Category: News

Intrepid Travel has named Hazel McGuire as its new chief marketing officer, succeeding chief customer officer Leigh Barnes as he prepares to relocate to Seattle to take up his new role as the Australian travel company’s president of Americas.

McGuire, who joined Intrepid in 2022 to head up UK sales and marketing, will remain based in London, reporting directly to CEO James Thornton. She commences the new role on 1 April 2025, with her responsibilities to encompass leading the global Brand, PR and Communications, Customer, and Experiences departments.

McGuire brings 20 years of experience in the travel and transport industries to the role, and a proven track record – under her leadership the UK team saw a 60% revenue growth in 2023 compared to 2019, and recorded its biggest month of sales in January 2025.

“Hazel embodies our Intrepid values of ambitious, real, together and impactful and I’m thrilled to promote her to Chief Marketing Officer – a clear reflection of the talent and vision we have within our team,” said Thornton. “Hazel’s depth of experience in the travel industry and her proven success leading our UK business positioned her as the perfect candidate to realise Intrepid’s global growth ambitions. I wish both Hazel and Leigh every success as they transition into their new roles.”

“This is a dream role, not only in the travel industry but in global business. My goal is to identify the big opportunities that will help us realise Intrepid’s 2030 strategy,” said McGuire. “Leigh Barnes has done an amazing job growing our talented global team and I am committed to continue building on our shared vision to be the best travel company for the world.”

Intrepid Travel has set its sights on becoming a $1 billion business by 2030, with a focus on brand-led marketing and ethical marketing as a certified B Corp. The company recently made its biggest acquisition to date with Dutch tour operator Sawadee Reizen.

As McGuire steps into her new role, Intrepid Travel will begin the recruitment process to fill the General Manager, UK Sales and Marketing position that she will vacate.

Under Armour has renewed its partnership with Australian athlete Mark Nawaqanitawase for an additional two years as he transitions into his first full National Rugby League (NRL) season with the Sydney Roosters from rugby union.

Nawaqanitawase, who joined Under Armour in 2023, has previously represented the Wallabies in 11 Tests and international sevens.

His move from rugby union to the NRL marks a significant shift in his sporting career. To commemorate this transition, Under Armour plans to release an ‘Origin Story’ video detailing Nawaqanitawase’s journey from rugby union to the NRL. The video is scheduled for release ahead of his first game of the season with the Roosters on March 6, 2025.

The partnership with Nawaqanitawase is part of Under Armour’s broader strategy to strengthen its presence in Australian team sports. This strategy is being executed through a joint venture with ISC, a move that aims to deepen the brand’s engagement within the local sports market.

Under Armour will continue to support Nawaqanitawase with performance gear, including the UA Magnetico Elite 4 boots, as he embarks on this new chapter in his sporting career. Fernando Reani, Under Armour’s Managing Director for Australia and New Zealand, highlighted the alignment between Nawaqanitawase’s qualities and the brand’s ethos.

“Mark is the definition of an athlete who pushes boundaries, embraces challenges and rises to the occasion. His journey from rugby union to the NRL is a testament to his versatility and determination – qualities that align perfectly with Under Armour’s relentless pursuit of performance. We’re excited to stand beside him as he takes on this new chapter, ensuring he has the best gear and support to dominate on the field and inspire the next generation of athletes,” Reani stated.

Nawaqanitawase expressed his enthusiasm about continuing his partnership with Under Armour, acknowledging the role the brand has played in his development as an athlete. “The past two years with Under Armour have been incredible, and their belief in me has played a huge role in my growth as an athlete. Their support goes beyond just the gear – it’s about pushing me to be my best and helping me perform at the highest level. Stepping into the NRL is a huge moment for me, and I couldn’t ask for a better partner to have in my corner. I’m pumped to continue this journey with Under Armour as I take on this next challenge,” Nawaqanitawase said.

Medibank has reported a robust financial performance for the first half of 2025, with underlying net profit after tax up 13.8% to $298.7 million.

The company’s Group operating profit was up 12.7% to $360.1 million, and net investment income was up 37% to $114.5 million, while NPAT attributable to Medibank shareholders dipped 0.8% to $340.3 million.

The company announced an additional $160 million COVID-19 cash give back, raising the total COVID-19 financial support package to $1.62 billion. Underlying net profit after tax (NPAT) increased by 13.8% to $298.7 million, and underlying earnings per share (EPS) also rose by 13.8% to 10.8 cents. A fully franked interim ordinary dividend of 7.8 cents per share was declared, representing a 71.9% payout ratio of underlying NPAT.

Over the first half Medibank recorded a total of $3.3 billion in claims paid, with a net resident policyholder growth of 0.9%, translating to an increase of 18,500 policyholders over the past year. In the non-resident policy unit segment, Medibank saw a growth of 12.6%, with 38,900 additional policy units, primarily driven by the student segment. The company maintained a Health Insurance capital fund prescribed capital amount (PCA) coverage ratio of 1.9x.

Medibank invested approximately $59 million in inorganic growth over the past 18 months to support future growth and Australia’s health transition. Group operating profit increased by 12.7% to $360.1 million, and net investment income rose by 37.0% to $114.5 million. The Medibank Health segment profit increased by 40.8%, with organic operating profit up 13.9%.

CEO David Koczkar highlighted Medibank’s focus on customer value, health system capacity, and mental health investments. “Our focus on our customers and our disciplined approach has delivered this strong result. We have momentum and we are growing as a health company,” he stated.

Medibank launched a virtual psychology clinic and saved customers $14 million through its Members’ Choice Advantage network. The company provided over $67 million in financial support to private hospitals over the past two years, including $5 million in the first half of 2025. A new short stay surgical centre was opened in Melbourne, offering no gap on all treatments for eligible customers.

The company reported a 10.2% increase in Health Insurance operating profit and a 40.8% growth in Medibank Health segment profit. Non-recurring cybercrime costs amounted to $17.2 million, related to IT security and legal costs from a 2022 cybercrime event.

“The community is calling for healthcare to be done differently as concern grows around the cost of living, health system capacity and mental health. And we are investing to help with all three,” said Koczkar. “Being a strong business gives us the capacity to provide more value to our customers, to support health providers and to invest in the health transition that Australia needs.”

Medibank’s growth in both resident and non-resident health insurance markets was noted, with a focus on disciplined growth amid competitive intensity. “The health insurance market remains strong and we are growing in both our resident and non-resident businesses,” Koczkar said. “Net resident policyholders are up 18,500 for the past 12 months. Our growth over this half was more than double what it was this time last year.”

Despite some reductions in visa approvals, the non-resident market remains solid, with policy units up 38,900 in the last year, largely driven by the student segment. “We continue to see the benefits of our disciplined approach to growth amid ongoing competitive intensity in the insurance sector,” Koczkar stated.

Medibank’s outlook includes expectations of continued customer growth and solid gross profit growth in the second half of 2025. “We are a resilient business with a long track record of navigating competitive and economic challenges,” Koczkar said. “As the health system continues to evolve, so are we.”

Woolworths has ridden out 17 days of industrial action and supply chain disruptions to report a group sales lift of 3.7% in its first half-year to $35.9 billion. Yet the supermarket giant’s H1 FY25 results show group EBIT was down 14.2% to $1.451bn, largely as a result of a decline in Australian food EBIT driven by disruption and the cost-of-living crisis.

The supermarket reported EBIT of 12.8% across its Australian Food division. While the one-off impact of 17 days of industrial action and incremental supply chain commissioning and dual-running costs pummelled Woolworths last year, it nevertheless flagged Australian Food EBIT would still have declined by approximately 5% due to price and promotional investment and ongoing inflation in wage and other costs. Woolworths has estimated a $240m sales impact from the supply chain disruptions including $95m from industrial action specifically.

Within the sales figures, group ecommerce continued to rise, increasing by 18.3% to $4.676bn and now representing 20% of sales. Orders fulfilled under two hours now represent 31% of eCommerce sales, more than double the prior year and enabled through a large store network in close proximity to customers. Excluding industrial action, ecommerce DAP growth would have been higher than sales growth.

A win for Woolworths Group CEO, Amanda Bardwell, was the lift in customer sentiment in H2 after the material disruptions of end of 2024. Group VOC NPS of 44 was down six points on the prior year but down a narrower two points on Q1.

In Australian Food, Woolworths noted customer scores in the half were trending positively before being impacted by the ACCC legal proceedings and interim report in September and industrial action in November and December. Store-controllable VOC was more stable during the year with Care remaining the highest component. Customer scores have also been improving in H2 do far as stock flow and availability has improved.

“Customer metrics have begun to improve following a challenging half which was impacted by industrial action and ongoing cost-of-living pressures. We remain committed to providing value to our customers in an environment where household budgets remain under pressure and customers continue to shop around,” Bardwell said.

Bardwell also flagged significant investment in price and promotions as a way Woolworths is looking to provide more value to shoppers. In the last half, the supermarket launched Watchlist, a digital tool to notify customers when products are on special or promotion.

Media, Everyday Rewards and Services also grew strongly in the half. Cartology revenue increased by 15.3% with strong growth across the portfolio including the completion of the Vicinity rollout, delivery of video ad units on the woolworths.com.au homepage and continued growth in digital channels. Everyday Insurance and Mobile customers increased to over one million in the half, growing 12% on the prior year. Australian B2B sales rose by 5.5%, with PFD sales up 6.8%.

Woolworths established a new segment, W Living, which includes BIG W, Petstock, Healthylife, and Woolworths MarketPlus. W Living sales increased by 16.1% year-on-year, with significant contributions from Petstock.

Less strong was BIG W, which made good progress in repositioning its range to provide more value to customers through lower prices and more affordable options in store, Bardwell said. Yet while this helped to drive strong item growth, sales growth was impacted by lower average selling prices and the late arrival of the Spring/ Summer clothing range.

Woolworths also reported BIG W Market’s extended range is driving eCommerce GMV with 40% growth on the prior year. Even so, EBIT declined by 45.9% to $29 million impacted by mix changes to lower priced items, elevated clearance activity and wage cost inflation.

As to the second half, Woolworths noted Australian Food (Woolworths Food Retail) total sales growth of 3.3% in the first seven weeks of H2 F25, driven by a more stable trading environment following the recovery from industrial action, cycling lower growth in the prior year, its collectibles program and ongoing eCommerce growth.

Woolworths is preparing for the ACCC’s Supermarkets inquiry final report. “Customer metrics have begun to improve following a challenging half which was impacted by industrial action and ongoing cost-of-living pressures. We remain committed to providing value to our customers in an environment where household budgets remain under pressure and customers continue to shop around,” said Amanda Bardwell, Woolworths Group CEO.

“Our priorities for 2025 are clear and we are already underway. We have an opportunity to further improve the shopping experience for our customers, we are taking steps to simplify our business, and are committed to unlocking the full potential of the Group,” Bardwell stated.

“While we acknowledge the material impact of the industrial action on our customers and team, we came to an agreement that is fair and sustainable and enables ongoing productivity improvements critical to maintaining competitiveness. In Victoria, sales have not yet fully recovered but availability and customer metrics are returning to pre-disruption levels with ongoing efforts to regain customers,” she added.

“While we continue to optimise our promotional activity, cost-of-living pressures for customers persist with value-seeking behaviours and cross-shopping expected to continue. Livestock costs in red meat are also expected to impact gross margins in the half,” Bardwell noted.

ECommerce is expected to continue to grow as a proportion of the sales mix and simplification and other initiatives are expected to gather momentum in H2.

“But this will not provide a material offset to costs in the half with ongoing elevated cost inflation. As previously disclosed, supply chain commissioning and dual-running costs will continue in H2 and are expected to be approximately $70 million (H2 F24: $20 million). While still early in the half, we expect H2 F25 EBIT (including supply chain commissioning and dual-running costs) to reflect a mid-single digit decline on the prior year,” Bardwell stated.

“While we expect to see further progress in BIG W’s Clothing and Home range reset, improved item growth is being tempered by lower average selling prices despite strong cost control. At this stage, we expect BIG W’s H2 LBIT to be broadly in line with the prior year (H2 F24 LBIT: $40 million).”

With the ACCC’s Supermarkets inquiry final report due shortly, Bardwell added Woolworths will also be going through it thoroughly.

Australians watched an average of 15.704 billion minutes of broadcast content each week in 2024, according to VOZ data released by OzTAM for viewing in 2024. This data is being used to highlight the enduring appeal of broadcast television and Broadcast Video on Demand (BVOD) among Australian audiences.

BVOD accounted for 12% of total network viewing, with the majority of this consumption occurring via connected TVs. The data indicated 72% of Australians were reached by broadcast TV or BVOD each week. Exclusive BVOD viewing contributed more than 10% to this reach on average, indicating its growing importance in the media landscape.

Exclusive BVOD viewing represented 15% of total TV content consumption in an average week in 2024. Gen X and Millennials, particularly those under the age of 55, comprised half of the total BVOD viewership during this period.

The 2024 Paris Olympics played a significant role in boosting viewership figures. During the two weeks of the event, an average of 2.3 billion minutes of live BVOD viewing was recorded. This figure was more than 2.5 times the average weekly numbers across the previous four weeks, highlighting the impact of major sporting events on viewership patterns.

VOZ is the base for Australia’s ‘Total TV’ measurement standard, combining broadcast viewing on TV sets with granular BVOD viewing on connected devices. VOZ became Australia’s trading currency on December 29th, 2024.

“Australians still have a huge appetite for broadcast content. BVOD and broadcast TV continues to reach a vast majority of the national population each week, with BVOD viewing particularly popular with under 55s,” Karen Halligan, CEO of OzTAM, said. “The report also demonstrates the strong growth of BVOD viewing, which is included in VOZ data to give the most accurate view of Total TV.”

Halligan further noted the influence of sporting events on viewership, saying, “The nation’s love affair with sport also continues – the viewership figures from last year’s Olympics show that global sporting events are a massive drawcard for Aussie viewers, driving a significant uptick in BVOD viewing in particular.”

Global financial platform, Airwallex, has announced a collaboration with the McLaren Formula 1 Team and First Nations artist Reko Rennie for the 2025 Melbourne Grand Prix. This partnership will see the unveiling of a bespoke McLaren Artura supercar featuring Rennie’s design.

The unveiling is scheduled for 12 March, with the vehicle set to be displayed publicly from 13 to 16 March at Queensbridge Square.

In conjunction with this collaboration, Airwallex is launching $25,000 in business and professional grants aimed at supporting Australian businesses. Applications for these grants are open until 12 March, with the winners to be announced on the same day.

Airwallex’s ‘Shifted Perspectives’ campaign seeks to highlight the value of shifting perspectives across technology, art, and sports. Jon Stona, VP of Global Marketing at Airwallex, stated, “At Airwallex, we believe in pushing boundaries and challenging the status quo—whether in business, sport, or art. This collaboration with McLaren Racing and Reko Rennie is a testament to that mindset.”

Reko Rennie’s design for the McLaren Artura Coupe is described as a blend of art and performance, reflecting Indigenous identity and modern urban culture. Rennie, an interdisciplinary artist known for exploring First Nations identity through contemporary media, expressed his enthusiasm for the project.

“This is an amazing opportunity to combine two of my passions. I’ve always had a deep appreciation for cars and the innovation behind them. Merging my art, which is deeply rooted in my culture, with the global stage is a true fusion of worlds and my various influences. I’m excited to unveil the design and a film showcasing my inspiration during the F1 – a time when my home city of Melbourne truly comes to life,” Rennie said.

The 2025 Melbourne Grand Prix is anticipated to significantly boost the local economy, with a record crowd expected. Tickets for the event sold out in under an hour, indicating strong international interest. The 2023 F1 Australian Grand Prix had previously generated an estimated $268 million in economic impact.

Airwallex’s partnership with Rennie and the upcoming unveiling of the McLaren Artura supercar are part of a broader initiative to integrate art and technology on a global stage.

Toyota Australia has hit a major milestone in its Good for Footy and Good for Cricket Programs, reaching $20 million in contributions to grassroots Australian cricket and football clubs since the initiative was launched in 2008.

The Good for Programs include the Good for Raffle, a key initiative that offers $250,000 worth of prizes funded by Toyota Australia. All profits from ticket sales of the raffle are directed back to the clubs, reinforcing the company’s commitment to local sports.

Toyota Australia Chief Marketing Officer, Vin Naidoo, said: “The Good for Programs demonstrates Toyota’s strong focus on supporting Australia’s beloved local sporting communities in a tangible way, while providing a platform for communities to rally around and support their local club,” Naidoo said. He further stated, “With the continued support and generosity from sports fans for their local footy and cricket clubs across the nation, the Good for Programs have been an important means of funding that impact grassroots sports in such a positive way.

“Many clubs have noted they rely on funding and volunteers to survive and that the Good for Programs play a crucial role in helping clubs grow, foster a stronger sense of community, and ensure continued success of local footy and cricket for years to come.”

Toyota Ambassador and AFLW player Katie Brennan said: “These kids have the best experience at a local football level, they learn so much and have fun with their mates, which is what football is all about. The opportunities Toyota provides are just amazing,” Brennan said.

Newly appointed Toyota ambassador and Australian Cricketer, Cam Green, said: “I had the best time growing up at my local club, I wouldn’t be the player I am today without grassroots cricket. These kids are the future of our sport, so the support of Toyota is amazing,” Green stated.

AFL Executive General Manager Customer and Commercial, Bec Haagsma, said: “On behalf of the AFL, we would like to extend our heartfelt gratitude to Toyota for reaching this incredible milestone for grassroots sports… The achievement is a testament to Toyota’s unwavering support for the sport and for grassroots footy clubs across Australia. Toyota’s Good for Footy Program empowers local clubs and ensures they can continue to thrive and nurture the next generation of talent.”

Cricket Australia Chief Commercial Officer, Ed Sanders, said: “Funding and resources provided through initiatives like the Toyota Good for Cricket Raffle positively impact many community cricket clubs, so we are immensely proud of this milestone and thankful to be part of such a beneficial program and wonderful partnership.”

TFM Digital has released a new white paper titled ‘Ditching Digital Skip Bins’, which explores emerging trends in Local Area Marketing (LAM). The report highlights a notable shift in brand budgets away from major digital platforms Meta and Google, driven by concerns over brand safety and the effectiveness of these channels for LAM efforts.

The white paper suggests that the termination of Meta’s third-party fact-checking program has led to an increase in user searches on Google for information on how to delete Meta platforms such as Facebook and Instagram. Despite projections that Facebook’s ad revenues will surpass those of linear TV by 2025, marketers are expressing dissatisfaction, claiming that the platform has reached saturation and is failing to deliver the expected results.

Meta and Google have been described as ‘digital skipbins’ in the report, due to an overreliance on automation that is not meeting the needs of business owners. The Macquarie Dictionary’s choice of ‘enshittification’ as the word of the year for 2024 reflects a perceived decline in the quality and results from these tech platforms.

The report notes that Meta’s cost per ad has increased by 14% year-over-year, with CPMs on Facebook and Instagram rising by 10.31% over the past two years. In response to these challenges, TFM Digital’s report presents an action plan aimed at improving LAM effectiveness, focusing on mental availability, local impact, campaign fit, and personalisation.

CEO of TFM Digital, Taylor Fielding, said: “We wanted to dig into the complex topic of Local Area Marketing (LAM) and simplify the space for marketers. Doing more with less is no longer the end to a corporate speech, but a mantra that all must live by. LAM is often placed in the too hard bucket.

“Indeed automation and efforts to become more efficient have led to marketing principles of measurement and effectiveness being sidelined for easy to deploy ‘cookiecutter’ personalisation tools. While automation platforms provide unparalleled access to information, when all rely on the same platforms, with the replica personas, differentiation becomes a distant hope; in essence all of our efforts become a darker shade of AI.

“So against the backdrop of a fragmented digital landscape, with dwindling attention thanks to an over exposure of online ads, we investigate how marketers can shift their mindset and approach to make LAM more effective.”

GM Advertising Sales QLD/SA/WA at News Corp, Kelly Healy, said: “Business owners are not marketers or media planners and buyers, they need guidance to be interrogating these campaigns – what is the best solution for the outcome I’m trying to achieve.”

CMO of Price Attack, Aimee Madson, said: “We had an experience on one channel, where our costs tripled and our results weren’t there. Times are tough. Retail is tough. So we have looked elsewhere – we can’t afford to waste money on a platform that doesn’t seem consistent anymore.”

Senior Marketing Specialist at Telstra, Anjela Gilbert, said: “Our aim is always to hypertarget local areas to drive traffic into stores. We’re more than happy for them to educate people online, but we know that customers are more likely to purchase in-store. So that’s the job of our LAM. Drive traffic to where we can best convert.”

Frank Green has inaugurated its first flagship store at Chadstone – The Fashion Capital, a prominent luxury shopping destination in Australia.

The store is designed to provide an immersive brand experience, showcasing Frank Green’s full range of sustainable lifestyle products. These include reusable cups, bottles, homewares, pet products, and apparel collections.

The construction of the store features over 1,600 Frank Green Ceramic Reusable Bottles in Chrome Silver, crafted from 90% recycled stainless steel. This design choice aligns with the company’s commitment to sustainability and environmental responsibility.

In-store customisation options mirror those available online, allowing customers to select from various colour combinations, size options, and lid choices. Additionally, the store offers on-the-spot monogramming of purchases and a complimentary hydration station for water refills.

Frank Green has introduced the ‘Sip Cycle’ program, a pilot initiative aimed at encouraging customers to recycle old reusable water bottles. These bottles will be repurposed into new lifestyle products, further supporting the brand’s mission to reduce single-use plastics.

During the opening week, special offers include complimentary monogramming, free coffee, and gift bags for the first 50 customers on opening day.

Benjamin Young, CEO and Founder of Frank Green, expressed his enthusiasm for the new store, stating, “Our flagship store will offer a world class experience so it’s only fitting that it’s located at Chadstone which offers the world’s best retail and lifestyle offering.”

“When we set out to open our first store we committed to delivering an unparalleled experience. We’re not just opening a store —we’re creating a destination to celebrate with our customers everything we’ve achieved together.”

Frank Green was founded in 2014 by Young with the mission of eliminating single-use plastics through the creation of reusable products. The company is also a partner of Parley for the Oceans, an environmental organisation focused on ocean conservation.

Young emphasised the brand’s customer-centric approach, saying, “Frank Green is a brand for people; our customers thoughts and feelings are inherent in everything we do,” he said.

“By establishing a physical presence, we aim to create a more immersive, tangible, and personal experience for our customers. The retail space will act as a living embodiment of our brand, where customers can touch, feel, and interact with our products, enhancing their understanding and appreciation of the quality and craftsmanship that set us apart.

“I truly believe our customers will feel immersed in the Frank Green magnetic energy and the design and experience will blow them away. This is just the beginning as we take Frank Green to the world. Watch this space.”

Hulsbosch has unveiled a refreshed packaging design for Kleenex’s range of toilet tissue products. This initiative is part of a strategic partnership with Kimberly-Clark, the parent company of Kleenex.

The redesign aims to enhance brand superiority, support better pack navigation, and maintain Kleenex’s strong equity and relevance.

The new packaging design leverages existing brand assets, including the iconic puppy, to modernise Kleenex’s visual identity and improve shelf presence. The refreshed design introduces a clearer hierarchy and simplifies on-pack information for easier consumer navigation. The prominence of the puppy in the design is increased to ensure stronger shelf standout and align with Kleenex’s premium positioning.

Mikey Hart, creative director at Hulsbosch, stated: “Our approach focused on elevating Kleenex’s distinctive assets while improving shelf navigation and product differentiation. The packaging balances modern design principles with the strong emotional connection consumers have with the puppy, which remains central to the brand’s identity. By creating a clear and cohesive design architecture, we’ve helped ensure Kleenex continues to have a strong presence in the category.”

The refreshed packaging will be rolled out across the Complete Clean and Luxury Quilts ranges. Kleenex toilet tissues have been made in Australia since 1966, and the new design aims to uphold this legacy while adapting to contemporary market demands.

Leah King, Kleenex’s brand manager at Kimberly-Clark, said: “The refreshed packaging for Kleenex toilet tissue products reflects our commitment to keeping the brand relevant and consumer-focused. Hulsbosch has delivered a design that strengthens our proposition, enhances brand recall, and supports our ongoing efforts to drive premiumisation in the category.”

The strategic design overhaul is expected to reinforce Kleenex’s position in the market by aligning its packaging with modern consumer expectations while maintaining its established brand identity.

Hulsbosch has previously worked on international award-winning projects for brands such as U by Kotex, Huggies, and Depend.