Rooted in community: How Greenwich Leisure is powering local resilience through co‑operation

As a worker-owned co-operative and social enterprise, our approach is grounded in values: community, sustainability, shared responsibility, and democratic participation, writes Alison Westworth, GLL's Partnership Manager for Newcastle and Gateshead. These principles guide everything we do, from energy retrofits to inclusive health programmes. Here's how they've shaped our work across the UK.

Working in partnership with local councils and other organisations, we've navigated immense challenges, from the financial impacts of Covid-19 to increasing pressures on public funding. In these moments, our co-operative model, our values - and our people - have made a real difference.

We believe in open, honest dialogue with our client partners. Decisions such as rationalising facilities are never taken lightly and must be based on high-quality data and long-term sustainability. During the pandemic, this commitment led to close collaboration with councils, many of whom provided financial relief or supported us in securing better energy rates through government schemes.

We also worked with our technology partners, including Open Play, to rapidly develop online booking systems – vital to ensuring safe, efficient reopening of centres and restoring public confidence.

Since then, we've deepened our partnerships to build resilience. In places like Westmorland and York, we have co-located services with the NHS – an innovative approach that supports health, wellbeing and financial sustainability alike. These relationships are more than contractual; they are co-operative, built on shared goals and mutual respect.

Being rooted in community means being responsible stewards of the environment. Retrofitting leisure centres – many of which are several decades old – is no small task, but we have embraced the challenge by securing funding and delivering impactful upgrades. We're here for the long-term and that means acting responsibly for current generations and those to come.

In Newcastle, for instance, a £6.7 million investment via the Public Sector Decarbonisation Scheme enabled the installation of air source heat pumps, solar panels, pool covers and energy-efficient lighting. Gas usage has dropped by more than 50 per cent, with solar power now contributing significantly to our electricity needs.

Further south, leisure centres in Westmorland and Furness have benefited from £1 million in investment through Sport England’s Swimming Pool Support Fund – cutting energy costs while improving comfort for customers. These upgrades are not just technical improvements; they are investments in the future of public leisure.

Our work goes beyond buildings. It is about people. GLL’s community health initiatives reflect a deep commitment to inclusion and equity. In Newcastle, over 430 members have taken part in the Healthwise programme, a supported 12-week scheme for individuals with long-term health conditions. Delivered by our experienced facilitators, participants receive a personalised exercise plan and attend weekly supervised sessions. The results have been remarkable, with many reporting improved confidence, stamina, mobility and pain relief. It's a virtuous circle. We provide the services our customers need and value... and they come back. And they come back healthier.

We are also proud of our collaboration with a local Muslim group near Newcastle Trampoline Park and Gym. Together, we have co-funded women-only exercise classes that address cultural barriers to participation. Attendance continues to grow, and many participants have since become full members, feeling comfortable and empowered in our facilities.

These efforts are not just anecdotal – they are measurable. GLL has pledged to deliver £8 billion in social value as part of our 2023 to 2027 Corporate Plan. According to a Data Hub case study, every £1 spent by GLL on delivering activities generates over £4.60 in social value – equivalent to £557 per customer. It's something we're incredibly proud of.

With more than 59 million customer visits last year and a 4 per cent year-on-year rise in swim school enrolments, our impact is growing. And our aim is to help one million more people to become active by 2027.

All of this is driven by our co-operative structure. As a worker-owner and member of GLL’s Worker Board, I have seen first-hand how democratic governance shapes our mission. It is not just about strategy – it is about advocacy, representation and trust.

I have brought colleagues’ voices into boardroom discussions, influenced policy, and helped plan for the future. This experience has deepened my belief in co-operative leadership – where people are not just employed but empowered to lead. It is a reminder that our strength lies in our shared purpose and values, and that the co-operative difference is felt most powerfully in the communities we serve.