for inspiration on 

the magazine’s new design. 

“We didn’t want to 

‘fix’ what wasn’t 

broken. Our goal 

was to deliver 

content in a more 

reader-friendly 

experience.” 

Jeremy Schoolfield 

is Editor-in-Chief of Funworld. 

Contact him at 

jschoolfield@IAAPA.org. 


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Launch 

Jordan’s Furniture uses 

attractions, like this newly 

installed ropes course from 

Ropes Courses Inc., to draw 

potential customers to stores. 

ROPES COURSES INC. 

PROFILE 

Strange 

Bedfellows 

Jordan’s Furniture stores use 

ropes courses, 4-D cinemas, and 

more to draw customers 

by Keith Miller 

IF YOU HEARD that a business had attractions like a full-motion 4-D 

cinema, two ropes courses, a laser-light theater experience, an ice 

skating park, and an Imax theater, all spread among several different 

locations, you might assume it was a chain of amusement parks or family 

entertainment centers. But … a furniture store? 

Jordan’s Furniture, with six retail locations in Massachusetts, Connecticut, 

Rhode Island, and New Hampshire, carefully selects and 

installs certain attractions to draw the public to its stores. The latest is a 

5,800-square-foot Sky Trail ropes course from Ropes Courses Inc. at its 

retail outlet in New Haven, Connecticut. Jordan’s named the course “It 

Adventure Ropes Course” and opened it on Dec. 11, 2015. 

Elliot Tatelman, owner of Jordan’s Furniture, tells Funworld how 

all this came about. “I’ve been going to IAAPA Attractions Expo for 

c 

www.IAAPA.org/Funworld | FEBRUARY 2016 

| Funworld 

11

LAUNCH 

Profile 

JORDAN’S FURNITURE 

Some locations have fully 

themed areas, like this 

candy shop designed 

after Boston architecture. 

Jordan’s 

Furniture owner 

Eliot Tatelman 

stands in ‘“The 

Enchanated 

Village” holiday 

attraction 

in his Avon, 

Massachusetts, 

store. 

Contact News Editor 

Keith Miller at 

kmiller@IAAPA.org. 

almost 20 years, and I originally came 

and only come for the amusements. I don’t look at it like all of my 

up with the idea to have the largest 

Ferris wheel in the world coming out of 

our building, because I thought everyone 

would see it,” he recalls. “The deal 

fell through. However, when I went to 

[IAAPA Attractions Expo] in Atlanta, I 

found a movie ride and loved it. I wanted 

to put it into my existing store. But my 

show badge said ‘furniture store,’ so no 

one would talk to me!” 

income is from the amusement industry, because it’s not—we’re 

in the furniture business. So I look at it in a different way.” 

What strategy does Tatelman follow when evaluating potential 

new attractions for Jordan’s Furniture? “I don’t know.” he 

says, laughing. “We can just tell right away if it’s right—it’s a gut 

feeling. For instance, we were concerned at first about the ropes 

course, that it might be too amusement-parky. But our first ropes 

course was a big hit. It’s not like a roller coaster where you just 

take a ride. This is something where families are deciding, ‘Do 

we take this rope or this other one to get where we want to go?’” 

Once suppliers 

He says the new “It Adventure Ropes 

realized Tatelman was 

“My business went 

Course” at his New Haven retail location 

serious, he landed a way up, and I realized came about because of the building’s 65-foothigh 

back room. Ropes Courses Inc. sug- 

deal for the 4-D cinema 

ride, which he day of the week.” 

gested a four-level ropes course standing 

fun can be for sale any 

named “MOM”—the 

“Motion Odyssey 

—Eliot Tatelman, Jordan’s Furniture more than five stories tall with obstacles 

like cargo nets, zigzag beams, ropes bridges 

Movie” ride. It was Jordan’s first attraction, 

and it delivered just what Tatelman 

was looking for. “We put it in and themed 

it and put in a laser show, and it was a 

huge hit,” he says. “But to get to it, you 

had to walk through half the store. My 

business went way up, and I realized fun 

can be for sale any day of the week. We 

took [the attractions] to an entirely new 

level and built a town out of jelly beans 

called Beantown, a trapeze show, a water 

show, an Imax theater, and other things.” 

Tatelman is quick to note he’s in the 

furniture business, not the amusement 

business, so the attractions must serve his 

number-one priority: selling furniture. 

“I don’t want an amusement park in my 

stores,” he stresses, “because I don’t want 

people to spend an entire day in the store 

at varying levels of difficulty, and two Quick Jump freefall 

devices. There are also four Sky Trail rigid zip-tracks extending 

more than 180 feet in length—double any other Sky Trail in 

operation anywhere. In fact, Ropes Courses Inc. says the course 

will be the largest indoor Sky Trail in the world. 

Tatelman wanted to add to the course’s appeal: “I had this 

idea to put in a zipline over a water show and one of the ziplines 

would go through the water as it shoots up. No ropes course 

that’s been built looks like this. The colors are constantly 

changing and it’s programmable—we make a show out of it, and 

we have restaurants underneath it. People are going to be blown 

away when they see this, and we think we’ll bring a million and 

a half people [yearly] through it.” 

As for how visitors to his furniture stores react to the 

attractions, Tatleman says, “Some think it’s stupid and say 

there are too many people in the store, so it’s not for them. We 

can’t be everything to everybody. But for most people, 

it’s unique and it’s fun.” 

www.jordans.com, www.ropescoursesinc.com 

12 

Funworld | FEBRUARY 2016 | www.IAAPA.org/Funworld

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LAUNCH 

Asia-Pacific 

by Michael Switow 

Western Australia 

Welcomes Water Slide 

Imagine you’re at sea and your vessel has been shredded by a 

gigantic sea creature: the legendary Kraken. You’ve managed to 

climb onto a life-saving tube along with three of your friends, but 

are immediately sucked into a vortex created by the beast as it 

ADVENTURE WORLD 

sinks from sight. That’s the theming 

of a new A$7 million waterslide 

at Adventure World in Perth, 

Australia. Park officials say the 

customized ProSlide Tornado 

60 still caters to families, 

however, despite its size; 

the height limit is just 70 

centimeters. The new 

slide is part of an initiative 

to transform Adventure World from a “local ‘fun’ park 

into a full-fledged theme park with world-class rides,” 

the park says. 

ADVENTURE WORLD 

http://adventureworld.net.au 

SCIENCE CENTRE SINGAPORE 

Sea Monsters Take on Science 

Centre Singapore 

“Massive. Mighty. Mysterious.” This is how Science Centre 

Singapore is describing the Pliosaurus and 15 other creatures 

in “Monsters of the Sea,” billed as the largest animatronics 

showcase of prehistoric sea monsters in Asia-Pacific. The lifesize 

replicas mimic the real-life movements and behavior of 

these marine animals. The Jurassic-age Pliosaurus, which lived 

in present-day Europe, grew to be 13 meters and was built 

for speed in the sea; it was also known to eat its long-necked 

cousin, the Plesiosaur. The four-month exhibit costs S$16-25 

per entry and was produced by MediaCorp VizPro International, 

Dezign Format Singapore, and Aurea Exhibitions. 

CHIMELONG (TBC) 

New Chimelong Resort to 

Feature Rare Animals and 

Plants 

Chimelong broke ground on a new resort, about an hour 

north of Guangzhou, which will feature rare animals and 

plants. The project, projected to cost 30 billion yuan, will 

include hotel and cultural attractions and is expected to 

attract 10 million visitors a year. It will also be a breeding 

facility and house a gene database of plants and animals. 

Qingyuan will be the site of Chimelong’s third major resort, 

following attractions in Guangzhou and Zhuhai. 

Chimelong Chairman Su 

Zhigang joins government 

officials at a groundbreaking 

ceremony in Qingyuan, China. 

http://int.chimelong.com 

www.science.edu.sg 


LAUNCH EMEA by Juliana Gilling 

The Royal Mint’s new 

definitive Britannia £2 

coin and Jody Clark’s 

portrait of the Queen. 

© THE ROYAL MINT 

United Kingdom Mints New Visitor Center 

The Royal Mint, which makes coins and medals for 60 countries 

worldwide, is teaming up with Continuum Attractions to open a 

new visitor center in May 2016. The £7.7 million attraction, located 

in Llantrisant, United Kingdom, will offer people a behind-thescenes 

look at how pounds and pennies end up in their pockets. It 

will “showcase more than 1,000 years of coin-making history,” says 

Anne Jessop, the Royal Mint’s director of commemorative coin. 

Rendering 

of the Royal 

Mint Visitor 

Centre 

www.royalmint.com 

TWENTIETH CENTURY FOX DUBAI 

Twentieth Century Fox 

Headed to Dubai 

Developers have revealed plans for a new theme park in Dubai featuring 

attractions based on hit movies and TV shows including “Ice Age,” “Aliens,” and 

“The Simpsons.” 

Twentieth Century Fox Consumer Products is partnering with Al Ahli 

Holding Group (AAHG) to create Twentieth Century Fox World in Dubai. 

The “world-class, immersive entertainment destination” will offer themed 

lands, rides, attractions, retail, and dining inspired by Twentieth Century Fox 

properties, and the world’s first Twentieth Century Fox-themed resort hotel. 

Jeffrey Godsick, president of Twentieth Century Fox Consumer Products, 

said the Dubai park “builds on the foundation being laid by Twentieth Century 

Fox World Malaysia, currently under construction.” The licensing deal with 

AAHG allows for a roll out of up to three additional Fox-branded resorts in 

territories outside Dubai. 

Twentieth Century Fox World Dubai is due to launch in 2018. Rethink Leisure 

& Entertainment is providing design and production services. 

http://alahliholdinggroup.com 


LAUNCH 

Latin America by Jane Di Leo 

Dolphin Discovery 

Opens First European 

Location in Rome 

In October, Mexico’s Dolphin Discovery acquired its first location 

in Europe with the purchase of Zoomarine Rome, a 99-acre park 

that includes rides and educational exhibits featuring dolphins, 

sea lions, penguins, exotic birds, and birds of prey. With the 

addition of this new park, Dolphin Discovery now operates 19 

parks in eight countries (two continents) around the world. 

www.dolphindiscovery.com 

DOLPHIN DISCOVERY 

DOLPHIN DISCOVERY 

FANTASY PARK 

Peru FEC 

Reaches 

Record 

Number of 

Locations 

CONEY PARK 

Fantasy Park, one of Peru’s 

largest FECs, opened new 

locations in both October 

and November 2015, bringing 

its total number of 

centers to 67. In October, 

the company expanded 

to downtown Cusco, and 

in November it opened 

its second location in the 

city of Tacna. To keep the 

momentum going, there 

are plans to reach 70 

locales by 2016. 

www.fantasyparkperu.com 

Coney Park Expands from 

Peru to Chile 

This past September, Peru’s Coney Park opened its first 

location in Chile’s Andes region. A 225-square-meter 

space, the new FEC is located in a commercial center 

shared by Wal-Mart. With this opening, Coney Park 

begins the international expansion of its brand. 

www.coneyparkconexxion.com 


NORWEIGAN CRUISE LINES 

LAUNCH 

North America 

All Aboard for Mini-Golf … 

on a Cruise 

Norwegian Cruise 

Lines has opened 

what it’s terming 

“water mini-golf on 

a splash pad” on 

its largest ship, the 

Norwegian Epic. 

Called “SplashGolf” 

and combining golf 

and splash pads, the 

attraction takes players 

into an interactive 

water environment. 

Installed by Adventure 

Golf Services, “Splash- 

Golf” is a part of the 

Epic’s Aqua Park and 

features golf balls 

that float and deflect 

off water in different 

directions. Fountain nozzles called “Side Shooters” create low 

horizontal sprays across fairways and greens that impact the 

balls and change their direction. 


$750 Million Vacation 

Resort Coming to Orlando 

Margaritaville Holdings and Encore Capital Management will break ground by 

mid-2016 on Margarita Village Orlando, a $750 million vacation resort in western 

Osceola County, Florida. Opening in 2017, the resort will offer a 175-room Margaritaville-branded 

hotel, a 6-acre water park, 500 vacation homes, 30,000 square 

feet of event space, and 170,000 square feet of retail space. 

One of the highlights of the resort is sure to be the 3 acres of swimmable freshwater 

lagoons with a water depth of less than 4 feet, which will allow guests 

to safely engage in water activities like paddle boarding and snorkeling. 

There will also be a number of proprietary-branded restaurants, bars, 

and lounges, with optional meal packages available. Guests will have a 

variety of unique ways to get around the 300-acre resort, including a 

network of water slides connecting the swimming pools. There will also 

be a water-taxi system with docking locations throughout the property. 

The Margaritaville brand is inspired by the lyrics and lifestyle of singer, 

songwriter, and author Jimmy Buffet and is comprised of restaurants, hotels, 

resorts, and consumer products. 

www.margaritavillage.com 

Smoky Mountains Light Up for 

Winter Celebration 

Amid millions of twinkling lights, the “Smoky Mountain Winterfest” 

kicked off its 26th consecutive year of celebrating the holidays 

with dedicated attractions, shows, and shopping. Taking place 

in Sevierville, Tennessee, and running through Feb. 29, 2016, 

Winterfest’s signature attraction is a drive-through experience 

involving LED lights choreographed in synchronization with radio 

music. New additions this year include two 220-foot-long walls 

of lights that guests can drive through and a half-mile of displays 

featuring childhood tales such as “Little Red Riding Hood,” “The 

Princess and the Frog,” and “Jack Be Nimble.” During Winterfest, 

3-D glasses that shift each of the festivals millions of lights to look 

like snowflakes will be sold for $1. 

SCHWARTZ MEDIA STRATEGIES SEVIERVILLE CHAMBER OF COMMERCE 

www.adventureandfun.com,www.ncl.com 

www.visitsevierville.com/winterfest.aspx 


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LAUNCH 

Movers & Shakers by Keith Miller 

Kevin 

Kirby 

PICSOLVE 

ALTERFACE AND PURE IMAGINATION 

FORM PARTNERSHIP 

Alterface Projects and Pure Imagination Studios are joining in a 

new partnership to develop sophisticated, real-time experiences 

for location-based entertainment. The two firms noted that 

interactive systems and media content have become a 

successful combination for delivering memorable experiences to 

amusement parks, and they will combine their efforts to create 

the next generation of ride concepts. The two have previously 

worked together on attractions like Six Flags’ new interactive 

dark ride, “Justice League: Battle for Metropolis.” 

www.alterface-projects.com, www.pistudios.com 

Picsolve Announces 

North American 

Executive Changes 

As a part of its United States expansion, Picsolve 

announced the promotion of Don Potts to the position 

of president of North America. Kevin Kirby has joined 

the company as vice president business development of 

North America. Potts has been with Picsolve since late 

2013 in the role of COO, and has led the company to 

several important new contracts over the past 18 months. 

Kirby brings more than 20 years of experience growing 

entertainment-centered hospitality brands and has served 

in leadership roles with global theme park companies. 

CHARLIE 

ARANT 

Charlie Arant, who served more 

than 20 years as the president and 

CEO of the Tennessee Aquarium 

in Chattanooga, has announced his 

retirement. Among the nonprofit 

aquarium’s accomplishments under 

his authority are the establishment of the 

Tennessee Aquarium Conservation Institute, 

the opening of an Imax 3-D theater, the launching of regional 

outreach programs by the education department, the opening 

of the “Ocean Journey” attraction, and the launch of the River 

Gorge Explorer river-tour watercraft. This year, the aquarium 

announced a permanent facility for the Aquarium Conservation 

Institute. A national search is underway for Arant’s successor. 

JACK ROUSE ASSOCIATES 

www.picsolve.biz 

www.tnaqua.org 

KEITH 

JAMES 

The Themed 

Entertainment 

Association (TEA) 

announced that 

Keith James, owner 

of Jack Rouse Associates 

(JRA), will receive its 2016 Buzz Price 

Award for a Lifetime of Distinguished 

Achievements at the 2016 Thea 

Awards Gala at the Disneyland Hotel in 

Anaheim, California, on Saturday, April 

2, 2016. Throughout his 44-year career, 

James has shown a personal interest in 

the growth and direction of the attractions 

industry, according to TEA. He 

has managed JRA’s design and production 

work for clients including The 

Lego Group, Warner Bros., and more. 

www.jackrouse.com 

WARNER BROS. STUDIO TOUR 

SARAH 

ROOTS 

Sarah Roots has 

been promoted 

to senior vice 

president Warner 

Bros. Worldwide 

Tours. Since joining the 

company in 2010, she has served as 

vice president, Warner Bros. Studio 

Tour London—The Making of Harry 

Potter, where she guided the project 

from conception through its March 

31, 2012 opening. Roots started her 

career with the Tussauds Group, 

and subsequent positions included 

director communications, marketing 

and visitor experience on the board of 

the National Maritime Museum, Royal 

Observatory, and The Queen’s House. 

www.wbstudiotour.co.uk 

TENNESSEE AQUARIUM 

JOSHUA 

LIEBMAN 

Amusement 

Advantage 

appointed 

Joshua Liebman 

director of business 

development. He will 

execute the launch of new programs 

as part of the company’s guest 

experience solutions. These expanded 

offerings relate to the company’s 

mystery shopping services. Liebman 

has more than 10 years’ experience in 

the attractions industry as part of a 

leadership team that opened multiple 

parks, including Legoland Florida. He 

has extensive experience with quality 

assurance-based consulting for luxury 

hotels and resorts. 

www.amusementadvantage.com 

AMUSEMENT ADVANTAGE 

22 


LAUNCH 

What’s New 

Brunswick Collaborates with Operators on 

New Bowling Center Management System 

OVER THE PAST FEW YEARS, bowling 


centers have experienced an acute 

decline in the number of customers 

participating in competitive leagues and 

an accompanying shift toward guests 

playing simply for recreation. Brunswick, 

an international bowling equipment 

supplier and operator based in the 

United States, saw this sea change as an 

opportunity to develop a new bowling 

center management system: Sync. 

“More and more casual bowlers are 

filling the lanes that leagues used to 

dominate,” says Brandon Meigs, director 

of product management for Brunswick, 

a worldwide supplier of bowling center 

products and equipment based in 

Illinois. “Proprietors told us they’ve been 

challenged to properly target these 

casual bowlers and compete against 

other forms of recreation 

“Sync was developed and entertainment. Sync 

with one goal in mind: was developed with one 

to help centers increase goal in mind: to help centers 

sales and profits by increase sales and profits by 

addressing their most addressing their most pressing 

pressing challenges.” challenges—driving traffic, 

—Brandon Meigs, Brunswick 

increasing average sales, and 

encouraging repeat visits.” 

Brunswick says Sync’s 

innovations include seamless integration 

of functions, added data security, 

an improved at-a-glance lane-status 

dashboard, and a secure point of sale 

that’s easier and faster to operate. To 

accomplish its goals for the new system, 

Brunswick knew it couldn’t just develop 

the product in a vacuum—it needed to 

intimately involve proprietors as well as 

their customers. In addition to studying 

competitive bowling and other pointof-sale 

systems and consulting with 

top software developers, the company 

interviewed and closely observed proprietors, 

managers, mechanics, and bowlers 

around the world. It set up an advisory 

council of proprietors to provide insight 

and input into the development of Sync. 

At first, there was some reticence on 

BRUNSWICK 

the part of operators like Jim Doty, general manager of Royal 

Pin Leisure Centers, which operates 270 lanes in Indianapolis, 

Indiana. He says he didn’t see how new graphics in a scoring 

system would really impact his bottom line. But once he saw 

Sync’s marketing features and management tools, he says he 

realized it could increase his sales and profitability. 

Eventually, more than 120 centers were involved in the 

development of Sync. Brunswick says though it partnered with 

proprietors and customers both in person and remotely, it 

emphasized on-site collaboration. “This approach allowed for 

in-depth discussions and generation of insights in areas of the 


system that aren’t conducive to web meetings,” Meigs explains. 

“This agile software development strategy allowed Brunswick 

to make quick and decisive refinements of the Sync software 

based on user feedback.” 

Sync was installed in 20 centers more than a year before 

it was widely available, so Brunswick could refine the system 

prior to its formal launch. Meigs says studying it in real-world 

situations helped to refine it. In the end, Brunswick invested 

more than $2 million in market research, including gathering 

data from 100 retail centers and investing more than 500 hours 

observing customer behavior in bowling centers around the 

world. Royal Pin’s four Indianapolis entertainment centers will 

soon all have Sync up and running, and Doty says he’s pleased 

the system was designed for proprietors by proprietors. 

“We credit much of the success we’ve seen to proprietor 

collaboration and the agile development strategy that helped 

us prioritize proprietor needs and incorporate their feedback 

into Sync’s final design,” Meigs says. 

www.brunswickbowling.com 

BRUNSWICK BOWLIN 

Display of 

Sync’s food 

and beverage 

ordering 

tablet 

BRUNSWICK 

BRUNSWICK 

Sync’s Bowler 

Experience 

Scoring Tablet 

www.IAAPA.org/Funworld | FEBRUARY 2016 | Funworld 25

LAUNCH 

What’s New 


Seamless Cloud-Based 

Integration from Gateway’s 

Galaxy Connect 

Gateway Ticketing Systems Inc. introduced its latest innovation to the ticketing 

and access control industry, Galaxy Connect, at IAAPA Attractions Expo 

2015. The cloud-based solution seamlessly integrates ticket supply and distribution 

to make selling more tickets easier for attractions around the world. It 

connects venues with any number of distributors using one integration, which 

allows for easier onboarding and the opening of more revenue streams. It also 

provides distributors with real-time access to capacity-managed events. 

www.gatewayticketing.com 

GATEWAY 

TICKETING 

SYSTEMS 

nWave Offers ‘Robinson Crusoe’ as 4-D Attraction Film 

nWave Pictures Distribution announced the premiere of its newest 4-D/3-D attraction film, 

“Robinson Crusoe 4D.” The film is based on nWave’s fifth feature-length 3-D animated 

film, which will launch worldwide in 2016. Distributed exclusively by nWave, the 13-minute 

experience is available in 3-D and 4-D to attractions around the world. The animated 

film features Robinson Crusoe, a young Englishman shipwrecked on a remote island. The 

production follows the accident-prone Crusoe as he tries to adapt to his life as a castaway 

where he befriends a variety of animals. 

www.nwave.com 

Embed Card Readers Now Feature Swipe and Tap Functions 

Embed introduced a new family of interactive debit card readers called smartTouch. Added 

to the already successful Insert version recently installed at all Dave & Buster’s locations are the 

smartTouch Tap and Swipe models. The Swipe model combines the latest RFID and NFC Tap 

technologies with the traditional mag-swipe functionality, allowing backward compatibility for 

operators looking to upgrade or introduce new ways for customers to pay. 

NWAVE 

Rave Sports’ Luma 

Tube Comes with LED 

Designed specifically for 

use by water parks, the 

new Luma Tube from Rave 

Sports—a 48-inch premium 

vinyl round tube with an 

internal LED element that 

rings the inner circle of the 

tube. The design offers five 

color-changing modes: 

constant red, constant blue, 

constant green, slow transition 

of all colors, and strobe/ 

pulse of all colors. Bright 

luminescent colors flash from 

the clear vinyl tube, creating 

excitement for new evening 

water park attractions, 

special events, night pool 

parties, etc. Typical illumination 

time is 10 to 11 hours of 

constant “on” mode, plus the 

tube features an auto on/ 

off photocell sensor to save 

battery life. 

www.ravesports.com 

www.embed.com.au 

RAVE SPORTS 

EMBED 

26 


LAUNCH 

In Depth 


EFTELING 

Efteling Village Bosrijk, lakeside houses, and 

sandcastle 

INSET: Layout showing the relation of Efteling’s 

new holiday village to other park properties 

Efteling: 

Expansion pushes park toward destination status 

EFTELING, THE LUSH THEME PARK located in Kaatsheuvel, 

the Netherlands, attracted 4.4 million guests in 2014, an 

increase of around a quarter of a million from 2013, placing it 

third in all of Europe behind just Disneyland Paris and Europa- 

Park. It has always been regarded as a regional day-visit park, 

but that might soon change. 

Over the next 18 months, the 185-acre park is investing 

about i30 million in the construction of a 

new 20-acre holiday village that will border 

the theme park. It’s part of a program of 

phased growth, with the goal of making the 

park an international destination with 5 

million visitors by 2020. 

Efteling says the site will feature facilities 

and holiday homes compatible with the 

area’s natural setting. “The various types of 

buildings are designed to complement their 

surroundings and include dune dwellings, tree houses, and 

accommodations on the water,” says Fons Jurgens, the park’s 

president and CEO. “The holiday park will maintain its natural 

appearance through the use of mostly natural materials.” 

The yet-unnamed holiday village will offer 1,000 accommodations, 

and push the number of beds at the park to 3,000 when 

combined with the Efteling Hotel and Efteling Village Bosrijk. 

“The holiday park 

will maintain its 

natural appearance 

through the use 

of mostly natural 

materials.” 

—Fons Jurgens, Efteling 

Jurgens stresses this growth will not come at a cost to the 

natural beauty of the area. “We already know the exceptional 

nature in and around the theme park is highly appreciated 

by both domestic and international guests,” he says. “Only 11 

percent of the theme park’s area has been built upon, and this 

policy will be maintained in new expansion plans.” 

One of the biggest moves in making Efteling an international 

destination park came in 2010 when 

it introduced a year-round schedule. The 

success of its cold-weather festival, “Winter 

Efteling,” and the additional overnight 

accommodations now allow it to operate 365 

days a year. 

“Efteling not only wishes to attract 

visitors from farther away, but also tempt 

them to stay longer,” Jurgens notes. “We will 

continue to invest in small-, medium-, and 

large-scale expansions of the world of Efteling. These will 

certainly include investments in [evening] entertainment, 

accommodations, and special events. Efteling will continue 

to differentiate itself from other parks through storytelling 

and exceptional design, both of the attractions and the 

landscape.” 

www.efteling.com 


y Jim Futrell 

Green Tech LAUNCH 

Tivoli’s Reusable 

Cups Benefit Park 

and Environment 

REFUSE MANAGEMENT is a constant challenge 

for facility operators. There is the expense of 

man hours devoted to collecting the refuse and 

keeping the grounds tidy, disposal fees, and the 

ever-increasing demands to maintain a green 

footprint. Copenhagen’s Tivoli Gardens has 

taken an innovative approach to 

address one of its major refuse 

issues: beverage cups used by 

the 173-year-old park’s more 

than 4 million annual visitors. 

In 1995, inspired by Denmark’s 

long tradition of recycling 

cans and bottles, Tivoli started 

using reusable plastic cups for 

cold beverages sold during its 

Friday night concerts. By 2005, 

the program was expanded to all 

takeout food locations for both hot 

and cold beverages. Guests pay 

a 5 DKK deposit when purchasing 

a beverage and the deposit is 

returned when the cup is turned in 

at one of the 18 machines located 

throughout the park. A bar code at 

the bottom of each cup verifies that 

it was sold by Tivoli. The machines are 

emptied regularly and the cups are cleaned at 

Tivoli’s washing facility across the street from 

the park. 

According to Tivoli, cups are used an average 

of six times before being discarded, although that 

dropped in 2014 when two new designs were 

introduced, including one commemorating the 

“Rutschbanen” roller coaster’s 100th anniversary. 

While traditionally about 15 to 20 percent of cups 

were retained by guests for souvenirs, the number 

jumped to 27 percent that year. 

The benefits of the cups are numerous. 

Labor costs for grounds cleanup are reduced, 

and it saves the park the purchase of 1 million 

disposable cups per year, equaling about 10 

tons of refuse. Tivoli continues to expand the 

program, as well; in 2014, a reusable wine glass 

was introduced, while a beverage jug was added 

in 2015 for the concert series. 

Above: Tivoli’s 

cups save the 

park about 10 

tons of refuse 

a year. 

Right: 18 

machines 

throughout 

the park 

accept used 

cups and 

return the 5 

DKK deposit. 

www.tivoligardens.com 


LAUNCH 

Profile by Juliana Gilling 

SPLASHWORLD PROVENCE 

France’s 

Splashworld 

Provence 

Water 

Park Takes 

Guests from 

Day to Night 

THE FRENCH CITY OF AVIGNON may 

be most famous for its history, but a 

shiny new water park nearby is making 

waves. Splashworld, which opened in 

August 2015, is located in Provence, 

a popular tourism destination in the 

south of France. Representing an 

investment of more than i35 million, 

“Splashworld Provence is the first 

park in a chain of water parks that we 

will develop globally,” says Frederic 

Bouvard, Splashworld president, CEO, 

and majority shareholder. 

Bouvard, who has 25 years of experience in the water park industry, 

believes Splashworld Provence is a good fit for an “underdeveloped” 

French market: “The parks are outdated, and the population/water park 

ratio is quite low.” Splashworld is his formula for a “perfect seasonal 

water park.” It combines “great attractions for the entire family, spectacular—yet 

affordable—themed environments, and first-class services,” says 

Bouvard. He is aiming for a minimum of 300,000 visitors per season. 

The first phase of Splashworld Provence spans 45,000 square meters 

and can accommodate up to 6,000 guests. The tropical-themed water park 

features attractions including “Da Wave” surf simulator, a Supertube 

supplied by Pacific Surf Designs. The surf simulator allows people to 

practice at their own pace on settings ranging from a gentle open-ocean 

swell up to a 10-foot-tall barrel. 

“Da Wave” is the centerpiece of an area in the park called the Wave 

Club, which includes a restaurant, a bar, and changing rooms. In the 

daytime, guests can book surf sessions with one of the park’s resident 

professional surfers. At night, the Wave Club transforms into the Wave 

Lounge, where adults can enjoy cocktails, music from live DJs, and 

performances by pro surfers, until 1 a.m. The club’s cabanas even offer 

guests the opportunity to order from a distinctly French, five-star truffle 

menu. “We have created an outstanding venue,” says Bouvard. 

“Although the Wave Club is a part of Splashworld, it operates as a 

stand-alone venue, with extended operating hours and potentially yearround 

opening,” he adds. The water park’s season stretches for around 100 

days, with 200 days for the Wave Club. “We can extend the length of the 

season in both cases if the demand is there,” says Bouvard. 

Polin Waterparks provided all of Splashworld’s slides. Highlights 

include the “Huricana Sliiide,” a free-fall slide (33 meters tall) and the 

“Aloha Racer,” which starts with Polin’s Black Hole and morphs into a 

racing slide. Polin also created the “Adventure Island” multi-level play 

structure. Other offerings include the “Ohana” lazy river (650 meters) 

and “Ri’Kiki Bay” wave pool, which will be joined by a giant surf pool in 

phase two. “We have attractions for every age group,” says Bouvard. 

The project was not without its challenges, however, especially when 

it came to “convincing the bank that the water park was worth financing,” 

says Bouvard. Then, during the construction process, a crane fell onto 

the assembled slides, destroying them. No one was hurt, but the incident 

delayed the park’s debut by five weeks. 

Nevertheless, says Bouvard, the finished Splashworld is “exactly as we 

drew it years ago, which is truly satisfying.” 

www.splashworld.net 

30 


y Mike Bederka 

LAUNCH 

Funworld 

FIRST 

LOOK! 

MARTIN BIRCHALL 

From left: Danielle Tanton, Mattel Live Events and 

Attractions; Graham Cook, director, Albert Dock Company; 

Allan Leech, CEO, Heritage Great Britain plc; Sue Grindrod, 

chairman, Albert Dock Company; Peter Johnson-Treherne, 

fnancial director, Heritage Great Britain plc; Julie Freeland, 

senior director, Global Live Events & Attractions 

Mattel Play! Concept to Debut 

This Spring in Liverpool 

IN THE FIRST FACILITY OF ITS KIND, the soonto-open 

Mattel Play! Liverpool will feature some 

of the toy company’s most iconic brands under 

one roof. The indoor family entertainment center 

(FEC) will let young guests explore three 

distinct areas dedicated to Thomas and Friends, 

Bob the Builder, and Fireman Sam. 

“Children can enter their worlds,” says Peter 

Johnson-Treherne, group finance director for 

Heritage Great Britain plc, investor and operator 

of Mattel Play! “It’s very immersive but at the 

same time physical and interactive. There will 

be role play, drawing, puzzles, and building 

activities—all within a themed environment.” 

With the toys, TV shows, and books, the 

company’s massive global recognition should 

help lead to a successful launch, Johnson- 

Treherne anticipates, as well as potentially spur 

additional locations around the world. 

However, working with popular brands like 

these also means careful consideration of even 

the smallest details in the construction. 

“They have a rich history, so we have to 

make sure we’re 100 percent authentic with the 

quality, the proportions, and the scene settings,” 

he says. “While it might be easier to approach 

something operationally in a different way, we 

must be mindful that we need to be 

true to the brands. Everything from 

the chairs in the activity area to 

Thomas himself is reviewed handin-hand 

with Mattel.” 

The FEC will open this spring 

in Liverpool at the famed Albert 

Dock, which houses the largest collection 

of grade I listed buildings in 

the United Kingdom outside of London, 

Johnson-Treherne says. “For this first location, 

we wanted it to be prime real estate.” 

Approximately 6 million people come to 

Albert Dock annually, he says, noting he hopes 

guests from as far as 90 minutes away will make 

the venue part of their itinerary. Free rein in the 

13,000-square-foot facility (that also sports a 

retail shop and café) will be one of the key selling 

points. 

Families with young kids (target demo: age 8 

and under) pay one price and can roam between 

the three zones. 

“They can enter the Thomas experience, go 

and help Bob, visit Fireman Sam, and then head 

back to see Thomas and his friends,” Johnson- 

Treherne says. “Children’s imaginations can run 

wild.” 

When children go 

into the Thomas and 

Friends section, they 

will be able to see 

full-size versions of 

Thomas and Rosie, 

with the interactive 

trains bringing to 

life all the sights and 

sounds of Thomas. 

In addition, children 

can head into the 

Fat Controller’s 

office and make 

announcements, as 

well as sell tickets in 

the station office. 


LAUNCH 

Recruitment 

C-Suite Seekers 

Two experts share insights and advice 

for filling top executive positions in Asia 

by Michael 

Switow 

AS THE ATTRACTIONS INDUSTRY 

CONTINUES TO BOOM IN ASIA, the 

search for CEOs and other executives 

to run new and expanding ventures 

is paramount. To better understand 

the recruitment process of top-level 

management, Funworld spoke with 

two of Asia’s leading executive 

search professionals: Karen 

Tok, founder and CEO 

of Singapore-based 

ScienTec Consulting, 

and Danny Zhang, 

operations director 

for the Asia- 

Pacific region of 

PeopleScout, an 

international 

recruitment 

company. 

Tips for Hiring a CEO 

Understand 

your business. 

Do you need 

fresh ideas or 

stability? What 

challenges will 

a new CEO 

face? 

Involve senior 

management. 

After all, they’re 

going to report 

to the new hire. 

Write a 

detailed job 

description. 

Agree on 

the skills and 

competencies 

needed for the 

role. 

Consider 

logistics. 

Determine 

if the best 

candidate is 

likely to be 

found locally 

or overseas, 

from within 

the attractions 

industry or not. 

Set up competency 

scorecards 

for each candidate. 

Make 

the grading 

as objective 

as possible, 

and be sure to 

assess whether 

there is a 

cultural fit. 

Have a “pull 

and keep” 

strategy to 

attract and 

retain talent. 

Map out a sell 

sheet for why 

a new candidate 

should be 

interested in 

the role. 

Ask yourself 

questions. Is 

this what we 

really want? 

Will this process 

produce 

the dream 

profile we want 

to recruit? If 

the answers 

are yes, start 

recruiting. 

Be sure to 

interview 

applicants 

from 

within your 

organization. 

32 


Karen Tok 

“CEOs don’t just change jobs for 

money. You never pay less, but you must 

have the other factors so the CEO can be 

empowered and make a difference.” 

“It’s very important that familybusiness 

owners keep their 

promises not to interfere.” 

Danny Zhang 

What do candidates want? 

Karen Tok: At this level, candidates are 

not attracted by the pay package alone. 

They are keen to know the business’ 

growth potential and direction, as well 

as who is on the board of directors and 

the senior leadership team. It’s the CEO’s 

responsibility to lead the business, so 

they need to see the potential is there. 

CEOs don’t just change jobs for money. 

You never pay less, but you must have the 

other factors so the CEO can be empowered 

and make a difference. 

When do you promote from within? 

What advice do you have for family-owned 

enterprises concerning hiring top-level 

employees or a new CEO when the boss decides 

it’s time to retire or take a step back? 

Danny Zhang: It’s very important that family-business 

owners keep their promises not to interfere. Don’t say 

“We’ll give you full autonomy” if you can’t do it. It’s a 

big frustration. It happens quite often in Asia-based, 

family-run businesses, and causes a lot of attrition. 

Executives from Nike and Adidas, for example, joined 

a Chinese sportswear firm, but left within two years for 

this reason. 

If you have one tip to give companies before they 

hire a CEO, what is it? 

Tok: Whether to promote internally 

or hire from the outside can be a challenging 

decision. Do you need fresh 

approaches and new perspectives to get 

different results, or does your company 

require stability and continuity? Either 

way, you should look first at internal talent. 

Allow people to apply for the job, and 

interview them. If your company only 

looks externally then senior employees 

will feel they don’t have a chance. Promoting 

from within can often be far more 

efficient than hiring new staff, as well. 

Tok: Involve the senior management team that will 

report to the CEO. Spend some one-on-one time with 

each department head to hear their views about 

business challenges. Understand the exiting CEO’s 

strengths and weaknesses from their perspective and 

what competencies they think are critical for the new 

hire. By giving leadership team members a chance to 

share their views, you’ll get a feel for their needs and 

better buy-in on the CEO you eventually select. 

Zhang: Stakeholder interviews are the crucial first 

step. This could be a deal breaker. Without this knowledge, 

you can’t sell the job to the top candidates. 

Michael Switow 

covers the Asia- 

Pacific region for 

Funworld. 


IAAPA News 

36 37 38 39 42 

EXPOS & EVENTS | SAFETY & ADVOCACY | PROFESSIONAL DEVELOPMENT | RESOURCES | MEMBERSHIP 

Ahead of the Rest 

Stay smart in 2016 with new 

IAE15 PREVIEW p. 44 

tools, new programs, and 

new ways to save from IAAPA 


IAAPA NEWS | EXPOS & EVENTS 

Plan Your Year with IAAPA 

IAAPA’s new online education event calendar showcases 

learning opportunities in the coming year 

IAAPA OFFERS numerous 

educational events around the 

world every year. From the 

IAAPA Institute for Attractions 

Managers for mid-career 

supervisors to the IAAPA 

Leadership Conference for 

senior management, there’s 

an educational event for all 

experience levels, constituencies, 

and areas of expertise. 

Now, IAAPA has combined 

information for all education 

events on one calendar. Here 

are a few of the exciting new 

features the calendar provides: 

All IAAPA institutes, 

regional events, webinars, 

online courses, and networking 

events are listed by date, 

with links to more information 

on each event. 

Events can be sorted by 

many different criteria: program 

name or type, by location, 

by date, and more, to 

help better plan your professional 

development. 

The calendar includes the 

country and region of each 

event, making it easy to find 

opportunities in your area. 

Prices are listed with each 

event. Admission to some 

events is included with registration 

for IAAPA Expos. 

This column makes it simple 

to understand which events 

are included in Expo registration 

so you can take advantage 

of all IAAPA Expos offer. 

IAAPA offers educational 

opportunities for all skill levels. 

The calendar details the 

experience required for each 

event. Quickly find events for 

seasonal, supervisory, middle 

management, senior management, 

frontline, and executive 

positions. 

All IAAPA education 

events are eligible for IAAPA 

Certification credit. Tally how 

many credits you can acquire 

in a year with the CE (Continuing 

Education) column in 

the calendar. It details how 

many credits each event is 

worth. 

The IAAPA Educational 

Events calendar (inset) details 

professional development 

opportunities in an easy-tonavigate 

online format. 

Visit and bookmark 

the IAAPA Educational 

Events calendar at 

www.IAAPA.org/ 

educationcalendar 

Daniels Wood Land Named First 

IAAPA People’s Choice Award Winner 

IAAPA awarded the first IAAPA People’s Choice Award to Daniels Wood Land, 

a theming and custom experience company out of California, for the company’s 

exhibit at IAAPA Attractions Expo 2015. The award is the newest honor in the 

Exhibitor Awards category of the IAAPA Brass Ring Awards program. IAAPA 

Attractions Expo 2015 attendees were invited to vote for their favorite booth via the 

IAAPA Expos mobile app or paper ballot. 

Daniels Wood Land is a repeat winner of Exhibitor Awards and also won the 

IAAPA Image Award in 2015. The company’s booth featured the new Wilderness 

Retreat—a turnkey treehouse resort designed to resemble an early-1800s frontier 

cabin. Expo attendees were able to walk through the treehouse and explore its 

themed interior. 

www.danielswoodland.com 

36 


IAAPA NEWS | SAFETY & ADVOCACY 

IAAPA Announces New U.S. 

State Advocacy Program 

SINCE ITS CREATION, 

IAAPA has advocated on 

its U.S. members’ behalf 

Join IAAPA for Advocacy Days 

in Washington, D.C. As 

in Washington, D.C. 

politicians become more 

partisan and Washington 

becomes more 

Washington, D.C., April 11-13 for IAAPA Advocacy Days. 

IAAPA members from the United States will gather in 

deadlocked, states have Join the IAAPA North American Government Relations 

become more active. 

Subcommittee to promote the attractions industry 

IAAPA is seeing states 

to members of Congress and federal regulators. This 

deliberate progressive 

event is open to all members of IAAPA in the United 

labor policies such as 

States. For more information, contact Stephanie See, 

paid sick leave and 

increased minimum 

IAAPA director of state advocacy, at ssee@IAAPA.org. 

wage, initiate infrastructure 

projects and social services that ity issues—specific to the attractions 

industry, and general business 

the federal government is unable to 

address, and levy new or increased 

issues—in states where those issues 

taxes and fees to pay for increased 

are being seriously considered. These 

advocacy spending. 

target states may change from year to 

To address active state legislatures, 

many influential trade associa- 

• IAAPA will provide legislative and 

year, as policy priorities change. 

tions have developed state advocacy 

regulatory tracking in all 50 states, as 

programs. IAAPA has been a longtime 

partner with several state and 

members on votes and hearings. 

well as send regular status updates to 

regional attractions associations and • Recognizing that advocacy is a partnership 

and oftentimes business 

will continue to work in partnership 

with these organizations on state 

owners and operators are more effective 

than lobbyists, IAAPA will equip 

policy issues. 

In 2015, IAAPA began to explore 

members with resources necessary to 

how it could further meet its members’ 

state relations needs. Member 

tors. IAAPA will also issue calls to 

engage elected officials and regula- 

surveys indicated 79 percent of members 

see state regulation as the biggest • To increase the reach of our efforts, 

action when appropriate. 

threat to their businesses, and 63 percent 

of members rely solely on IAAPA coalitions with other pro-business 

IAAPA will build relationships and 

for government relations information organizations at the state and 

and involvement. The IAAPA Board 

regional level. 

of Directors decided to create a state • IAAPA will use increased involvement 

in state politics to promote its 

relations program to address the need 

for government relations support at 

members at the state level. 

the state level. 

Beginning in 2016, IAAPA will 

Want to help shape IAAPA’s policy 

play a more active role in state government 

relations: 

agenda in 2016 and beyond? 

Take our RAP Index survey to tell 

us about the issues affecting your 

business. For a link to the survey or 

• IAAPA will retain lobbyists to 

to join our mailing list, please e-mail 

Stephanie See, IAAPA director of 

represent the industry on prior- 

state advocacy, at ssee@IAAPA.org. 

WATER 

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Please visit us at the exhibitions: 

ASIAN ATTRACTIONS SHOW 

Shanghai/China · 2016 June 14 – 16 

BOOTH 1107 

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Barcelona/Spain · 2016 Oct. 20 – 22 

BOOTH 1625 

IAAPA ATTRACTIONS EXPO 

Orlando/USA · 2016 Nov. 15 – 18 

HAFEMA Water Rides GmbH 

Rhein-Mosel-Straße 37 

56291 Laudert (Germany) 

Phone: +49 7240 942550 

Fax: +49 7240 36157 

info@hafema.de · www.hafema.de 

agentur-etcetera.de 

www.IAAPA.org/Funworld | FEBRUARY 2016 | Funworld 

37

IAAPA NEWS | TRAINING & PROFESSIONAL DEVELOPMENT 

A Lesson Near You 

IAAPA Institute for Attractions Managers and IAAPA 

Safety Institute take education on the road 

TO MEET THE NEEDS of 

IAAPA members around the 

world, the association offers 

its IAAPA Institute for Attractions 

Managers and IAAPA 

Safety Institute many times 

a year in different locations. 

Both are taught by experienced 

attractions professionals 

and offer valuable takeaways 

for immediate application at 

your facility. Participation in 

either event is eligible toward 

IAAPA Certification. 

For more information 

on IAAPA Institute for 

Attractions Managers or 

IAAPA Safety Institute, 

visit www.IAAPA.org/ 

events-education. 

IAAPA Institute for 

Attractions Managers 

This education event is an essential tool 

for mid-career professionals looking to advance 

in the industry. Instructors have many years of 

experience and speak on the skills attendees 

need to become valuable senior leaders. 

The institute is broken into five modules 

that focus on standard business topics: finance, 

marketing, leadership, facility operations and 

safety, and revenue operations. 

• Brazil, Feb. 21-23 

• Shanghai, China, June 12-14 

(with AAE 2016) 

• Guadalajara, Mexico, Sept. 5-7 

• Barcelona, Spain, Sept. 18-20 

(with EAS 2016) 

• Orlando, Florida, Nov. 13-15 (with 

IAAPA Attractions Expo 2016) 

IAAPA Safety Institute 

The IAAPA Safety Institute offers insight on 

best practices in safety operations for all levels 

of management. During this program, industry 

experts present on critical topics that impact 

operations such as safety standards, security, 

and ride operations. IAAPA Safety Institutes are 

often tailored to the concerns of host cities and 

can feature remarks on safety and standards 

from local government officials. 

• Buenos Aires, Argentina, April 18 

• Quito, Ecuador, June 13-14 

• Shanghai, China, June 14 

(with AAE 2016) 

• Hanoi, Vietnam, August 2016 

• Giradot, Colombia, Aug. 8-9 

• Barcelona, Spain, Sept. 19 

(with EAS 2016) 

• Guatemala City, Guatemala, Oct. 8-9

IAAPA NEWS | TOOLS & RESOURCES 

Feed the 

Bottom Line 

New program offers 

members ways to save 

on food costs 

IAAPA MEMBERS in the United States 

are now eligible to join a food costsavings 

program that leverages the 

buying power of participating members 

to garner the best prices on food, 

beverages, and supplies. Amusements 

& Attractions Food Purchasing 

Organization (AAFPO) was selected 

by the association to provide this new 

IAAPA-endorsed benefit. 

AAFPO negotiates better pricing 

with select distributors on behalf of 

the collective buyers. The program 

covers many items necessary to the 

daily operations of facilities of all sizes 

including fresh meat, seafood, grocery 

items, snacks, beverages, paper supplies, 

and chemical products. 

“Our food co-op program is another 

great way to apply savings directly to 

the bottom line,” says IAAPA’s Leslie 

Hutcheson, senior manager, constituency programs and 

services. “Members can save 10-20 percent of their food costs 

by triggering bulk-buy prices, previously reserved for larger 

facilities operating more than one location. This translates to 

significant savings for a single facility, simply by combining 

purchasing power with other IAAPA members.” 

Manufacturer and supplier members can also benefit from 

the program by becoming one of AAFPO’s select providers. 

IAAPA is also planning to expand the program to other regions 

in the future. 

For more information, 


familyentertainment 

center 

IAAPA Introduces Telemedicine 

Program for Members 

New service offers frontline and 

bottom-line benefits for members 

in the United States 

For more information, 


familyentertainment 

center 

BRITTON GALLAGHER, provider 

of IAAPA’s sponsored insurance 

program, now offers telemedicine 

services to association members 

based in the United States. The 

program allows employees of enrolled 

members access to healthcare via telephone, 

computer, and mobile app. “Telemedicine is a great 

benefit to any of IAAPA’s U.S. members—both 

facility operators and suppliers —demonstrating 

direct savings to the bottom line through improved 

productivity,” says IAAPA’s Leslie Hutcheson, 

senior manager, constituency programs and 

services. “Consider the time lost when employees 

need to take time away from the business 

to consult a doctor for either themselves 

or family members. With telemedicine 

there is no need to take this time off work. 

Diagnosis and prescriptions all happen 

online so our members can go on with 

their day.” 

Members and their families have 

access to 24/7, 365-day, on-demand 

care concerning more than 900 

common medical issues. Cold and 

flu symptoms, ear infections, congestion, 

sinus problems, and more can be 

diagnosed without leaving home thanks to 

this program. 

“This benefit can be added for part-time seasonal 

workers who would not have a family doctor in the 

region,” says Hutcheson. 

Professional advice and prescriptions from a U.S. 

board-certified doctor are usually available with a 

less than 16-minute wait. There are no co-pays and 

no limitations on use. 


39

IAAPA NEWS | CALENDAR 

March 

April 

May 

This is a partial listing of upcoming IAAPA seminars, 

meetings and Expos for the attrac tions industry. Event 

details subject to change; For the most up-to-date 

information, visit www.IAAPA.org/upcoming-iaapa-events 

IAAPA Leadership Conference and 

Latin American Summit 

9-11 | Mexico City, Mexico 

www.IAAPA.org/LeadershipConference 


18 | Buenos Aires, Argentina 

www.IAAPA.org/events-education 


19 | Edmonton, Alberta, Canada 


Tools of the Trade: 

Midway Games & Retail 

21-23 | Branson, Missouri 


IAAPA EMEA Spring Forum 

May 23-24 | Lago di Garda, Italy 

www.IAAPA.org/connect/EMEA 

IAAPA EMEA Institute for 

Attraction Leaders 2016 

29-June 3 | Efteling, The Netherlands 

www.IAAPA.org/connect/EMEA 

IAAPA Webinars 

IAAPA members enjoy complimentary access to monthly 

webinars on hot topics in the industry. Here’s a look at 

what’s coming up. To register for a webinar, or explore 

the archive of past webinars, visit www.IAAPA.org/webinars. 

UPCOMING WEBINARS 

FEC Technology Trends 

– Feb. 10 | 1 p.m. EST 

In this informative webinar, experts explore the latest trends and 

examine how savvy FEC operators can use these new technologies to 

drive attendance, enhance the guest experience, and improve business 

operations. A question and answer session will follow the presentation. 

SPEAKERS: Randy White, CEO, White Hutchinson Leisure & Learning 

Group, Inc.; Kevin Williams, Founder, KWP Limited and publisher of the 

Stinger Report 

Crisis Communication: 

How to Use the IAAPA Crisis Plan Template 

— March 9 | 1 p.m. EST 

In this informative webinar you will learn how to develop a crisis 

communication plan before a crisis happens. Specifically, the webinar will 

examine how IAAPA’s Crisis Communications Plan Template can be used 

to help you develop a plan and manage communications during a crisis. 

Learn about the definition of a crisis and its potential impact on business, 

crisis planning, working with the press, and what support IAAPA can 

provide during a time of need. 

SPEAKER: Colleen Mangone, Director, Media Relations, IAAPA 

June 

August 

September 


Managers 

12-14 | Shanghai, China 



13-14 | Quito, Ecuador 


Asian Attractions Expo 2016 

13-16 | Shanghai, China 

www.IAAPA.org/AsianAttractionsExpo 


14 | Shanghai, China 



8-9 | Brazil 



Managers 

5-7 | Guadalajara, Mexico 



Managers 

18-20 | Barcelona, Spain 



19 | Barcelona, Spain 


Euro Attractions Show 2016 

20-22 | Barcelona, Spain 

www.IAAPA.org/EAS 

Preparing Your Water Park for a Successful 2016 

Opening Day 

— March 23 | 1 p.m. EST 

With a typically shorter operating season than a dry park, water parks 

can ill afford missteps when planning season opening. In this informative 

webinar, operators from a variety of water parks will share their secrets 

for preparing a smooth opening day and a well-managed season. 

Topics covered include planning and prep, recruitment and orientation, 

equipment maintenance, and tips for setting your attraction apart from 

the rest. 

SPEAKERS: Joe Stefanyak, Director, Jeff Ellis and Associates, Inc.; Chet 

Jacobson, COO, National Aquatic Safety Company; Jody Kneupper, 

General Manager, Wet ‘n’ Wild Splashtown 

Slips, Trips, and Falls: 

Risk Management for FECs 

— April 13 | 1 p.m. EST 

Slips, trips, and falls (STFs) make up a majority of general industry 

accidents and are some of the most frequently reported injuries. This 

webinar examines how family entertainment center operators can 

prevent injuries in the workplace that are the result of STFs. It provides 

front-line staff, supervisors, and managers with practical information, 

tips, and examples to help them understand the causes of falls, and take 

preventive measures. This webinar is brought to you by Britton Gallagher 

Insurance’s Amusement Insurance Resources division. 

SPEAKER: Eric S. Treend, Partner, Britton Gallagher Insurance 

IAAPA WEBINARS ON DEMAND 

Access the expert industry insight of IAAPA webinars anytime with 

IAAPA Webinars On Demand. Every IAAPA webinar is recorded with the 

original audio, PowerPoint presentation, and participant questions. IAAPA 

member login required. If you can’t remember your login, contact Marie 

Gatlin at mgatlin@IAAPA.org.. Visit www.IAAPA.org/webinars. 

Have an idea for an IAAPA member webinar? Contact Liderby 

Gladden, IAAPA manager, education, at lgladden@IAAPA.org. 

40 


IAAPA NEWS | NEW MEMBER SPOTLIGHT 

Whitaker Center for 

Science and The Arts 

Harrisburg, Pennsylvania, United States 

THE GOLD SANDSTONE FAÇADE of Whitaker 

Center for Science and The Arts is an anomaly amid 

the granite and brick architecture of Pennsylvania’s 

capital city. It’s similarly unique in the world of 

attractions—marrying education with entertainment 

and the arts. The 130,000-square-foot facility 

is home to Sunoco Performance Theater, Select 

Medical Digital Cinema, and Harsco Science Center. 

“Whitaker Center is such a unique attraction 

and we have so much to offer the Central 

Pennsylvania region. From our cutting-edge 

digital cinema, which boasts the largest 

screen in our area, to our state-of-the-art 

performance theater and our interactive 

science center we appeal to several different 

demographics. Being a nonprofit, we aim to fulfill 

our mission of bringing science education, arts, and 

culture to our community,” says Ashlee Hurley, 

Whitaker Center’s new director of marketing and 

sales. “We joined IAAPA because of the resources 

they provide to attractions such as ours.” 

Whitaker Center features interactive exhibits to teach STEM topics and a 700-seat 

performance theater that hosts musical artists, comedians, dance troupes, and 

more. 

PHOTOS COURTESY OF WHITAKER CENTER 

Visit www.whitakercenter.org 

for more information on Whitaker 

Center for Science and The Arts. 

FAST FACTS 

• Whitaker Center was named for Uncas A. and Helen F. 

Whitaker, whose foundations supported the creation of the 

facility. Uncas’ foundation supports biomedical engineering 

research and education; Helen’s supports training for 

classical musicians. 

• More than 450,000 students have visited Harsco Science 

Center since it opened in 1999. 

• Three floors of interactive science exhibits feature 

permanent exhibits like “Move It!” where guests get an 

inside look at real engineering in action; “Carnival of 

Health,” an adventure in health and wellness within a lively 

carnival-like atmosphere; and “Forces of Nature,” featuring 

a variety of extraordinary weather wonders with physical 

“phenomenon-based” exhibits. “Backstage Studio,” another 

long-term exhibit, features 1,800 square feet on the science 

and technology behind movies, TV, music, and theater. 

• “KidsPlace” is an area of the science center designed 

with preschool-age children and their families in mind 

and features a crawling/climbing structure, multi-level 

waterworks, a dramatic play area, and daily storytelling at 

“Storybook Science Stage.” 

• The 700-seat Sunoco Performance Theater is modeled 

after Radio City Music Hall and hosts a wide variety of 

entertainment, ranging from national touring acts to the 

local youth ballet to classical and jazz performers. It also 

features one of the first accessible orchestra pits. Whitaker 

Center’s three resident companies hold performances in 

the theater on an ongoing basis. Rock bands, vocalists, 

comedians, and performers from every genre of music have 

played this stage in the 15-plus years the theater has been 

open. 

• The Digital Cinema’s screen is four stories tall and 70 feet 

wide and is one of the largest in the Central Pennsylvania 

region. In keeping with Whitaker Center’s mission, the Select 

Medical Digital Cinema primarily shows documentary films. 

The Center does screen Hollywood movies during select 

months and also offers alternative content throughout the 

year. 

• Whitaker Center Art on the Curved Wall showcases local, 

regional, and nationally recognized artists and their work. 

Each fall, the Center hosts a youth juried art show called “Y 

Art,” where local high school artists enter their work. 


Welcome New Members! 

AS OF 

12.15.15 

Aquarium 

Aquarium Du Perigord Nord 

Aquarium du Québec 

Attraction 

Big Al Inc. dba ICampIndiana 

Breakscape Entertainment Ltd. 

Cecilia Dale Co. 

Guinness Storehouse 

Kid & Play 

Legend Cultural Development 

Co. Ltd. 

Montparnasse 56 Phildelphia LLC 

dba One Liberty Obsevation Deck 

PlayItLiveIt Inc. 

Space Needle LLC 

Thomas Family Farm 

Xedge Sports Co. Ltd. 

Buyer 

ACS Amusements 

Consultant 

Absolute Event Solutions 

Aquatics Group, A Division of 

Weston & Sampson 

Authentus Group 

Celtic Engineering Inc. 

Economic Consulting Services 

Escapology 

GSMPRJCT Creation Inc. 

HM Adventure Golf 

Jacquette Consulting Inc. 

Meridian Surveys Limited 

Millennium Aquatics 

MMGY Global 

Nadeem, Sidra - Sindbad`s 

Wonderland Pvt. Ltd. Parque 

Recreativo Y Vocacional Aquazul 

Pentair Aquatic Eco-Systems Inc. 

ThemeGo 

Family Entertainment 

Center 

Acres of Fun 

Al Barakah Investment Holding 

Co. LLC 

Arcades4home 

Autobahn Indoor Speedway 

Blast Arcade and Laser Maze 

Blitz Air Park 

Bozeman Maze 

Carl Entertainment Partners dba 

Whipples 

Evergreen Larch Inc. 

(FUNtastic Forest) 

Funagin’s 

Games2u Victoria 

Hickey Golf Inc./ 

Cooperstown Fun Park 

Inmobiliaria Topiadte 

Jump!Zone Party & Plan Center 

JumpNPlay LLC 

K & L Entertainment 

Kids Space 

Laser Oasis, LLC 

Lazer Rush Inc. 

Luxor Arcade 

Multicinemas (Trinidad) Limited 

Pheasant Lanes Family Fun Center 

Playcious 

Pump It Up Jacksonville 

Roxy Entertainment 

Shott Amusement LLP 

SLS Entertainment SAS - 

The Yee Financial Group LLC 

Speed Raceway 

Strland Partners 

Strland Partners 

SVM - SRI Venkateshwara 

Multiplexes Pvt. Ltd. 

Ultimate Sports Dome, LL 

Wacky Wings 

Manufacturer 

7 Vision LLC 

Avalanche Composites Inc 

Berliner Seilfabrik GmbH & Co. 

Bibielle Global Translations SL 

Buba Park 

Cardiac Science Corp. 

Createk 

Creative RT LLC 

Dougherty Manufacturing 

Foam Fab 

IBM Corporation 

Illusion Projects Inc. 

Infinite Manufacturers 

Innovative Event Group 

Ipixel LED Light Co. Ltd. 

ISABA Projects, S.A. 

Le Vise Products LLC 

Mulvey and Banani Lighting 

Nicematic 

NXP Semiconductors 

Pool Safe Inc. 

Renold Inc. 

Sugatsune America Inc. 

Universal Electric Corporation 

Van Der Most Beheer III B.V. 

Zhejiang Juma Amusement 

Equipment Co. Ltd. 

Small Amusement Park 

Comfama 

Epic Development LLC 

Groupe Ecorecreo 

Parque de Atracciones Diverland 

Siamru SL 

Starland 

United Sports Company LLC 

Supplier 

Abrams Restaurants, Catering & 

Amusements 

Auto Camper Service International 

(ACSI) 

Candela Controls Inc. 

DFX 

Environmental Lights 

Green 4 Solutions 

Klerede 

Redrover 

South China House of Technology 

International Ltd. 

St. Electronics Training & 

Simulation Systems 

Water Park 

Myrtle Waves Water Park 

Splash Harbour Waterpark 

Zoo 

Cameron Park Zoo 

Individual 

Virginia Aguirrebeitia 

Matthew Aldinger 

Dahan M. Altareb 

Fawwaz Aminuddin 

Mohamed Almulla 

Aymen Ayesh 

Guy Barbara 

Thurman Woodrow Barker 

Charles Beris 

Ornan Bosque 

Diego Camacho 

Kevin Castora 

Carla Clark 

Will Clayton 

David Cranfill 

David Creamer 

Abigail Cox 

Joao Damiao 

Jeffrey Ellis 

Jodi Evers 

Yifeng Fan 

Paulo C. Filho 

Roger Freedman 

Derek Fuller 

Brigitte Gallant 

Sara Gilman 

Patty Gottschalk 

Ash Goyal 

Kim Hachmeister 

G. Michael Harris 

Han Hui 

Marissa Huntsman 

Alexander Krikes 

Tim Krise 

Mary Lamm-Kaleta 

Thomas Lanese 

Michael Lee 

Julian Levin 

Zonghui Li 

Michael Libby 

Eveline Lim 

Toval Lipa 

John Marquis 

Christopher Mercaldo 

Sabrina Mittermeier 

Jacob Montgomery 

Troy Northrup 

Miguel Angel Novoa 

Martin Obioha 

Christian Van Oordt 

Ken Peterson 

Anna M. Pugh 

Brent Reed 

Chris Shadwick 

Matt Spadafora 

Bobby Sparks 

Gregory Spessot 

Judson Stevens 

Holland Sullivan 

Joshua Suttle 

Scott Swenson 

Alexander Tasama 

Salvador Termini 

Richard Wagner 

Douglas White 

Bentley Williams 

Trevor AJ. Wilson 

Jun Zhao 


COVER STORY 

When Funworld editors started 

thinking about who should grace the cover 

of our brand-new magazine, the pressure 

to pick just one person or company was 

daunting. That’s when the idea struck us: 

Why limit ourselves to just one! 

This month’s Funworld is 

both a reminder of and 

dedication to the reason 

why this magazine 

exists: our 

members. Your 

participation 

in IAAPA is 

what allows 

the association 

to 

grow and 

thrive. 

Funworld 

may look 

d i ff e r- 

ent this 

month, 

but its mission 

hasn’t 

changed. 

We are focused 

on you. 

Your businesses. 

Your products. 

Your services. 

Your talents. 

Your challenges. 

Your successes. 

Your expertise. 

Your stories. 

Your people. 

That last one is perhaps the most 

important of all. And so, we’re dedicating 

this issue to helping your businesses find, 

keep, and grow your most valuable asset: 

Your employees. 

POWER FROM THE PEOPLE 

THE HR ISSUE 

Funworld asked these 23 experts 

from around the world about the 

current and future state of human 

resources in the attractions industry 


Jon Anderson 

Director of Human 

Resources 

Knoebels Amusement 

Resort 

Elysburg, Pennsylvania 

Marijke Beltman 

Human Resources 

Manager 

Walibi Holland 

Biddinghuizen, 

Netherlands 

Sonaal Chopra 

CEO 

Timezone Group 

International 

Singapore 

Kathy Deagen 


Director 

Santa Cruz Beach 

Boardwalk 

Santa Cruz, California 

Juliana Delaney 

Chief Executive 

Continuum Attractions 

York, UK 

Dorthe Dinesen 

Head of Human 

Resources 

Tivoli 

Copenhagen, Denmark 

Ryan Elefante 


Manager 

Wild Wadi Waterpark 

Dubai, UAE 

Jihad Harb 

Franchise Director 

Kidz Holding S.A.L 

Beirut, Lebanon 

Elly Hilhorst 

Deputy Director & 

Manager of Human 

Resources 

Efteling 

Kaatsheuvel, Netherlands 

Jane Hubbard 

Head of Human 

Resources 

Chester Zoo 

Cheshire, England 

Faye Kee 

Director of Corporate 

Development and 


Singapore Discovery 

Centre 

Singapore 

Håkon Lund 

CEO 

Kongeparken 

Ålgård, Norway 

Jürgen Mack 

Managing Partner 

Europa-Park, 

Rust, Germany 

Teresa Merry 

Vice President of Human 

Resources 

Monterey Bay Aquarium 

Monterey, California 

Deanna Partridge 

Vice President of Human 

Resources 

Silver Dollar City 

Attractions 

Branson, Missouri 

Julie Piper 


Manager 

Tennessee Aquarium 

Chattanooga, Tennessee 

Müge Tolunay 

HR and Organi za tion al 

Development Manager 

Polin Waterparks 

Istanbul, Turkey 

Armando Velazquez 

Vilchis 

Manager of Human 

Resources 

Fun Central Tecamac 

Cuautitlan Izcalli, Mexico 

Udo Weisenburger 

President and CEO 

Theming and 

Animatronics Industries 

(TAA) 

Madrid, Spain 

Chatri Wihma 

Head of Human 

Resources 

Liseberg 

Gothenburg, Sweden 

Buddy Wilkes 

General Manager 

Shipwreck Island 

Water Park 

Panama City Beach, 

Florida 

Jeff Willy 

COO 

Laserforce 

Brisbane, Australia 

Ernest Yale 

President and CEO 

Triotech 

Montreal, Quebec, 

Canada 



Q: 

How has HR changed over 

the past several years? 

Juliana Delaney, Continuum 

Engagement and development are now at the forefront of HR 

(legislation and compliance are in the background). Allowing 

for autonomy, ownership, and collective responsibility means 

employees are empowered and can play a greater part in 

the success of the company. To do this, we need to provide a 

cohesive and effective team to drive the business forward. 

Communication is more important than ever. By 

repeating clear and concise messages upward 

and downward, our employees understand 

what is expected of them, encouraged by positive 

two-way communication and our “living the brand” approach. 

WILD WADI WATERPARK 

‘‘ 

The role of human resources 

Ryan Elefante, 

Wild Wadi 

has evolved from being an 

administrative department to 

that of a true business partner. 

In addition to traditional tasks 

such as recruitment, policy 

creation and enforcement, 

etc., HR is now expected 

to align its strategies 

with those of the 

organization. 

Jürgen Mack, 

Europa-Park 

Competing for wellmotivated 

employees is an 

increasing factor in success. 

Whereas, previously, human 

resources had a strong 

management aspect, today 

employee branding, 

motivation, training 

and development, 

and psychology play a 

much bigger role. 

Chatri Wihma, Liseberg 

“Today we 

understand people 

management 

determines 

business results.” 

Ernest Yale, 

Triotech 

The biggest impact by 

far is the development of 

information technology, most 

notably the creation of virtual 

organizations and project 

teams. Developments 

in IT have greatly 

facilitated collaboration 

across sites, 

across different 

companies, and 

across the globe. 

Håkon Lund, 

Kongeparken 

Today’s youth are not looking 

for a job anymore—they are 

looking for an experience. We 

have had to change our whole 

approach to recruitment. 

We are investing 

much more in cultural 

events and activities 

to enhance the whole 

social experience of 

the workforce. 

46 


Kathy 

Deagen, 

Santa Cruz 

Beach 

Boardwalk 

Human resources 

has needed to learn 

and implement 

the intricacies of 

the Affordable 

Care Act and lead 

our organization 

through these 

changes. We’re also 

managing increased 

labor costs due 

to mandated 

minimum-wage 

increases 

[in the United 

States]. Our 

company, 

like the 

industry in 

general, has 

an increased 

emphasis on 

providing 

excellent 

guest service, 

which requires 

additional 

employee 

training. 

There is also 

an increased 

need to make 

accommodations 

for employees 

based on their 

religion 

or gender 

identification. 

‘‘ 

this season performing various roles throughout the park. This experience helped us understand 

’’ 

Jon Anderson, Knoebels 

In the past, our department might have been looked upon simply for paperwork processing and 

standard hiring functions. The department has been evolving into a true strategic partner with 

the Knoebel family and managers. We work with them to determine how we attract new team 

members, how to improve retention, and what training opportunities are needed to move the 

company forward. 

In an effort to better understand the day-to-day operations, our HR department spent time 

our team members’ and managers’ needs, and provided us with the opportunity to offer 

suggestions to improve efficiency, leading to better customer service. We are often the 

first department to communicate the company’s expectations, values, 

and culture to team members to make sure not only are they a good fit for 

the company, but also that we are a good fit for them. 

Jane Hubbard, 

Chester Zoo 

Technology has had a 

massive impact. I refer 

to it now as the “hashtag 

world.” Technological leaps 

and bounds affect how we 

engage and communicate with 

people and, more importantly 

for us in HR, how we recruit, train, 

and retain employees. We have to 

stay on the cutting edge. 

Müge Tolunay, 

Polin Waterparks 

At Polin, 70 percent of our staff was born into 

an emerging world of technology. They are 

family-orientated, ambitious, team players, 

communicators, and like to be loved. As HR 

managers, we have to know how to nurture this 

talent. Technology needs to be part 

of this generation’s daily life so they 

want to work for companies embracing 

these new means of communication 

and implementing them into business. 

Teresa Merry, Monterey Bay Aquarium 

“HR has become a business 

partner to help all organizations 

maximize their potential by 

fully utilizing the talents of and 

engaging their most precious 

asset: their employees.” 


47


Q: 

What are the most important attributes 

you look for in prospective employees? 

Armando 

Velazquez Vilchis, 

Fun Central 

Tecamac 

A positive attitude. 

Because we deal every day 

with clients, kids, teenagers, 

as well as adults in a direct 

way, we need people who 

can influence our visitors in 

having the best time every 

visit. Regardless of the mood 

or activity they choose to do, 

we need to provide them with 

the best ever. The only way to 

do that is by having a positive 

attitude towards our work, and 

to life in general. 

Teamwork. Due to the 

nature of our work, we need 

to have people who view Fun 

Central as a whole unit and 

are willing and able to work 

together with their coworkers 

to succeed in our job. All of 

us inside Fun Central should 

resolve, or at least try, to solve 

any issue regardless the area 

or activity involved. When help 

is needed, everyone turns to 

“team mode.” We should focus 

on winning the game, not only 

scoring a goal. 

Willingness to learn. We 

all know no one was born with 

the knowledge in a specific job; 

they could have better skills 

than someone else, but they 

should learn every day. We 

have to recognize the individual 

who is not narrow-minded and 

is willing to learn and grow 

every day to do things better 

than before. 

Marijke Beltman, 

Walibi Holland 

“We look for spontaneous 

colleagues who are team 

players, who focus on the 

result, and are ready for 

action.” 

Jihad Harb, 

Kidz Holding 

As an edutainment operator and franchiser, 

when hiring new employees we go after 

personality characteristics above 

work experience. The personality traits 

Juliana Delaney, 

Continuum 

Enthusiasm, passion, and a positive “cando” 

attitude. We can always coach 

skills. It’s important to have a mix of 

employees who have the ambition to 

progress within the company, and who 

understand and live by our values and 

ethos. 

we try to identify in our candidates during the 

interview process are positive attitude, selfmotivation, 

balance, creativity, and confidence. 

‘‘ 

Elly Hilhorst, 

Efteling 

The main characteristics we look for in Efteling employees, regardless of their roles, are 

reliability and customer focus. In the recruitment process, we focus on the 

10 qualities listed in our competence management system, called 

“Betovering” (“Enchantment”). In this unique system, developed specifically by and 

for Efteling, each letter of the word “Betovering” stands for a quality we consider particularly 

important in our staff: 

Betrouwbaar (Reliable) 

Enthousiast (Enthusiastic) 

Trots (Proud) 

Ondernemend (Enterprising) 

Veilig (Safe/Safety oriented) 

Energiek (Energetic) 

Representatief (Representational) 

Inlevend (Empathic) 

Naturel (Natural) 

Gastgericht (Customer focused) 

In our view, displaying behavior associated with these 10 qualities is more important than 

having higher qualifications (although having the right qualifications is a requirement for 

certain positions). 

48 


‘‘ 

priority to diversify our workforce to reflect the changing demographics of 

Teresa Merry, 


We look for passionate, collaborative employees with exceptional 

interpersonal skills, adaptability, and a true commitment to our 

mission to inspire ocean conservation. We have made it a 

our visitor audience and society at large. 

Deanna Partridge, 


’’ 

“We want employees to view everything 

Overall, we look for genuinely friendly, caring people 

who take pride in what they do and are committed to 

providing excellent guest service. During the preliminary 

interview process, we evaluate prospective employees on friendliness, their 

interaction with the interviewer, and if they have a passion for working with 

others in a team environment while continuing to learn and grow. 

Julie Piper, 


Jeff Willy, 

Laserforce 

We look for candidates 

with passion for the 

attractions industry, 

creativity, and drive. 

Because of the 

fast-paced, often 

unpredictable nature 

of this industry, being 

able to think 

outside the box 

and work without 

a lot of guidance 

is very important 

to us. 

Chatri Wihma, 

Liseberg 

It is very 

important 

employees have 

service running 

through their 

veins and they 

love working in 

a continuously 

changing 

environment. 

they do from the perspective of a guest.” 

LISEBERG 


49


Q: 

Other than a paycheck, what are 

your employees looking for from 

your company? 

‘‘ 

and work. We’ve spent a lot of money on it, which would have been unthinkable 10 years ago. 

’’ 

Håkon Lund, 

Kongeparken 

Technology companies like Google, with their huge focus on how they recruit and the culture they 

offer, have challenged our business. We have always spent a lot of money and focus on how things 

look “on stage”—the shows, rides, guest experiences, and so on. But we haven’t themed and invested 

in the backstage. It’s been industrial because it needed to serve a purpose. We’re now applying 

that same “on stage” perspective to the backstage. 

For example, two years ago we got one of the most renowned Norwegian architects to draw up 

what we call a “culture house,” which is basically a staff area where people can change, have lunch, 

Julie Piper, 


People are our number-one asset and they are as important as our exhibits. Our staff members 

are looking for interesting work, feeling valued by the company, and good 

core benefits. 

Juliana Delaney, 

Continuum 

Security, career progression, and 

enjoyment are as important as the 

financial transaction. Our unique company 

approach, “staff first—customers 

second,” makes our frontline team the 

most important people in the business. It’s 

everyone else’s job—especially mine—to 

make those roles as easy and effective as 

possible. 

Jürgen Mack, 

Europa-Park 

Our employees can expect fulfillment and satisfaction 

at work. What can make you happier than to 

satisfy guests, bring a smile to a kid’s face, enable 

breathtaking attractions, or trigger enthusiasm? 

Only satisfied employees can make satisfied 

guests and vice versa. Only when 

employees see the results of their work—see that 

the guests enjoy themselves, have fun, and are content—can 

they enjoy their work and be proud of it. 

Chatri Wihma, 

Liseberg 

“Staff have higher demands 

than ever. It is not enough we 

pay them a salary; they want to 

develop and feel like they are 

contributing to the company and 

society. They want to be proud.” 

Elly 

Hilhorst, 

Efteling 

They also find job 

security important, 

along with the 

possibility to develop 

both individually 

and in their careers. 

Education and 

training form an 

important part 

of the Efteling 

calendar, both 

on an individual 

and group 

level. Many 

training courses 

are developed and 

provided in-house, 

giving them a unique 

Efteling flavor 

employees find 

appealing. 

In addition, our 

employees provide 

training to their 

colleagues whenever 

possible. As well as 

enabling them to 

carry out their daily 

tasks, this also allows 

them to discover and 

develop new talents. 

For example, two 

members of staff 

from the Efteling 

Contact Center 

provide French and 

English lessons 

to operational 

employees. It works 

fantastically! 

50 


Armando Velazquez 

Vilchis, 

Fun Central Tecamac 

Good working environment, flexibility 

in schedules (90 percent of our staff 

are still in school), empowerment, 

and recognition by being heard. 

We have a young crowd serving 

youngsters and families alike. Our 

work environment has to be 

attractive and enjoyable so our 

people’s work can be effective. 

They should have fun and enjoy working 

without ever losing the responsibility 

involved in a job or career. 

Most of the people working with us 

are students, so by offering them the 

flexibility in choosing their schedules 

with the leaders in their areas is a big 

plus. We encourage them to make school 

a priority so we have a better workforce. 

Every month we have a “big roundtable” 

involving every one in the 

workforce and discuss better ways to do 

things in every matter. By doing this and 

taking action when needed, they feel 

part of the family and their work is much 

better. 

EUROPA-PARK 

‘‘ 

Employees look for recognition 

Ernest Yale, 

Triotech 

as well as input and 

participation in decisions. They 

also want projects that allow 

them to grow as individuals. 

We find that often this 

means giving them 

an understanding of 

the big picture—of the 

project as whole. 

Sonaal Chopra, 

Timezone 

At Timezone, everyone is 

family. We care about our 

employees. We maintain 

an open-door policy for 

everyone. If they have any 

concern, we are open to talk to 

them about it. We recognize 

and reward good performers 

and give everyone a fair chance 

and equal footing to perform. 

Müge Tolunay, 

Polin 

This generation prefers flexible working 

schedules and a more well-rounded work/ 

life balance. They are confident and ambitious. 

They want to take roles in important positions at the 

beginning of their careers. Many are not afraid to 

seek employment elsewhere if this ambition is not 

met. Feedback and feeling important are also key 

expectations for them. So as HR managers, we have to 

figure out these specialties and organize our working 

environments according to these expectations. 


51


Q: 

‘‘ 

Talent acquisition is becoming a global issue and 

Teresa Merry, 


What HR trends or challenges are you 

facing that will determine the future 

of your business? 

requires innovative approaches to recruitment, as well 

as an openness to developing talent. The organizations 

that prioritize diversity and inclusion as a core value, 

and infuse it into their culture, will reap the benefits of a 

more productive and engaged workforce. 

Performance management is changing 

from the traditional “scorecard” to a focus 

on more frequent one-on-one meetings 

’’ 

“HR needs to have a holistic view of the 

between managers and employees. HR analytics are 

becoming a critical tool in illustrating to organizations 

the ROI and the qualitative value of many HR functions, 

such as recruitment, employee engagement, learning 

and development, employee relations, etc. 

Sonaal Chopra, 

Timezone 

Jon Anderson, 

Knoebels 

Consumer expectations are at an all-time high, 

which carries over to the service industry. Guests 

expect a top-notch experience, which means we must have 

top-notch team members. We are tasked with training and 

inspiring our team to meet those expectations. 

Udo Weisenburger, 

TAA 

Our market is global, with many possibilities to learn, and 

young professionals develop fast to specialize in their fields. 

We want to keep good people and work hard to make their 

work environment and opportunities the best. Better 

pro fessionals create better teams, successful 

projects, and loyal clients. 

organization and its strategies.” 

TIVOLI 

Faye Kee 

Singapore Discovery Centre 

To help attract potential employees, 

we have partnered with 

educational institutions that 

offer relevant courses like 

leisure and hospitality studies 

and put in place student 

attachment programs that 

span between four and six 

months. Such programs are quite 

successful in attracting potential 

employees and showing potential 

employees that there is value in joining 

SDC. We cannot always rely on the 

traditional source of advertising or 

costly recruitment agencies, but must 

constantly innovate and be creative. 

52 


Buddy Wilkes, 

Shipwreck Island 

When you employ teenagers on your staff, there is an ever-increasing possibility 

they will say something on social media, post a photo, or have a photo 

or video of them posted by someone else in situations unbecoming an 

employee. Monitoring and managing employees without violating their rights of free 

speech or expression is tricky. There are some absolutes we handle straight up, but many 

times we can get assistance from lead employees, or young supervisors who are in or very 

near the violator’s peer group, so they are usually the best at conveying the company’s 

concerns and handling the issue. We often follow up based upon the feedback from the lead 

employee who confronted the employee in question. 

Deanna Partridge, 


Over the next five years, we know we must 

maintain strong focus on succession planning 

and leadership development. As baby 

boomers leave the workforce, experienced 

members of management 

must be ready to lead. We must ensure 

successful transitions among leadership positions, 

and that takes years of working together 

to maintain and build teamwork while focusing 

on training, coaching, guiding, and growing. 

‘‘ 

Dorthe Dinesen, 

Tivoli 

In a rising economy and with fewer babies born, businesses will soon be fighting over the 

best employees. Competition is getting harder and we need to be good at attracting the 

best people. Tivoli already has a diverse workforce, but we will need to be even better at 

accommodating different cultures. The coming generations of employees are 

born as digital experts, which will probably change the way we work 

together. Future employees will need more feedback and visible career paths that are 

fairly short term. Businesses will need to invest in employee satisfaction and development. 

Jeff Willy, 

Laserforce 

Chatri Wihma, 

Liseberg 

Competition is growing every year to 

attract the right people. As customer 

expectations increase, recruitment is 

becoming more and more challenging. We 

need to become even more flexible and 

understand service is the key in everything 

we do. Furthermore, we must be conscious 

that we are constantly 

competing in the marketplace 

for the best employees. 

The biggest shift is the increasingly important role of technology in human resources. 

We extensively use messaging apps like Slack, Google Hangout, and 

Skype to communicate at work. Employee scheduling and time tracking is done 

online and supported by mobile apps. And, of course, social media has become an integral 

part of both our recruitment and retention. 

Håkon Lund, 

Kongeparken 

Young people are tied to 

their parents for much 

longer. So, not only might 

you be employing 16-, 17-, 

and 18-year-olds, but you 

suddenly have a couple 

of parents who are also 

“employed” by relationship. 

At least, that’s how they act. 

A couple of years 

back we introduced 

orientation meetings 

for parents and the 

growth in attendance 

has been tremendous. 

We thought we’d just get a 

few parents, but we run them 

a couple of times during the 

season and we get a couple 

hundred each time. Parents 

are immensely interested 

in what their kids are doing, 

how they are treated, and 

what kind of workplace you’re 

offering. We are, for many 

young people, the first gate to 

the grown-up workplace. 

Ryan Elefante, 

Wild Wadi 

We’re encountering 

a younger workforce 

(including management) 

and the accompanying 

skills gap. The 

focus on training to make 

up for this gap, the need to 

engage and retain employees, 

and the more active role that 

HR is playing in the business 

are all trends that are having 

an impact on the industry. 


53

HOSPI 

TALITY 

by Stephanie Janard 


How attractions in the 

United Arab Emirates recruit 

great employees and deliver 

great customer service 

The attractions industry in the United Arab Emirates 

(UAE) may be relatively young, but the guest service 

it delivers is already legendary. That’s not surprising 

for a region rooted in ancient cultural traditions that 

revere the comfort of visitors above all. To that end, 

top attractions in the region deploy some of the most 

comprehensive hospitality training in the world. 

While there’s no shortage of employees to train— 

people from all over the globe are eager to live and 

work in the UAE—top attractions like Yas Waterworld, 

Global Village, and Atlantis, The Palm make sure 

they’re trained to deliver service that can’t be found 

anywhere else. 

OPPOSITE: The dallah (Arabic for coffee pot) is a symbol of hospitality in the UAE. The 

ritual of serving coffee is an important part of social culture throughout the Middle East. 


55

Located in the architectural wonder 

of The Palm Jumeirah, the Atlantis 

resort is every bit as amazing as 

its manmade island surroundings. 

“Our aim is to completely blow 

away our customers and to create 

the greatest experiences they will ever 

have,” affirms Kristina Vaneva, associate 

director of employee marketing at Atlantis, 

The Palm. 

Visually, this is accomplished soon 

after guests enter the resort and walk 

through cavernous aquariums stocked 

with 65,000 marine creatures. The 

resort’s sumptuous hospitality, however, makes just as much of an 

impact, including what Vaneva describes as a most memorable feast. 

“During the holy month of Ramadan, all our guests enjoy the ultimate 

Ramadan experience at our iconic Asateer tent, where glittering 

lights, entertainment, and a wide array of Emirati buffet dishes and 

traditional delicacies are served,” Vaneva says. 

Throughout the feast, traditional music from the oud is played, 

taking guests back to the golden age of Arabian music. The age of 

Arabian hospitality, meanwhile, has clearly continued into the 

present. But what, exactly, distinguishes this hospitality from other 

ways around the world of treating—and perceiving—a guest? 

Vaneva observes that Arabian hospitality refers as much to the 

way Arabs live within their own culture as with other cultures that 

visit them. 

“The kind of hospitality you can look forward to in the Middle 

East—specifically in the UAE—is sincere, openhearted, giving, 

courteous, and respectful,” she describes, adding that travelers 

to the UAE will have all their needs met and their expectations 

exceeded. 

Ron Koipurathu, services coordinator 

at the Global Village attraction 

in Dubai, notes the reverence for the 

guest experience is woven into the 

very fabric of Emirati culture. 

“Welcoming guests is an honored 

Emirati tradition which stems from 

the countries’ rich traditional roots,” 

Koipurathu says. “Emiratis would 

traditionally offer their guests three 

days of food, water, shelter, and protection—no 

questions asked.” 

As a locally grown brand, he continues, 

Global Village lives by those 

traditions. Indeed, guest satisfaction 

is considered so important, a “guest 

journey” mapping tool is used to plot 

all the checkpoints of interaction 

between guests and staff. This enables 

Hospitality in 

the the Middle 

East centers 

on a giving, 

courteous, 

and respectful 

attitude. It is 

an essential 

quality for 

those working 

at attractions 

and resorts in 

the area, like 

Atlantis, The 

Palm. 

ATLANTIS, THE PALM 

When it comes to regionally specific 

hospitality practices 

in the attractions 

industry, it turns 

out there are as many variations 

in the world as there are rides. 

In the Asia-Pacific region, for example, 

hospitality traditions in Malaysia can be very 

different from those in Thailand or mainland China, while 

Singapore is a melting pot in itself. “But the Asian community 

as a whole is extremely hospitable and very 

open to foreigners,” notes Dennis Speigel, president 

of International Theme Park Services. 

Speigel should know. He’s been working 

with China’s theme park industry since its 

earliest beginnings in the 1980s. And back 

then, he says, service in China was more 

reserved. Even an invitation to a colleague’s 

home was rare, if it happened at all. 

Hospitality 

Around the 

World 

Over the past several decades, all that has 

changed. With 65 attractions currently under 

construction or in planning, China’s industry 

is exploding. Accordingly, hospitality training 

is ramping up—including at the prestigious 

Shanghai Jiao Tong University, where Speigel 

recently delivered the keynote address celebrating 

the university’s new theme park curriculum, 

which includes a formal degree. 

“One common denominator I’ve found in my 35 years 

of international business is that everyone, no matter where 

they’re from, wants to have fun,” Speigel observes. “And 

so we work in the greatest industry in the world. We don’t 

pollute the sky or the streams … we put smiles on people’s 

faces.” 

For a worldwide industry, that calls for employees 

around the globe who enjoy working with the public. In 

Latin America, that’s an especially important consideration, 

with an even higher premium placed on attitude than 


the attraction to foresee exactly where 

guests are likely to experience satisfaction 

(or possible grievances), and then 

plan accordingly. 

Global Village has even launched a 

“Happiness Index” similar to one developed 

for the Dubai municipality. While 

the latter index assesses citizen satisfaction 

with public services, the attraction’s 

index helps to keep a constant pulse 

on whether its service is meeting guest 

expectations. 

Industry-Developed Guest 

Service Skills 

Clinton Kalis, human resources manager 

with Farah Leisure Parks Management, 

says advanced guest services skills 

are typically taught inside the region’s 

leading attractions. 

“Keep in mind that while this industry 

is rapidly growing, it is young—and 

required skills are mostly developed 

through professional training and 

knowledge transfer,” says Kalis. 

Farah Leisure has numerous training 

programs to cover the brand’s required 

skills, including leadership training customized 

for different management levels, 

attraction-specific brand training (the 

company’s attractions include Yas Waterworld, 

Ferrari World Abu Dhabi, and 

Cascade Dining) and specialized guest 

service programs that include Arabic language learning courses 

and cultural training. 

Training employees from different countries in the finer 

points of this culture’s reverence for hospitality begins right 

away at Atlantis, The Palm, in the aptly named Arabian Hospitality 

course. Through the course, new employees learn certain 

Arabic “meet and greet” customs, cultural preferences and values, 

and also the history of the UAE and its leadership. 

“Educating our colleagues about the Emirati culture is 

of paramount importance to us as an organization,” Vaneva 

emphasizes. 

Along with that, Atlantis, The Palm has developed a number 

of core training modules that cover a range of service skills, 

plus the core mission and values of its parent company, Kerzner 

International. 

Global Village 

uses a “guest 

journey” tool to 

map interaction 

between guests 

and staff in 

an effort to 

predict where 

visitors will 

have the best 

experiences. 

GLOBAL VILLAGE 

experience. “It is common here to hire people without experience in frontline 

positions. The idea is to get those who have the desired attitudes,” says Daniel 

Catzman, theme park consultant and chair of the IAAPA Latin America Education 

Committee. “Part of my job is to properly train these people; what is much 

harder is to retrain people already in a company that weren’t well trained.” 

Regarding formal training in hospitality and guest service in Latin America, 

much of it is internal. Catzman uses a system that begins with staff recruitment. 

As he points out above, an essential component here is the ability to identify particular 

qualities in applicants that bode well for a career in the attractions industry. 

Catzman says certain inherent aspects of the Latin American culture translate 

to a special brand of customer care. “What distinguishes the Latin American is his 

kindness. This is a great differential and any guest perceives it very quickly,” he 

says. 

Another differentiator: the culture’s famed reverence of family. “If you care for 

your employees as if they were family, it is very possible they will show this care to 

your customers,” Catzman explains. “It is to apply what we do at home at work.” 

His company trains middle and senior management, as well as frontline staff. 

“The goal is excellence in customer service,” he says. On that note, the objectives 

of theme park hospitality appear to be universal. 

“We work in the 

greatest industry in the 

world … We put smiles 

on people’s faces.” 

— Dennis Speigel 

International Theme Park Services 


57

GLOBAL VILLAGE 

Caption 

Global Village 

launched a 

“Happiness 

Index” to study 

where service is 

meeting guest 

expectations 

throughout the 

park. 

“Our team of recruiters travel to 

Eastern and Western Europe, to 

Africa, and all over Asia and meet 

hundreds of potential candidates 

on a monthly basis.” 

Stephanie Janard 

is a frequent 

contributor to 

Funworld. 

Recruit and Train an 

International Workforce 

Koipurathu says the majority of Dubai’s populace is made up of 

more than 200 nationalities, eager to make a living in one of the 

fastest-growing economies in the world. He notes Global Village 

counts more than 90 nationalities within its own staff, and 

while this comes with certain challenges, it also helps Global 

Village understand the perceptions of guests who are visiting 

from all parts of the world. 

As for how employees are recruited into 

the attractions industry, Koipurathu says it 

depends on the company’s business model. 

“Due to the weather limitations we 

experience during the summer, there are 

generally two types of businesses—ones 

that operate seasonally and ones that 

operate year-round,” he explains. “Seasonal 

attractions rely on service providers to 

— Kristina Vaneva, Atlantis, The Palm recruit trained, temporary employees from 

the beginning of the season all the way to 

the end. Attractions that operate the whole year round rely on 

permanent employees.” 

Recruitment at Atlantis is a thorough process, Vaneva says: 

“Our team of recruiters travel to Eastern and Western Europe, to 

Africa, and all over Asia and meet hundreds of potential candidates 

on a monthly basis. We also hire colleagues from Australia, 

and North and South America. In addition to this, we utilize 

social media tools and external recruitment agencies for more 

specialized roles related to marine science, online marketing, 

CRM, sales, PR, and other departments.” 

Farah Leisure goes to similar lengths to find the right talent, 

including using IAAPA resources. “We 

utilize all possible channels such as 

licensed agencies, LinkedIn, and industry 

job boards like IAAPA’s,” explains Kalis, 

adding that these efforts are in addition 

to the brand’s regularly organized career 

days and recruitment trips. 

With such a large pool of candidates 

to choose from, what are the required 

qualities candidates should possess to 

make the grade? It turns out to be a mix 

of traits in demand by attractions around 

the world. 

“They need to be warm and friendly, 

and they need to know how to listen and 

understand the needs of guests to be able 

to resolve any issue in a professional 

manner,” Kalis describes. “Most importantly, 

they need to have fun on the job to 

be able to entertain guests and create an 

environment where they’d want to spend 

the day and come again.” 

Vaneva notes people who work in the 

UAE respect and celebrate diversity, and 

understand the varying needs different 

nationalities have when traveling. These 

needs are met, she says, by employing 

smart, ambitious, knowledgeable, and 

tolerant individuals whose emotional 

intelligence makes the service received 

in the UAE like no other in the world. 

58 


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Tea 

Time 

by Juliana Gilling 

How Merlin’s group 

human resources 

director, Tea Colaianni, 

handles diversity, 

mass hiring, 

and developing a 

leadership team 

WHEN A HEADHUNTER TOLD TEA COLAIANNI six years 

ago that Merlin Entertainments wanted a group human 

resources (HR) director, her first response was, “Who is 

Merlin?” 

Merlin brands like Legoland, Madame Tussauds, Alton 

Towers, and the London Eye might have been instantly 

recognizable to Colaianni and the public, but the parent 

brand had yet to catch up. 

Since 1999, Merlin has morphed from a two-brand 

company (Sea Life and Dungeons) with 1,000 employees 



into the world’s second largest visitor 

attractions operator after Disney. That 

meteoric rise came with growing pains, 

though, so when Colaianni joined Merlin 

in February 2010, she found an HR 

department in “firefighting” mode. 

“There was a lot of work to do,” she 

says with characteristic candor. “Merlin 

had acquired lots of businesses over the 

years, and they kept moving on to the 

next acquisition. The HR team had never 

really spent time integrating all the businesses 

and making everybody feel part of 

the same company. 

“We were very reactive and focused 

on troubleshooting. It was like, ‘We’re 

recruiting someone in Bangkok. Can you 

produce a contract?’ ‘What? Yes, I just 

happen to have a Thai contract in my 

pocket!’” she says, laughing. “It was all so 

last minute. HR wasn’t really part of the 

decision-making process. 

“I like to think that I’ve shaken things 

up since then,” she says, with a mixture 

of pride and mischief in her voice. “Being 

Italian, being a woman, having worked in 

different countries, different companies, 

and different sectors, I brought diversity 

of thought and experience. I brought 

challenge. I have transformed Merlin’s 

HR and, in a broader sense, the business.” 

With Merlin’s Growth Comes 

More HR Challenges 

Colaianni began her career in 

international employment law before 

moving to Britain to take up senior 

HR roles in the telecommunications 

and hospitality industries. She spent 

almost eight years as Hilton Hotels’ vice 

president of human resources for Europe, 

United Kingdom, and Ireland prior to 

joining Merlin. She is now responsible 

for 27,000 employees at 111 attractions, 

12 hotels, and four holiday villages in 23 

countries—and counting. 

The Merlin empire turns over more 

than £1 billion a year and the company’s 

market cap exceeds £3.8 billion. In 2013, 

Merlin floated on the London Stock 

Exchange and the FTSE 100 business 

is expanding. It rolled out seven new 

attractions in 2015: Sea Life Michigan, 

Legoland Discovery Centers in Osaka and 

Istanbul, “The Orlando Eye,” Madame 

Tussauds Orlando and Sea Life Aquarium 

Orlando, and “DreamWorks Tours— 

Shrek’s Adventure!” in London. The same year Legoland 

Florida debuted a 152-room themed hotel and Alton Towers 

opened its Enchanted Village lodges. 

Three Legoland parks are in development in Dubai 

(2016), Japan (2017), and South Korea (2018). Merlin has also 

announced a deal with China Media Capital to develop a Legoland 

in Shanghai as part of its China growth plans. 

“To give you an idea of the scale of the challenge from 

an HR perspective, in the next three to five years we have to 

recruit more than 5,000 employees, mainly in South Korea, 

Japan, China, and North America. It’s unprecedented—it’s 

going to be the biggest organic growth the company has ever 

experienced,” Colaianni says. “It’s a massive challenge, but 

also a massive opportunity.” 

Colaianni credits the growth to the enthusiasm and dedication 

shown by Merlin’s team: “People love what they do—95 

percent of people worldwide say they enjoy working at Merlin. 

But sometimes when people are so proud of what they do and 

have achieved they are very protective of what they have. It 

can take longer to persuade people to change, adapt, and move 

on.” 

‘The Merlin Way’ 

Colaianni rebooted Merlin’s HR team, preparing it to meet 

the demands of an international business. She runs a tight 

ship from Merlin headquarters in the English seaside town 

of Poole, heading a group HR team that includes 15 people. 

A three-director board handles compensation and benefits, 

talent and development, and HR operations and engagement 

at a global level, with small teams reporting to them. Around 

18 HR divisional directors look after local issues such as 

recruitment. 

In addition to 

being honored 

for employee 

satisfaction by 

The Sunday Times 

in Great Britain 

just five years 

after Colaianni 

joined Merlin, 

the company has 

revamped its HR 

team to meet the 

demands of a 

global workforce. 


www.IAAPA.org/FUNWORLD www.IAAPA.org/Funworld | FEBRUARY 2016 | Funworld 

61

She instilled order and clarity, unraveling the Gordian knot 

of terms and conditions left over from acquisitions, and harmonizing 

HR policies and procedures. This enabled greater freedom 

of movement for staff between brands, divisions, countries, 

and disciplines. 

“Before, when you were moving around Merlin, it felt like 

you were coming out of one company and joining another. You 

had to change pension schemes, for example,” she recalls. Colaianni 

wanted to encourage a seamless flow of talent and to highlight 

the “richness of opportunity” available at Merlin. 

Having clear HR processes and policies in place freed time 

for her team to think about adding value to the business. “Our 

HR strategy is now totally aligned with what the group is trying 

to do,” she says. 

Colaianni wanted people to 

coalesce around a set of shared values, 

known as “The Merlin Way.” 

“I didn’t create those values— 

they were already there,” she says. 

“I articulated them in a way that 

resonates with our 27,000 employees. 

‘The Merlin Way’ is our DNA. 

It’s what you see when you interact 

with us as an employee, a partner, 

a supplier, or a customer.” 

Colaianni says she’s the custodian 

of Merlin’s identity, making 

sure “The Merlin Way” is present 

in everything the company does. It’s a small but telling example 

that she quickly changed the wording in employee surveys: 

“Wherever it said, ‘the company,’ we replaced it with ‘Merlin.’ 

‘Are you proud to work for Merlin? Do you enjoy working at 

Merlin?’ I wanted people to feel they were part of not just Legoland 

Billund or Madame Tussauds New York, but a much bigger 

organization.” 

The rise in employee engagement scores suggests initiatives 

like “The Merlin Way” are working. “It’s gone up to 90 percent 

this year, which is remarkable if you think about what a tough 

year this has been for us,” she says. 

The crowning achievement came when Merlin entered The 

Sunday Times’ “25 Best Big Companies to Work For 2015” list in 

15th place. “That was my proudest moment,” she says. “I’m hoping 

we stay there!” 

The Tenets of 

‘The Merlin Way’ 

We love what we do. 

We care. 

We are innovative and fast moving. 

We do what we say. 

We make every £, $, and € count. 

We take ownership. 

And we do it all for the love of fun! 

Contributing Editor 

Juliana Gilling covers 

the EMEA attractions 

industry for 

Funworld. Contact 

her at julianagilling@ 

gmail.com. 

A Champion of Diversity 

That recognition underpins Merlin’s ambition to be the best 

company to work for in the industry. “It’s all about creating the 

kind of environment where people can say, ‘I want to stay. I can 

grow. I’m valued. I’m looked after. I can have a career for life at 

Merlin. I don’t need to go anywhere else because there are so 

many opportunities here,’” says Colaianni. 

Her commitment to spotting, developing, and keeping great 

people is reflected in her passion for promoting gender diversity. 

She is actively trying to improve gender balance through the 

Women@Merlin network, which is designed to nurture female 

talent. “We need to make sure we’ve got a 

talent pipeline and we make a conscious 

effort to promote those women who are 

ready to be promoted,” she says. Worldwide 

programs have included webinars 

with inspirational role models and workshops 

on topics from building confidence 

to management skills. 

Despite some success, Colaianni 

wants to see “everybody championing 

diversity—that’s the step change 

needed.” She introduced training to combat 

unconscious bias. She requires search 

companies produce diverse shortlists for 

recruitment purposes. In addition, she 

wants to see women on every interview 

panel and interview questions changed 

to avoid gender bias. 

Colaianni has been equally rigorous 

in her efforts to strengthen Merlin’s 

senior team. “When I joined, the leadership 

team had been in place for a long 

time. Now we’ve got a very different leadership 

team,” she says. “I have made no 

compromises. We have brought in exceptional 

talent from inside and outside the 

organization. We need the best people to 

support accelerated business growth.” 

Colaianni hasn’t flinched from 

turning a critical eye on herself, either: 

“I couldn’t ask everybody to go through 

an executive leadership program without 

doing it too.” She calls it a “pivotal 

moment.” The feedback prompted her 

to shift from an operational focus to 

a strategic one. “I’m grateful to Nick 

[Varney], my CEO, and the executive 

board who pushed me to get out of 

my comfort zone and adopt a broader 

business outlook,” she says. It led to 

her involvement with organizations 

including Women 1st, the Prince’s 

Trust, and the Poundland board. “It’s 

good for me professionally and it’s 

good for Merlin because I bring new 

experiences, connections, and awareness 

into company discussions,” she says. 

Such exchanges might influence 

future employee reward programs, or 

investments in digital technologies to 

compete in the modern jobs market. 

“My continuing challenge is to make 

sure we don’t look backwards,” Colaianni 

says, “but to look at how we will operate 

in 2020 and beyond.” 

62 


Insuring fun and games for 75 years. 

hwins.com


How lessons from 

lifeguard training can 

help all staff members 

keep their heads in 

the safety game 

Caption 

FOCUS 

FACTOR 

by James Careless 

REPETITION IN A JOB CAN BE DETRIMENTAL 

to employee performance and customer well being. 

Managers try their best to keep all staff focused; 

however, some jobs require more attenion than 

others: “Because of the trust we must put in our 

water safety staff, lifeguarding is the area most 

operators feel they must combat that repetitive 

feeling,” says Sasha Mateer, general manager of Deep 

River Waterpark in Crown Point, Indiana. 

The methods water parks use to keep lifeguards 

focused can be applied to many positions in the 

attraction industry. Here’s how they do it. 


65

SILVER DOLLAR CITY’S WHITE WATER 

To maintain 

focus, staff 

members doing 

any job should 

change body 

position every 

five minutes. 

It Starts with Training 

The first step in keeping lifeguards focused is proper 

training—both through certification before they go to work 

and in-park training afterward. Such training is provided by 

experts: experienced water park managers, the American Red 

Cross, and aquatic safety and risk management consultants 

like Ellis & Associates. 

“The key is to teach vigilance,” says Richard A. Carroll 

(RAC), SVP and COO of Ellis 

& Associates. “It is also 

“we show the lifeguards vital to teach lifeguards 

different scanning 

to act when in doubt. Our 

pattern combinations, 

motto is, ‘If you don’t 

so their heads are not 

know, go!”’ 

moving the same way 

“Our lifeguards are 

for the time they are at trained each year by Ellis 

the position.” 

& Associates’ certified 

— Taylor Chamberlain, instructors,” says Taylor 

Silver Dollar City’s White Water Chamberlain, aquatics 

supervisor at Silver Dollar 

City’s White Water in Branson, 

Missouri. “The first thing 

we teach is how to scan the water. While scanning can be 

repetitive, we show the lifeguards different scanning pattern 

combinations, so their heads are not moving the same way 

for the time they are at the position.” 

Testing should continue after the job starts. “From the 

minute they start initial training all the way to the end of the 

season, the guards are always being tested—and they know 

that,” says Mateer. 

One way the American Red Cross tests lifeguard vigi- 

lance is by throwing a red plastic ball 

into the lazy river. “The guards have to 

blow their whistles as soon as they see 

it,” says Matthew Haynes, the American 

Red Cross’ aquatic product manager. 

“This helps keep them visually focused 

and attentive.” 

The same rules apply for other positions. 

After initial instruction, it makes 

sense to give ride operators refresher 

training on an ongoing basis, just to 

remind them of what’s important and 

what they were hired to do. 

The Three Keys to 

Maintaining Focus 

“Have you ever sat at your desk and 

stared at a spreadsheet?” says Carroll. 

“If you have, then you know that half an 

hour’s worth of scanning the screen is 

about all you can take before you need a 

change. The same is true for lifeguards: 

To keep them scanning the pool at peak 

performance, they need to change what 

they are doing every half hour.” 

This is called the Rotational Response 

to Repetitiveness. “The idea is to get your 

lifeguards spending 30 minutes doing 

active scanning, and then spending the 

next half hour doing something that 

doesn’t require scanning,” says Haynes. 

66 


“This gives their brains a 

“There is a direct, proven 

break, and keeps them 

link between a lifeguard 

from getting fatigued 

knowing they are being 

and easily distracted.” 

supervised and the quality 

The next key: When 

of their focus on the pool.” lifeguards do return to 

poolside duty, they go 

— Richard A. Carroll (RAC), Ellis & Associates 

to different positions— 

again, to introduce some 

newness into the experience. 

“We recommend that lifeguards switch up their body 

positions and views every five minutes during their half-hour 

scanning shifts, to stay fresh and alert,” Carroll says. 

“Having lifeguards frequently alter their position between 

sitting, standing, or walking a few steps to either side of their 

post keeps the blood moving,” says Bryan Fish, operations 

director at Yas Waterworld in Abu Dhabi. “Think about a public 

speaker or stand-up comedian; rarely, if ever, do you see them 

sit or stand still for long periods of time. They need their minds 

sharp.” 

Similarly, even moving staff from one point-of-sale station 

to another or from the fryer to the counter can make a difference. 

Rotating staff through repetitive positions such as ticketing, 

food sales, and litter pickup makes shifts more interesting, 

improving employee morale and thus the likelihood for better 

performance. 

Making sure lifeguards drink enough water daily and take 

breaks is the third key. “Dehydration is a 

major cause of losing focus,” says Sandie 

Greiner, general manager of Sun Splash 

Family Waterpark in Cape Coral, Florida. 

“We actually require them to purchase 

a 64-ounce insulated mug to have water 

readily available. They are also required 

to get a 35-minute break every three 

hours, away from the public.” 

Water breaks aren’t just for lifeguards, 

who spend much of the day in the sun. 

“The environment in which tasks are 

being conducted can greatly affect how 

sustainable the task is over a period of 

time,” notes Fish. “If possible, be flexible 

in positioning; adjusting the position 

throughout the day or throughout the 

year as the temperature and location of 

the sun changes.” 

Supervision Matters 

The lifeguarding advice above applies 

to all positions where repetitiveness can 

blunt an employee’s attentiveness and 

job performance. So does this advice: 

“Lifeguards need to see supervisors 

monitoring their actions on an ongoing 

C 

M 

Y 

CM 

MY 

CY 

CMY 

K 

68 


asis,” says Carroll. “There is a direct, 

proven link between a lifeguard knowing 

they are being supervised and the quality 

of their focus on the pool.” 

“Lifeguards should always feel they 

are being held accountable for their 

performance, whether they see their 

supervisors or not,” says Fish. Deep River 

Waterparks’ Mateer agrees. “When I first 

started as our water safety supervisor, I 

always joked I would put cardboard cut 

outs of me throughout the park,” she says, 

“because whenever I became visible, my 

employees became perfect.” 

Supervision also extends to a water 

park’s supervisors. This is why the American 

Red Cross and Ellis & Associates 

offer on-site audits, where anonymous 

evaluators track and report the performance 

of staff without their knowledge. 

At the same time, if a lifeguard “ever 

feels as if they are losing focus, or are not 

in the zone, I’d much rather have them 

tell me this so we can get them off the 

stand,” says Mateer. 

Lifeguards also need to be treated as 

human beings, which is why Sun Splash 

DEEP RIVER WATERPARK 

lets them use the pools and slides on their breaks. “This is their 

unwinding time,” says Greiner. “If they are hot before their 

break time, someone will take their spot so that they can break 

before their time.” 

So here’s the bottom line: To keep staff focused while doing 

repetitive jobs, managers need to break up routine and switch 

up the repetition. It really can be as simple as that. 

Staff rotation 

is a good way 

to ensure 

attentiveness 

at all repetitive 

jobs, including 

dispatching riders 

on water slides. 

James Careless 

covers the water 

park industry for 

Funworld. 


69

BUSINESS RESOURCES | RECRUITMENT 

Attractions are using a mix of 

traditional and active interview 

techniques to get the full scope of 

an employee’s personality and skill 

under pressure. 

Employees Wanted 

When it comes to filling seasonal positions, 

attractions take novel approaches to hiring 

by Jodi Helmer 

Jodi Helmer 

is a frequent 


Funworld. 

THE INTERVIEW PROCESS gives managers a chance to meet 

prospective hires and assess their potential. In a traditional 

interview scenario, hiring managers meet with candidates for a 

one-on-one, question-and-answer session. At some attractions, 

the interview process is anything but traditional. 

Instead of asking candidates a series of predictable questions, 

managers have started scheduling group interviews or 

video chats and leading potential new hires through games and 

role-playing scenarios. 

“A typical question-and-answer interview doesn’t give you 

the best sense of what the candidate is like,” explains David 

Gray, human resources manager for Lagoon Park in Farmington, 

Utah. “You get a more intuitive sense of a [candidate’s] personality 

with some of these non-traditional interview scenarios.” 

Step Outside the Box 

The reasons for rethinking the interview process are as varied 

as the techniques attractions use to replace question-andanswer 

sessions. 

At Frontier City, Human Resources Manager Tony Sanders 

believes the more formal nature of a traditional interview 

doesn’t reflect the fun, energetic roles 

staff are hired for in the Oklahoma City, 

Oklahoma-based park. 

“[Interactive interviews] help build 

the excitement before they’re offered a 

job and set the example of how we want 

staff to act when they’re out in the park,” 

Sanders notes. 

The park introduced group interviewing 

in 2013 and believes the interactive 

sessions help hiring managers make 

smarter hiring decisions. But there is 

another reason to embrace alternative 

interview techniques, according to Sanders: 

Prospective hires expect traditional 

question-and-answer sessions and are 

often too prepared for their interviews. 

“Candidates might give great answers 

in their interviews, but that doesn’t necessarily 

reflect their true personalities,” 

he says. “A lot of people rehearse their 

answers because they know what kinds 

of questions to expect.” 

Meeting candidates one-on-one is also 

time consuming. Gray encourages hiring 

managers at Lagoon Park to schedule 

group interviews to cut down on countless 

hours spent hiring 3,000 seasonal 

employees individually. 

“With mass seasonal hiring, we need 

to be more efficient,” he says. 

Set the Scene 

To get an immediate read on how 

candidates will interact with guests and 

handle situations that arise on the job, 

Enchanted Forest in Turner, Oregon, uses 

the interview process as a test. 

During interviews, candidates are 

presented with two scenarios and asked 

to respond. For example, the interviewer 

might pretend to be a guest smoking in 

the park; the candidate must approach 

the faux rule breaker about extinguishing 

the cigarette and proceeding to a designated 

smoking area. 


The exercise allows interviewers to 

observe friendliness, professionalism, 

problem-solving skills, and willingness 

to engage in an uncomfortable situation to 

uphold park policies. 

“We take common park problems and 

turn them into interview scenarios,” 

explains Human Resources Manager 

Jamie Hansberry. “It gives us a chance to 

see how interviewees are going to interact 

with guests.” 

Although role-playing exercises take 

longer than traditional question-andanswer 

sessions, Hansberry believes 

the interviews can still be efficient. At 

Enchanted Forest, each candidate is presented 

with two scenarios, and interviews 

last about 30 minutes. For some candidates, 

the process is awkward. To make 

them feel more at ease, hiring managers 

tell them what to expect in advance and 

give them time to review park policies 

before the interview begins. 

“We give them a lot of knowledge during 

the application and interview process 

and let them know what’s expected,” 

Hansberry says. “It’s a training exercise as 

well as an interview.” 

During the interview, hiring managers 

use a scale of 1-10 to rate candidates on 

their performance. A score of 8.5 or above 

is an automatic hire; candidates with 

lower scores might be offered temporary 

employment to allow managers more time 

to evaluate their on-the-job performance. 

“We’ve gotten good results using these 

scenarios,” says Hansberry. 

Gather the Whole Gang 

At Frontier City, interviewees participate 

in interactive games in a group setting. 

The park brings in up to 20 candidates 

at a time for two-hour interviews that 

incorporate icebreakers, charades, and 

games. While candidates have fun and get 

to know each other, interviewers assess 

their enthusiasm, leadership potential, 

and ability to interact with strangers. 

“In all of our roles, we want enthusiastic, 

fun, outgoing people,” Sanders 

says. “[A nontraditional interview] gives 

us a chance to see how candidates react 

to each other and off-the-cuff things that 

come up during the games.” 

Interviewers rank candidates on a scale of 1-3 based on their enthusiasm, friendliness, 

skills, creativity, and professionalism. To get an offer, candidates need scores of 

2 or 3 in all categories. But Sanders is open to hiring candidates with less-than-perfect 

scores. 

“We know the group interviews affect those who are more reserved, and we don’t 

want to lose good applicants because of the process,” he says. 

If prospective hires are shy but demonstrate a strong work ethic, Sanders looks for 

opportunities to use their skills in behind-the-scenes roles like landscaping or maintenance, 

where skills (and a willingness to learn) are more important than a rah-rah 

attitude. 

At Lagoon Park, most interviews are still one-on-one, but Gray hopes that will 

change: “It’s the future of the industry.” 

Smile for the Camera 

Taking advantage of technology could also make seasonal hiring more efficient. 

More than 45 percent of hiring managers and recruiters use video interviewing as 

part of the hiring process, according to a 2015 survey by GreenJobInterview, a hiring 

technology company. Web-based services like Skype and Google Hangouts offer operators 

a chance to connect with college students or international candidates who are 

unable to attend on-site interviews. Lagoon Park hired 30 international employees in 

2015 and some of the interviews were conducted over Skype. 

LAGOON PARK 

“A typical questionand-answer 

interview 

doesn’t give you the 

best sense of what the 

candidate is like.” 

—David Gray, Lagoon Park 

Traditional Is Still on Trend 

While video interviewing is easier than ever, there are drawbacks. “It’s not a substitute 

for a face-to-face connection,” says Gray. 

Tried-and-true methods often win out over group interviews or role-playing scenarios. 

Hansberry believes the back and forth of a traditional interview can uncover 

important information about candidates. She wishes, for example, the process at 

Enchanted Forest included questions that revealed more about the candidates, such as 

favorite school subjects or biggest weaknesses. 

Unlike group interviews or role-playing scenarios, one-on-one interviews give 

hiring managers a chance to learn more about candidates and match their skills and 

personalities to open positions. During a question-and-answer, it might become apparent 

that a candidate interested in working behind the scenes might be better suited to a 

position with more guest interaction. 

“You have to be intuitive to that and use the interview to determine their skill set— 

and that’s easier to do in a one-on-one interview,” Gray says. “I understand why people 

would be hesitant to move away from [traditional interviews]. At the end of the day, 

our business is all about face-to-face interaction.” 


| Funworld 

71

BUSINESS RESOURCES | HUMAN RESOURCES 

The Problem with 

Presenteeism 

Attractions can benefit 

when employees don’t 

show up for work 

CALAWAY PARK 

by Jodi Helmer 

FACILITIES DEPEND ON STAFF showing up for 

scheduled shifts to keep rides operating, games 

running, and popcorn popping. But what happens 

when a staff member comes to work sick or injured? 

A lifeguard with a pulled shoulder muscle might be 

unable to perform her duties, putting guests at risk; 

a concessions worker with the flu could pass along 

the virus to guests and coworkers. This practice of 

showing up for work while ill or injured is called 

“presenteeism.” 

The opposite of absenteeism, presenteeism leads 

to diminished productivity, poor performance, and 

potentially serious safety concerns—and it’s a significant 

problem. 

In one survey, global information services company 

Wolters Kluwer found 38 percent of employers 

reported problems with presenteeism; up to 87 percent 

of the employees who showed up to work were 

suffering from short-term illnesses like cold or flu. 

“There are certain types of jobs where you have a 

responsibility to stay home until you’re feeling better,” 

explains Debra Lerner Ph.D., program director 

of the program on health, work, and productivity 

at Tufts University School of 

Medicine in Boston. “It’s an 

issue from an employer perspective 

because employees 

are expected to be able to function 

on the job; it’s an issue for 

employees because most people 

want and need to work.” 

Perhaps surprisingly, presenteeism 

seems to be a much 

bigger—and costlier—issue than absenteeism. 

Researchers at Tufts-New England Medical Center 

found employees who came to work sick with allergies, 

headaches, lower-back pain, colds, or other 

illnesses cost Lockheed Martin—a company with a 

staff of more than 126,000—$34 million in one year. 

“There is increased recognition that the cost of 

poor health or minor health problems can be great at 

the company level,” Lerner adds. “The cost of having 

“There’s no sense being 

at work if you’re not 

feeling well. It’s not going 

to be a good experience 

for our guests if staff 

members aren’t their 

usual bubbly selves.” 

—Bob Williams, Calaway Park 

an employee coming into work may be a lot higher 

than having them staying home.” 

Unlike absenteeism, which is obvious because 

team members call in sick or don’t show up for their 

shifts, presenteeism often goes undetected. It can be 

difficult to determine how much illness or medical 

issues impact performance. 

Understand the Issue 

During training, 800 seasonal staff members at Calaway 

Park in Calgary, Alberta, Canada, are educated on 

sick leave policies and encouraged to call their managers 

to report an absence if they are injured or ill. 

“Service is our competitive 

advantage,” says General Manager 

Bob Williams. “There’s no sense 

being at work if you’re not feeling 

well. It’s not going to be a good 

experience for our guests if staff 

members aren’t their usual bubbly 

selves.” 

Although there is the potential 

for illnesses and injuries to hinder 

their productivity or put coworkers and guests at 

risk, employees often show up for work due to concerns 

over lost wages or fear of disciplinary action, 

including job loss. According to the Wolters Kluwer 

survey, the fear of being disciplined led 49 percent of 

employees to show up for work despite being ill. 

“Managers need to be well trained about how to 

recognize when someone on the front lines is ill and 

how to deal with it,” Lerner says. “When people are 

Attractions rely 

on staff to be 

engaging and 

perky. Illness can 

dull their ability to 

perform at their 

best and could 

be a detriment to 

customer service. 

Jodi Helmer 

is a frequent 


Funworld. 


genuinely sick, they need the opportunity 

to get well and get back to work. It’s 

important not to penalize people.” 

According to the Wolters Kluwer 

survey, 54 percent of employers send 

sick employees home; 40 percent educate 

employees on the importance of calling 

in sick; and 34 percent foster a workplace 

culture that discourages employees from 

coming to work sick. In Calgary, Calaway 

Park embraces all three approaches to 

prevent presenteeism. “We’re all about 

accountability and responsibility,” Williams 

says. “If a guest needs help, we help 

them. We do the same for our employees.” 

Williams acknowledges the short 

operating season—Calaway Park is open 

for just 101 days—might compel employees 

to show up for their shifts to avoid 

missing a paycheck. To deter presenteeism, 

managers are encouraged to remind 

team members that recouping at home 

could help them heal faster while powering 

through the pain could make their illnesses 

or injuries worse, causing them to 

miss several shifts. To that end, employees 

are not reprimanded for calling in sick (providing they aren’t taking advantage of 

the policy). 

In some U.S. cities and states, including San Francisco; Seattle; Portland, Oregon; 

Connecticut; and Washington, D.C., attractions are required to offer paid sick leave 

to permanent full-time staff as well as part-time seasonal workers. This paid time 

off could help cut down on presenteeism, according to Alex M. Susskind, associate 

professor of food and beverage management at Cornell University’s School of Hotel 

Administration. 

In the absence of paid time off, Susskind believes allowing employees to swap 

shifts could help prevent presenteeism. Instead of missing work (and a paycheck), 

employees can postpone their shifts until they are feeling better. 

“It’s a no-cost option to employers that also benefits employees,” he says. “Giving 

employees the opportunity to recuperate without losing a shift is a small gesture that 

will go a long way to building goodwill.” 

Boosting morale could actually help prevent presenteeism. The Wolters Kluwer 

study found 52 percent of companies with low morale had greater numbers of workers 

showing up for work sick or injured. In contrast, the rate of presenteeism was just 31 

percent at companies with good morale. 

“People get sick,” Lerner says. “Employers need to create a culture that encourages 

them to get the care they need, get better, and then get back to work.” 

At Calaway Park, Williams empowers employees to use their best judgment about 

whether to come to work; employees who are injured or fall ill at work are encouraged 

to see the on-site medical team for a diagnosis and go home to recuperate if needed. 

“You have to make a judgment call,” he says. “It’s important to us that people 

look after themselves; it’s part of our culture, our value system, to take care of our 

employees.” 


73

BUSINESS RESOURCES | OPERATIONS 

GAME TIME 

Group similar games together into 

islands to promote clear visibility 

and easy traffic flow. 

Owners and operators need to overcome 

this mental barrier of holding on 

to the junkers just because they light 

up every morning, he stresses: “A lot of 

times, there’s equipment that shouldn’t 

be out there, and the good stuff gets lost 

in the crowd.” 

Beyond putting the old games out to 

pasture, FECs must be on a constant hunt 

for the best (but not necessarily newest) 

machines on the market. Every day, 

Abecassis reviews reports and conducts 

Internet research to see what will fit into 

his mix. 

A Solid Game Plan 

7 ways to improve arcade room performance 

by Mike Bederka 

Contact Contributing 

Editor Mike Bederka 

at michaelbederka@ 

gmail.com 

WHILE A FEW EXCEPTIONS EXIST, a family entertainment 

center’s game room doesn’t usually get top billing as a way to 

draw new customers. That distinction now typically falls to 

laser tag, bowling, go-karts, or another anchor attraction. 

“However, the arcade will take more money out of their 

pockets when they’re there—if it’s done right,” says Dave 

Sexton, director of FEC development for Betson Enterprises, 

headquartered in Carlstadt, New Jersey. “If you’re making a first 

impression, you have to be spot on. You have to give them an 

experience that makes them want to come back.” 

Sexton and Mike Abecassis, CEO of Miami, Florida-based 

General Vending and GameTime, share seven ways to make the 

game room shine. 

1. Constant Reinvestment 

Have you ever rented a car with 150,000 miles on it? Probably 

not, and neither has Abecassis, who believes this is an apt 

comparison in the FEC world. Without routine reinvestment in 

games, facilities will likely fall victim to “self-inflicted wounds.” 

“There are still people with ‘Lethal Enforcers’ on their 

floor from 1992,” he notes. “They say, ‘It still works and makes 

money,’ but it earns nothing compared to what they could with 

other games.” 

2. Lay of the Land 

If the facility already features a nice, 

open feel, don’t create walls of games, 

Sexton says. “You shouldn’t just stick 

them in there.” 

A packed-like-sardines setup creates 

a claustrophobic feel in the arcade, and it 

might make adult guests uncomfortable if 

they can’t see their children at all times 

due to obstructed views—a situation that 

could lead to an early exit. 

Sexton recommends breaking up the 

large islands of games into sets of two, as 

well as angling them to improve sightlines. 

As a general rule of thumb, FECs 

should plan for roughly 60 square feet 

per game (up from the standard 50 square 

feet in the past). 

He also recommends facilities be 

logical with where they place their 

machines, grouping them by type or target 

demo. Case in point of a bad arrangement: 

Sexton recently visited a venue 

that had an adrenaline-fueled boxing 

game right next to “Grand Piano Keys.” 

“You have guys drinking beers and 

using bad language, trying to pound the 

heck out of that thing, by a mom and 

daughter playing the piano,” he says, 

adding that locating video games near 

the front of the house usually helps to 

increase spending on those machines. 

“Once they start on the redemption, it’s 


hard to get them to go back to video. 

They’re in a mode, and they want to win 

tickets or points.” 

3. Play the Percentages 

FECs shouldn’t have the same payout 

percentages across the board, Abecassis 

says. He separates these machines into 

two types: interactive and instant. 

In the former, he classifies equipment 

like basketball shooters, Skee-Ball, stompers, 

“Harpoon Lagoon,” and “Subway 

Surfers.” “Anything that has a game 

value, I will pay you less a percentage,” 

says Abecassis, who aims for 18 to 24 

percent here. 

For the latter, he looks at games like 

“Big Bass Wheel” and “Cyclone,” upping 

the number to between 33 and 40 percent. 

“Guests are playing to hit the jackpot,” 

Abecassis says. “It’s swipe your card, hit 

the button, and game over. The value is 

what guests are earning.” 

4. Keep Machines Maintained 

There’s one absolute truth in the game 

room: A broken machine earns no money. 

Therefore, facilities with more than 30 

or 40 games should consider hiring a 

dedicated tech to handle any problems, 

Sexton advises. FECs also must ensure 

everything runs smoothly before the 

primetime rush. 

“Monday through Thursday in our 

business is practice,” he says. “That’s 

when all the maintenance gets done.” 

If an FEC realizes a crucial part must 

be ordered on Friday afternoon, a game 

could be down for the whole weekend, 

resulting in a significant loss of revenue 

on a popular machine. 

“There are only 52 weekends in a 

year,” Sexton says. “You need to be at 100 

percent for them.” 

5. Keep It Clean and Full 

Games don’t just have to be in working 

order. They need to be spotless, as well. 

Grimy-looking machines covered in dust 

or with wads of gum stuck to the sides 

won’t help to sell the product, Sexton 

says. That means a little polish should 

be among the items on the maintenance 

checklist. 

5 Game Room Promotions 

National Arcade Day won’t likely make the calendar for 2016, but that doesn’t 

mean FECs can’t create other effective promotions. Mike Abecassis of General 

Vending and GameTime offers these five ideas to grow game room revenue. 

1. Match Play Tuesday. Take a typical dead day and, from 7-11 p.m., match a food 

purchase with free game play. For example, if a guest spends $10 on a burger 

and drink, she earns 40 game credits on the house. 

2. Game Tournament. During halftime of an NBA game, start a competition on 

the basketball shooters where the winner has his tab covered by the facility. 

3. Discounted Time Play. Guests pay just $10 and get five hours of game play on 

a slower night. (Just make sure to disable the ticket/credit payout.) 

4. Siblings Day. A customer purchases a one-time play card (minimum of an 

hour) and his or her sibling receives an hour game card for free. 

5. Battle of the Bands. Host a “Guitar Hero” or “Dance Dance Revolution” 

challenge. The high score wins a prize from the redemption counter. 

Empty walls and bins in the redemption center also won’t 

entice customers to keep swiping, he says. Overwhelm them 

with choices here, as well as strategically place prizes all over 

the game room, “so they see what they’re playing for.” 

6. Stop Theft 

However much money comes into the machines, there’s a 

chance a meaningful percentage goes out the back door through 

employee theft. 

For example, staff members can be taking all the recycled 

game cards, consolidating the credits onto one piece of plastic, 

and then renting it out, Abecassis says. Or, they could make a 

card for a friend to play “BarBerCut Lite” for 10 minutes and 

void the transaction after he finishes with a prize in hand. 

“People never do what’s expected,” he says. “They do what’s 

inspected. On a regular basis, I empower my managers to prove 

to crewmembers that we’re monitoring them. We bring a heightened 

awareness that we’re looking at transaction receipts.” 

7. Still Room for Video 

Many conversations have swirled around the death of video 

games in light of competition from the home market, but Sexton 

believes they can be reintroduced effectively. He points to the 

recent success of “Jurassic Park Arcade,” which became the top 

earner at one facility he works with. 

“‘Jurassic World’ was the number-one movie in the world, 

and this game appeals to all ages,” Sexton says. “If you paint 

with a broad brush, it will collect revenue.” 

For a sample breakdown of game room mix, he suggests 

roughly 70 to 75 percent redemption, 5 to 10 percent merchandiser, 

and the remainder video. 

“I’m not saying that driving games are back at the top of the 

collection,” Sexton explains, “but we’re certainly trying to do 

things in a smarter way—and it’s paying off.” 

For more info on this 

topic, check out “Top 

10 Low-Cost Game 

Room Ideas to Drive 

Up Your Revenue,” an 

IAAPA Webinar On 

Demand presented by 

Dave Sexton and Mike 

Abecassis at www. 

IAAPA.org/webinars. 


| Funworld 

75

SPECIAL REPORT | TRAINING 

How New Attractions 

Plan Employee Training 

by Shaun 

McKeogh 

DURING THE PAST 12 MONTHS I have experienced an exceptionally busy travel and project schedule opening 

and assisting new attractions. It is always humbling to be part of a fresh, enthusiastic, and passionate team of 

experienced operators in each of these projects. The starting point for planning the employee-training program 

at these new attractions has frequently been characterized by dreaming big. The most critical discussion occurs 

at the beginning of the training planning process. We sit down to brainstorm and start defining what we want 

the guest experience to be and feel like. From this conversation, a business can start planning to position human 

resources and training programs to support delivery of that desired experience. 

Here we’ll look at how a few new attractions are ramping up training programs and the vital steps to 

creating an employee-training program from scratch. 

Shaun McKeogh 

ICAE is vice 

president at 

Management 

Resources and head 

of their International 

Training Academy 

(ITA). 

Training Needs Analysis 

Training needs analysis happens 

periodically at operating attractions; 

this also needs to take place early 

in the planning process for new 

attractions. To be effective for a new 

attraction, the analysis must include: 

• An understanding of the specific 

attractions and the mechanics of the 

facility 

• Staffing numbers 

• Sales requirements 

• Target market 

• Staff expectations 

• Marketing and branding messages 

• Recruitment plans 

The following types of training plans can then be 

formed based on effective analysis: 

• Safety and compliance 

• Certification 

• Skills development 

• Ride operation 

• Staff induction 

• Leadership induction 

• Cross-training and multi-skill training 

• Professional development 

• Succession planning 

The proposed training plan evolves from these 

points and should identify the number of days 

required for induction and the on-site training 

process. The proposed plan can then be used to 

determine how far in advance of 

opening each new recruit needs to be 

inducted. 

Leadership Induction 

Program 

The highest level of administration 

needs a solid plan too. 

Over in Dubai, I spent a number 

of weeks with an enthusiastic team of 

attraction leaders both planning and delivering 

a new leaders induction program. Meraas Leisure 

and Entertainment committed to developing a 

strong leadership team prior to the opening of its 

new indoor high-tech theme park. The company’s 

leadership induction program took place over 

four weeks and focused on assessment projects 

that helped leaders apply strategies learned to the 

development of their new team. Topics covered in 

the program included train-the-trainer, leadership 

foundations, managing for service excellence, and 

bringing the marketing message and vision to life. 

Strategic planning and facilitation of a leadership 

induction program achieves the following: 

• Puts all the leadership team on the same page 

• Creates a shared understanding of the vision, 

mission, and values of the business and how 

this should be practiced and managed by the 

leadership team 

• Builds the skills and capacity of the team 

• Serves as a team-building event 

• Communicates that the leadership team and 

its responsibilities are valued 

• Develops a strong focused leadership team 


A capable, confident, and focused 

leadership team was created at Meraas 

through this program. It equipped the 

new management team to build a strong 

workplace culture that supports the 

company’s brand. 

• The training of service skills requires a combination 

of both on-the-job and off-the-job development 

opportunities 

• Training should be supported by employee 

recognition programs that reinforce essential 

expectations 

Planning and Training for 

Service Delivery by Design 

It is exciting to see a specific area 

of Southeast Asia doing the right 

planning, training, and hard work 

to identify how their attractions can 

improve the service experience. They 

are equipping managers with the 

knowledge, tools, and expectations to 

manage their teams. Vinpearl Land in 

Vietnam launched such an employeetraining 

program across its entire 

network of attractions. We learn from 

them that: 

• Successful training of service 

strategies should include 

equipping both managers and 

team members with the skills, 

tools, and processes needed 

Similarly, Somewhereland, an interactive edutainment 

experience based in Ho Chi Minh City, Vietnam, is currently 

focused on creating a service-training program that 

sticks with staff beyond the classroom. The company places 

great emphasis on preparing employees to deliver a service 

experience by design. Service delivery is never left to 

chance, thanks to training that has the following qualities: 

• Planned and budgeted 

• Supports both managers and team members 

• Considers adult learning principles 

• Documents plans, attendance, and assessments 

• Prepares trainers 

• Innovates and inspires 

• Is reinforced on the job 

• Increases job expectations 

There certainly is so much we can learn from the best 

practice training programs being planned and delivered in 

attractions around the world. 

Clockwise from top 

right: Training-the- 

Trainer program 

at Vinpearl Land, 

leadership training 

at Meraas Leisure 

& Entertainment, 

IAAPA Institute for 

Attractions Managers 

at Somewhereland, 

workshops at Global 

Rich Group. 

PHOTOS: SHAUN MCKEOGH 


77

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TIM’S TURN 

by Tim O’Brien 

What’s the Harm 

in Making Someone’s Day? 

I’M WRITING THIS COLUMN while 

seated in Row 7, Seat F of a Southwest 

Airlines flight out of Nashville, 

Tennessee. I have earphones on, the 

plane is packed full as usual, it is hot, 

and the woman in the middle seat 

next to me is staring at me trying to be 

discreet as possible. 

I have an idea of what’s coming next. 

As the flight attendant takes our drink 

orders, my next-seat neighbor seizes 

the opportunity: “Hi, I’m Janice.” OK, 

now I have to respond: “I’m Tim.” Then 

I make the move that opens our line of 

communications. “Were you on vacation 

in Nashville?” She had been, and 

noted she is a “huge” country music 

fan. And … here it comes: “Are you a 

player?” 

I assumed she was referring to 

music. 

Janice is the type of visitor our 

Chamber of Commerce loves. She’s 

wearing a brand-new pair of cowboy 

boots, probably purchased 

at one of our 

iconic boot stores scattered 

amongst the downtown 

honkytonks. She’s 

wearing a denim dress 

and a pink cowboy hat. Yes, I am profiling 

here, but you would do the same if 

you lived in an area where people come 

from all over to see where country 

music is made and played 24/7. We see 

all types here and, of course, we appreciate 

them leaving their money in our 

coffers. Thanks for visiting Music City 

USA, now please go home. 

I have been flying out of the current 

“it” city for many years and I have 

been quizzed about my status dozens of 

times. Looking as I do, with long hair 

and an earring, and living in Nashville, 

people easily assume I am in the music 

business. Janice did the same and it 

looks like she isn’t going to stop with 

the casual and mandatory hello to a seatmate. 

She tells me how wonderful country music is and asks me 

what I do. “I’m a writer.” She jumps on that. “Have you had anything 

recorded that I would know?” she asked, assuming I am a 

songwriter. Time to play: “No, I write more 

as a sideline and I don’t have much time, 

touring as much as I do.” My vagueness got 

her even more curious. After several more 

minutes of dancing around what she really 

wanted to know, out comes the question. 

“Who are you, I mean, do I know the band you are in?” This 

is the part where I excel: “You’ve heard of Garth Brooks, haven’t 

you? I’m his drummer.” I answer softly, like I don’t want anyone 

else to hear who I am. She was impressed and as she questioned 

me more, I knew I was going to be the subject of a very happy 

conversation when she got home. 

Why do I do this? Am I a chronic liar? She really needed me 

to be someone and I didn’t want to disappoint her. Plus, it’s pure 

innocent fun to role-play. When my victims start asking lots of 

questions, I ask politely to talk about something else—as if I am 

a humble musician. (An oxymoron?) 

Over the years I have been Reba’s bass player, Willie’s road 

manager, and the keyboard player for Blake Shelton. Surprisingly, 

I have never been called on it and the people are excited 

that during their trip to Nashville they got to meet a real celebrity. 

I’m just doing my part for tourism. 

The Chamber should put me on the payroll. 

“Looking as I do, with 

long hair and an earring … 

people easily assume I 

am in the music business.” 

As close as Tim has 

ever actually been to 

Blake Shelton. 

Tim O’Brien is a 

veteran industry 

journalist and former 

vice president of 

Ripley Entertainment. 

A longtime 

Funworld contributor, 

he is author of several 

books chronicling the 

industry’s attractions 

and personalities. 

80 


Lost and Found 

The technology your 

guests expect and your 

Security Director needs. 

The world’s largest 

Amusement Parks, Hotels, 

and Airlines rely on 

Chargerback to get lost 

items back to their 

owners. 

Return lost items faster by quickly 

matching them with found items using 

our cloud based software. 

Automate your communication and 

shipping-fee collection processes. 

Easily print pre-paid shipping labels. 

Generate detailed management reports. 

Transact with confidence with our PCI 

compliant solution. 

Chargerback’s cloud-based solution will 

reduces the time your staff spends on 

lost and found by 75%. 

We provide all of the above at no cost 

to your property and will send you a 

check 

at the end of each month. 

Start improving your operations and guest 

experience today. Create a free account at 

www.chargerback.com

©2015 accesso Technology Group, plc 

INNOVATION THAT 

MOVES YOU FURTHER. 

Your All-In-One Sales Solution. 

Visit accesso.com to learn more. 

+1 (800) 351 0633 | sales@accesso.com

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