ARV is charged with enhancing the economic resilience and long-term sustainability of the alpine resorts, driving strong industry collaboration and acting as a unified voice of the sector. To enable it to realise these goals and best position the six alpine resorts to act collectively, a new organisational structure has been required.

In developing a new organisational structure, consideration has been given to where certain services can be centralised to minimise duplication and deliver standardisation across the resorts, along with where a strategic all-resorts lens can add value to on-the-ground efforts. Within this context, a model has been developed that sees certain activities centralised under two new central departments:

  • Corporate Services: overseeing all elements that underpin the successful administration of ARV. This includes finance, human resources, information and communication technology, and risk and safety.
  • Assets, Land Management and Strategic Development: encompassing key strategic functions and legislated deliverables. This includes functions like property, statutory planning, strategic asset management, environmental sustainability, economic development, traditional owner partnerships and stakeholder engagement.

Central positions within these departments have primarily been filled with existing resort staff appointed via a competitive internal recruitment process. In many instances, these positions have been filled by staff whose resort-specific roles no longer exist within the new structure.

The new General Managers of each of these departments have been sourced via an external recruitment process, which has seen Annie Volkering appointed to the Assets, Land Management and Strategic Development lead, and Melanie Kay to Corporate Services.

The operational responsibilities of the resorts will remain largely unchanged, with each resort led by a resort General Manager who will report directly to the CEO. This ensures the appropriate level of seniority at each of the resorts, and a reporting line that allows for the CEO to be engaged with resort specific matters.

Implementation of the new model is in train, with resort staff currently transitioning into central roles ahead of winter. Transition arrangements are cognisant of the needs of the resorts that staff are leaving. This includes consideration of current workloads to minimise resource gaps on the approach to winter, which for some roles means a phased transition.

View the new organisational structure below:

Page last updated: 25/05/23