Throughout the year, ARV has continued to drive internal change in alignment with the amalgamated resort model. New and enhanced systems, processes and planning have enabled more efficient and compliant operations, along with greater governance and performance. ARV has also focused on building organisational capability and culture in alignment with a common employment framework.

Key Projects

Review of services to inform long-term planning

A major piece of work delivered by ARV in 2025 was the delivery of a services review across the 35 different functions delivered by the organisation.

This dedicated and detailed service review identified opportunities to improve the financial sustainability and operational performance of services delivered within the alpine resorts. Analysis of services highlighted where standardisation, consolidation or changes to service levels may reduce operational costs and better align services with contemporary needs.

Key recommendations from that work commenced implementation in 2025 and will continue to roll-out over the short to medium term.

Adoption of the Alpine Resorts Enterprise Agreement

During 2024–25, ARV implemented a new Enterprise Agreement, consolidating four legacy Resort Management Board agreements into a single, modern employment framework. The new Agreement was developed to support ARV’s transition to a unified organisation, improve consistency and equity across roles, and establish sustainable employment arrangements aligned with contemporary public sector practice.

Following extensive consultation with staff and unions, the Alpine Resorts Victoria Enterprise Agreement 2025–2028 was approved by employees and the Fair Work Commission, commencing on 1 August 2025. A structured translation process ensured all employees were mapped into a consistent classification and banding framework.

The new Agreement delivers simplified classifications and consistent employment conditions across ARV, supporting staff engagement and workforce mobility. It also strengthens consultation through formal mechanisms and provides greater transparency in pay progression and conditions.

For ARV, the Agreement reduces complexity, supports workforce planning and capability development, and provides a stable platform for future bargaining. It also positions ARV as a contemporary and fair employer within the Victorian public sector and the alpine resort sector.

Delivery of ARV Pathway to Financial Sustainability

ARV has undertaken a considerable amount of strategic work since its inception to inform the development of its Pathway to Financial Sustainability report, which was submitted to the Minister in October 2025. The Report identifies strategic opportunities to increase investment in the resorts and decrease operational costs, within the context of creating a viable ARV but also sustaining the considerable economic output of the sector.

The Report is underpinned by ARV’s first long-term financial plan, which provides 10-year projections for revenues, costs and financial levers, supporting a more informed approach to future investment and operational decision-making Integration of the Asset Management Strategy has delivered a consolidated 20-year forecast of asset needs, identifying significant renewal requirements and priority focus areas for each resort. These insights now guide investment planning and ensure asset decisions align with safety, service delivery and stakeholder expectations.

Service reviews across the resorts have resulted in a clearer understanding of the cost and scale of services, highlighting opportunities for improved efficiency and more consistent delivery. These findings will inform service mapping and provide financial inputs to the Long-Term Financial Plan.

ARV also reviewed how key revenue streams, such as service charges, to ensure they align with the cost of service delivery, supporting more transparent and sustainable funding settings across the resorts. These combined outcomes now inform ARV’s annual budget development, future budget bids and long-term financial planning.

Realisation of all deliverables in the Letter of Expectations

By year-end, ARV delivered all commitments outlined in the Minister’s Letter of Expectations, resulting in more coordinated operations, clearer sector direction and improved alignment across the alpine resorts.

Key deliverables included:

  • Delivery of a new, amalgamated organisational structure
  • Establishment of the Stakeholder Consultative Committees
  • Identification of a sustainable pathway forward for the resorts
  • Leadership in climate change adaptation via the establishment of ARV’s Climate Change Adaptation Strategy
  • Identifying opportunities to support Aboriginal self-determination via development and delivery of ARV’s Traditional Owner Engagement and Self Determination Strategy.

Collectively, these outcomes provide greater certainty for partners and stakeholders, support investment and operational planning, and position the alpine resorts for a more stable and sustainable future as ARV moves into a business as usual operating rhythm in 2026.

Page last updated: 05/10/26