Leaderboard

There is nothing fundamentally wrong with Wet'n'Wild Sydney. Village Roadshow simply aren't in a position to be able to invest the time, capital and corporate/cultural changes it requires. Across the board Village are in a dire situation and need to be shedding debt and loss-making ventures. For $40-odd million this is a fairly safe bet for any company with experience in the theme park industry. Parques Reunidos have expanded globally quite aggressively despite falling under the radar compared to say Merlin. It's really not as left-field as you'd think. And you'd have to imagine that they're one of a number of companies very closely watching Dreamworld and have been in discussion with Ardent at various times.

Just found Parques Reunidos’ presentation on the acquisition and some key points of interest, which suggest this could be quite positive for WNW Sydney and the Aussie industry more broadly. From the document - 1st step in Australia and in the South Hemisphere Unique opportunity to build platform in Australia through M&A and development of new indoor centers Expansion opportunities through 2nd gate parks or themed areas https://www.parquesreunidos.com/wp-content/uploads/2018/07/WetnWild-Acquisition-Announcement-.pdf

No. I have heard that the '2019' sign has already been completed, and delivered to the park. It's currently in storage awaiting installation!

it really is that bad isnt it? lol I wanna email them asking what days the rides in the photos are open because I couldn't find them on my last trip. God what happened to all our theme parks... its depressing.

Arkham opened today as scheduled, first four rows now have a minimum height requirement of 155cm. The person responsible for painting feet can’t count. Batwing also had an unscheduled closure for most of the day, not reopening prior to park close.

I don’t think at this stage getting rid of people will do enough. Reading some of the details of the inquest so far it would be like re-arranging deckchairs on the Titanic. There needs to be an entire cultural change in the way the park is run and that takes time for such a large and transient workforce. In the 18 months since the incident they could have made real progress with that already but a couple of things I noted on visits since makes me think they haven’t, or not enough. Reactive still. Some of the inquest information wasn’t new, rumours had told us a trainee was working that day, that the pump had failed and that slats had been removed from the conveyor years earlier. What I hadn’t anticipated was the sheer lack of risk management. There has been barely any mention of risk assessments of due diligence. I think the closest would be opening checks, but no process or follow up to ensure they are robust? It could be they are mentioned later in the year but with so many employees taking the stand already these processes and supporting paperwork would have been mentioned if they existed, surely? When you run any customer facing business having an abundance of risk assessments that are used, updated and are part of the business operation AND having due diligence process and paperwork are what prevent accident or injury to your team and guests..... be it a burn from a hot coffee or ultimately death. If they don’t prevent it then frankly that process and paperwork demonstrates the H&S culture that runs through the business and ultimately becomes ass covering. They appear to have no pants on right now. The earlier empty raft flip asides even the recent log ride incident should have triggered something..... ‘someone falls out of the log, we need to use this incident to update our risk assessments, what about TRR too as that’s a water ride, what if a guest stands near the conveyor there? Oh wait we removed heaps of slats.’ The errors are so many that it wreaks of arrogant complacency. The team on the ground lack leadership and the leaders above are too far removed to get their hands dirty with management. Sure some of this will be about saving dollar and cutting budgets, people may have had their hands tied for repairs or staffing levels..... but lack of process, which costs far less, is where it seems really off to me. Apologies for such a long first post, I’m very passionate about Dreamworld ( like so many). A few memories from riding TRR... - Rafts often seemed to stick at the unload ( usually empty ones🤔). Been on the conveyor a few times thinking we might bump and the unload operator had a trusty pole or foot to nudge the raft in front on, - The unload area had a prominent button ( no idea what it stopped exactly). So prominent the unload operator often stood in front, arms wide, to guard it from (children) pressing as they exit. - The last time I rode I took a 1 year old on my lap and as the raft angled up to ride the conveyor hill I looked at the chains through the gappy slats and said ‘cr*p, this is the scariest part of the ride, you wouldn’t want to fall out here ‘ 😞

All characters do free photo sessions. You just have bad timing. Head to the Photo Centre and you can pick up a list of when all the characters are out. Only one session a day per character is Pre-Paid.

Perhaps they should convert it into a permanent version of "Dismaland", and maybe rename the park "Piss Weak World" (with corporate sponsorship if possible from the producers of the original Piss Weak World in "Fast Forward"). They wouldn'tneed to do much really. Just stop hiding all the parts of the park that are disused, and make them highly visible. Frequent ride stoppages could be deliberately increased, thus saving on operating costs and rather than guests finding them a disappointing nuisance, they become a big part of the fun! Sell even lower quality food at even higher prices for another similar effect! It's an Australian cultural comedy park and I think it could really work!

Look let's face it, it's all PR bullshit for the media and the shareholders. Unless they get rid of: -anyone with control of maintenance decisions -anyone with control of operational and training decisions -anyone with control of safety decisions -anyone with control of park design and capital decidions and they are ALL replaced with people with years of specific (and successful!) theme park experience the place will NEVER change.

In a word- shit. Poorly designed, the capacity issues were what really set the tone in its first year of operation. The original plans for the park never came to fruition and we were left with a park that was a shadow of what if COULD have been, Dont get me wrong- there are some excellent slides at the park and with proper management and some investment in the right areas , the park could be excellent.

I have to give them half a point for honesty!

Here are the dummies being used for test runs\ The ride looks the same but still can't figure out if this is just maitanance that every other attraction recieves or something is happening with the ride, not often test dummies are used for general maintance.

I understand your sentiment, but Piss Weak World was part of The Late Show.

Ok. Well it sounds like she has a following, so fair enough! I'm having a bit of fun! There is a serious side to my comments though which I've already said numerous times and so have others. Just very sad to see Sea world in its current state, knowing how awesome it used to be.

We had a few cold nights and the poor jellies set. The good news is they still taste good. Yes I believe that was the case by I don't know why it hasn't.

The mid to late 2000s to around 2011 was probably the best period Sea World has had so far

Well, wasn't sea jellies supposed to be open by now? I think they'd be stupid to cut CAPEX spending at SW - the park is a hollow shell, that barely survives based on it's 3-park affiliation at present. it needs a new kid on the block to bring people back to something wow. If they let SW languish to save money, it will only end up costing them more as another loss-making park needs to be sold off. You gotta spend money to make money.

Perhaps that company could be a suitable new owner of Dreamworld?

I disagree. Although 'the show' has taken a back seat to efficiency and profits, one only has to set the right culture, treat the staff right, and train them the way you want them to do the job, and they'll do it. Anyone who doesn't, gets fired and replaced - and you'll very quickly uphold the standards, and maintain them.

That's because you know no one else. Ardent media release. Ardent Leisure today announced a significantly restructured Dreamworld executive management team to continue to bolster delivery of its drive to embed global best-practice in all aspects of theme park operations. The new team will further prioritise the ongoing implementation of best-practice safety initiatives, including continuous enhancements in ride safety and all elements of safety systems and procedures. The announcement today will see Ardent: • Commit to the implementation of all Coronial Inquest recommendations in consultation with Workplace Health & Safety Queensland and the theme park industry. • Continue to implement safety initiatives across all the park including rides, attractions and safety systems and procedures with ongoing support from external specialists. • Appoint 3 highly experienced executives as it continues its drive to deliver global best practices across all aspects of its theme parks operations. Recently appointed Ardent Chairman Dr Gary Weiss said, “We will never forget the events of that tragic day of 25 October 2016. I can only again say how profoundly sorry we are to the families and all those so deeply impacted by this tragedy. Every single member of our Ardent and Dreamworld team shares my deep sense of grief for what occurred.” “Like everyone else, I have been deeply concerned by what has emerged from the inquiry over the past fortnight, and this is why it is important that we listen to the evidence, understand all we can and apply the lessons learned to ensure such accidents never occur at our parks,” Dr Weiss added. “We will continue to fully cooperate with the Coroner and counsel assisting throughout further Inquest hearings and implement all recommendations in consultation with Workplace Health & Safety Queensland and the theme park industry. I can assure the public that our focus on safety improvements and enhancements has been ongoing for some time and the new executive appointments will continue to drive that process.” “Dreamworld continues to work with workplace, health and safety authorities implementing measures already recommended since 2016 and provide support to our former and current staff who are assisting the Coroner to understand how this tragedy occurred,” Dr Weiss said. “We are committed to ensuring that Dreamworld becomes recognised as Australia’s global benchmark for theme park safety. The Ardent board has no greater priority.” Having previously advised the Ardent board of his desire, following the Inquest, to transition the role to new leadership with a fresh perspective, Dreamworld CEO Craig Davidson has advised that he will leave the business next month. Craig will continue to assist Dreamworld throughout the Inquest and his thoughts remain with the families. Dr Weiss has announced the appointment of Nicole Noye, Ardent’s Group Chief Experience Officer, as Acting CEO of Theme Parks while a global executive recruitment firm undertakes an international search for a permanent replacement. Nicole was formerly CEO of Ardent’s Bowling & Entertainment division and has a proven track record as well as a strong relationship with the Board and Dreamworld’s leadership team. “Nicole brings a wealth of experience, not only as a CEO with significant leisure and entertainment experience, but also leadership in customer experience and cultural change that will set the framework for our recovery and our focus on the type of continuous improvement that delivers global best practices”, Dr Weiss said. Nicole will be supported by the two new executive appointments of Phil Tanner as Director of Safety and former Queensland Police Inspector Mike McKay APM as Director for Culture, Community and External Relations. Dr Weiss noted that “Phil brings extensive experience in safety with a strategic focus and problem-solving ability underpinned by a strong record spanning more than 20 years of delivering exceptional results for the Westfield Group. This included being responsible for the design, implementation and maintenance of safety and welfare systems to ensure the safety of all persons associated with Westfield’s global operations.” “As a former Queensland Police Inspector, Mike will lead our commitment to open and transparent interactions with our team, our stakeholders and authorities. Since October 2016 Mike has worked closely with Dreamworld as well as the Queensland Government, tourism organisations, Police, Government agencies, the local community and the families of the victims. He is highly regarded and will now take on a full-time role helping to lead the ongoing recovery and to coordinate with external expert engineers and theme park specialists who have been engaged since 2016 to review all rides and attractions at Dreamworld,” Dr Weiss said. Ardent recognises the unique position of Dreamworld as a significant local and tourism icon which has entertained millions of guests and delivered substantial economic benefits to the Gold Coast and wider Queensland community since its opening in 1981. “We are committed to enhancing and augmenting the product mix of rides, attractions and shows to deliver a memorable and safe guest experience in our role as a significant player in the Queensland tourism market and continuing to provide employment opportunities for our local community,” Dr Weiss said. In closing, Dr Weiss stated, “I would like to publicly acknowledge Craig Davidson and all members of the Dreamworld team for their commitment and efforts to ensure the safety of our guests and our employees and to thank the community for their understanding and support. We are determined to see Dreamworld continue as a significant employer and contributor to the community.” END Further inquiries contact Olga Alexandratos, Next Level Strategic Services – Mobile 0423 824 860 Background Dr Gary Weiss, Non-Executive Chairman Dr Weiss was appointed Chairman of Ardent Leisure Group on 29 September 2017, having served as a Director since 3 September 2017. Dr Weiss is currently the Executive Director of Ariadne Australia Limited. He is Chairman of Ridley Corporation Ltd and Estia Health Ltd, and a Non-Executive Director of Premier Investments Ltd, Thorney Opportunities Ltd and The Straits Trading Company Limited. Dr Weiss is also a Commissioner of the Australian Rugby League Commission. He was formerly Chairman of Clearview Wealth Limited and Coats Plc, a former executive director of Whitlam, Turnbull & Co and Guinness Peat Group plc and sat on the board of Westfield Holdings Limited and a number of other public companies. Dr Weiss has also been involved in managing large businesses with operations in many regions including Europe, China and India and is familiar with investments across a wide range of industries, corporate finance and private equity type deals. Dr Weiss holds an LLB (Hons) and LLM from Victoria University of Wellington and a Doctor of the Science of Law (JSD) from Cornell University. He was admitted as a Barrister and Solicitor of the Supreme Court of New Zealand, a Barrister and Solicitor of the Supreme Court of Victoria and as a Solicitor of the Supreme Court of New South Wales. Dr Weiss is Chair of the Dreamworld Committee and member of the Main Event Committee and Audit & Risk Committee. Nicole Noye, Acting Chief Executive Nicole was appointed Acting CEO of Theme Parks in July 2018, having been appointed as Group Chief Experience Officer in June 2018. Previously she held the role of CEO, Bowling & Entertainment Division Australia and New Zealand from 2014-2017. Nicole has more than 30 years’ experience in the retail sector and more than 20 years as a senior and executive manager. She has worked for BB Retail Capital as CEO for BrasNThings and CEO for Diva. Prior to that she held general manager positions with the Angus and Coote Group of companies. She is a strategic thinker with proven experience in leading business through operational transformation and growth. Nicole is a member of the Dreamworld Committee. Philip Tanner, Director of Safety Phil was appointed Director of Safety in June 2018. Prior to joining Ardent he founded a successful boutique risk and safety consulting business providing strategic risk management support to a select group of clients comprising; construction, commercial property managers, agricultural, wholesale, retail, logistical sectors, Government, law firms and Senior Counsel. Before this Phil had a successful career spanning more than 20 years with Westfield including being responsible for the design, implementation and maintenance of safety and welfare systems to ensure the safety of all persons associated with the Groups operations. He is a senior risk management professional who has been responsible for the incorporation of safety and risk strategy, implementation and maintenance of safety framework, including reporting, audit regime, training programs, workers compensation, legislative reviews, and liaison with relevant regulators and government bodies. Phil holds a Diploma of Risk Management from Monash University (Victoria). Mike McKay APM, Director Culture, Community and External Relations Mike was appointed Director of Culture, Community and External Relations in June 2018. He is a retired Queensland Police Inspector having served 40 years in the Queensland Police Service. During that time he was also a Detective/Investigator in Charge of Police Stations, Criminal Investigation Branches, the Counter Terrorism Coordination Unit, State Coordinator of the Police Citizens Youth Clubs, Senior Disaster Recovery Liaison Officer for the Cyclone Larry Task Force 2006 and again as the Lead Police Liaison officer for the Lockyer Valley fatal floods in 2010. He also served as the Chief of Staff to the Commissioner for a period of 2 years. Since October 2016, Mike has been contracted by the Ardent Group to assist in their Disaster Recovery and Community engagement following the tragic death of 4 guests at the Dreamworld Theme Park. He has worked closely with the Ardent Board, the CEO and all staff at Dreamworld, the Qld Government, Tourism bodies, Police, Government agencies and the local community. He now takes on a formal leading role in this ongoing recovery. Dreamworld Committee The role and responsibility of the Committee is to provide recommendations to the Board on key strategic issues relating to Dreamworld Committee Members include Gary Weiss (Chair), Don Morris, David Haslingden, Randy Garfield, Kevin Seymour and Nicole Noye

Something tells me that Marks’ new direction and project may show a desire to be outside the operational ground level of parks. Consultancy & project work allows your to instigate positive change without the nitty gritty of the day to day (or the stress of entirely rebuilding a theme park whose image is dirt).

The only person I would appoint for CEO ( if you want an Aussie ) is Mark Shaw. AWARDS Adventure World: Hall of Fame inductee Adventure World: Winners- Excellence Customer Service Adventure World: Finalist- Major Attraction Adventure World- Kraken water slide Adventure World: Customer Service Awards Adventure World: Perth Airport WA Tourism Awards Adventure World: Abyss Marketing awards & International Marketing award for best TVC "World Water Parks " Magazine http://www.biscuit.net.au/

School holidays are considered to start from Monday (2/7) which is when most things are scheduled to reopen. Mechanical parts also have no concept of date and time, so telling a component it shouldn’t need replacing because it’s school holidays will just fall on deaf gears....

This whole thread in a nutshell: my local shopping centre does dining experiences that are better. my local Maccas does fast food that's better. when I go to other places they treat me better. Like in all honesty, spending the few extra cents to the dollar to get the nice chips instead of the chips that won't even cook properly and giving staff some love from middle management means I won't feel like i'm being ripped off or that i'm just a number to your corporation and therefore I might come back more often, shock horror right?

Nope. And Nope. at this rate Jellies will become a 2019 attraction and the unknown Vikings replacement will go the way of the vikings...

I believe they are urine stains.