Record market penetration in the UK fitness sector masks a deeper shift around consumer engagement, according to a report from Grant Thornton and UK Active, as Liz Terry reports

The UK fitness sector has reached a new milestone, with penetration climbing to 18 per cent in 2025 (up from 16.9 per cent in 2024 and 16 per cent in 2023), marking the highest level recorded to date.

The numbers highlight a trend of sustained growth, with participation rising steadily across the three years, reinforcing the sector’s resilience and its increasing relevance to consumers.

This three-year trajectory points to solid momentum, but the drivers also show a shift in emphasis – this is not only about adding more members, it’s also about increasing engagement, delivering more value per user and broadening routes into participation.

One of the most striking indicators in the report is throughput and across multiple segments of the market, visitation is rising faster than membership. In the private sector, it grew by 12.8 per cent year-on-year, compared to 7.8 per cent membership growth, suggesting members are not just joining, but that they’re using their memberships more frequently and driving more sustained engagement.

Across the whole sector, visitation increased by 10.3 per cent in 2025 when compared to 2024.

The market is evolving

Growth is increasingly being driven by this frequency of member engagement, as well as by how operators generate value-per-user and how effectively the sector aligns with broader health, lifestyle and societal trends.

This is significant, because increased usage correlates with stronger retention, higher secondary spend and greater perceived value – all of which underpin pricing power, with the 4 per cent increase in income per private-sector member reinforcing this.

Fitness is becoming less discretionary and more embedded in consumers’ lives, even in the face of cost-of-living pressures, meaning the industry is well on the way to achieving its Vision 2030 target of engaging 20 per cent of the population by 2030.

Growth with opportunity

Beneath the headline growth lies a more complex story that raises questions about value, access and who the sector is serving.

The sector is increasingly looking beyond commercial success towards broader recognition from healthcare and government and this new data suggests there is an increasingly powerful case.

The report also shows improving customer propositions and a stronger perception of value among active users, as well as expanded estates, diversified offerings and continued investment – particularly in public leisure – all of which are contributing factors, alongside seven M&A deals that highlight ongoing consolidation in the market.

However, the gains are not evenly distributed. Those on lower incomes remain the most impacted by inflation, with financial pressures still limiting participation.

This isn’t only about adding more members – it’s also about increasing engagement

Socio-economic divides are becoming more pronounced, with higher-income (ABC1) groups less affected by price increases, while lower-income (C2DE) consumers are more likely to downgrade, shift to pay-as-you-go or cancel altogether. This tension between growth and accessibility is emerging as one of the defining challenges for the sector.

The value equation

Price alone does not determine participation, explains the report, saying: “Cost is not simply a question of price – it’s fundamentally a question of perceived value.” Members will accept price increases when value is clear – through well-maintained facilities, reliable equipment, supportive staff and safe, welcoming environments.

On the flip side, even affordable memberships can feel too expensive if they fail to deliver on relevance. This is borne out by non-member sentiment in the report, with 46 per cent saying they don’t need to join a health club and 47 per cent saying they’re not interested in the activities.

Fear of judgement also remains a significant issue, with 35 per cent reporting concerns about this, while 19 per cent say they believe they would feel unsafe in a health club due to risks of harassment or intimidation and 46 per cent cite a lack of confidence as a barrier.

The implication is that growth will increasingly depend on the industry finding ways to reduce psychological as well as financial barriers.

 Visitation is rising faster than membership, suggesting members are using their memberships more frequently

A shift towards more inclusive, human-led design is underway. Operators are rethinking layouts, programming and their onboarding protocols to create environments that are easier to navigate and more welcoming for new and less-confident users.

Beginner-friendly spaces, structured inductions and clearer guidance are all seen as essential to enabling consumers to embed long-term habits and the report says early experiences matter – poor first impressions can permanently deter people from coming back.

There’s also an evolution in facility design, with strength-first layouts, larger functional training zones and more visible, confidence-building spaces for women and new users, while at the same time, recovery and healthspan services are moving into the mainstream, reflecting a broader shift in consumer priorities towards wellbeing.

Changing motivations

Perhaps the most significant cultural shift comes when considering why people exercise.

The industry is moving away from aesthetics-led messaging towards strength, wellbeing and healthy ageing. Appearance peaks as a motivational factor only among 35- to 44-year-olds, in which group 86 per cent rate it as important. This is the only age group where appearance matches ‘improving or maintaining strength’ and ‘fitness’ as a driver.

Younger cohorts are redefining the role of the gym altogether. Membership levels are highest among 25- to 34-year-olds, showing an 11 per cent increase, closely followed by 16- to 24-year-olds.

These younger groups are also the most likely to attend a gym, health club or exercise class away from home at least twice a week, and are more likely to do so than engage in home-based activity. For many in this cohort, membership of a gym or health club is increasingly tied to their sense of self-identity and facilities are becoming ‘third spaces’ – places to train, socialise, recover and work.

In contrast, older adults are more likely to exercise at home and are less engaged with traditional membership models. Membership rates drop significantly from age 45 onwards, and nearly 60 per cent of those aged 65 and over have never held a membership, highlighting a substantial untapped market.

Expense is a key reason for attrition, particularly among 45- to 54-year-olds, with this often linked to under-usage of facilities in this group, which undermines perceived value.

Cost is not simply a question of price – it’s fundamentally a question of perceived value

As the market matures, competition is shifting. Rather than relying on discounting and churn, operators are focusing on differentiation and coexistence to grow the overall market.

At the same time, inclusivity will be critical. Broadening appeal to older adults, lower-income groups and underrepresented users will require clearer communication, flexible pricing and environments designed for psychological as well as physical comfort.

Provision for children and young people is also expected to grow, with new formats designed to build early engagement and lifelong habits.

Independent operators are playing a key role in this evolution. They often trial new concepts at a smaller scale, refining them and paving the way for wider adoption. They also report some of the highest levels of member retention, driven by personalised communication and strong community engagement, although they’re also the most exposed to rising costs, with tighter margins and less capacity to absorb financial shocks.

Across the sector, cost pressures remain – from energy to water and from National Insurance to minimum wage uplifts and business rates. These headwinds are forcing operators to continually sharpen their value propositions while also improving operational efficiency.

Technology – but human first

Technology adoption continues to accelerate, but the findings suggest a clear boundary, with digital tools most effective when they complement, rather than replace, human interaction.

Members still prefer personal trainers over AI-generated programmes, particularly for confidence-building and guidance in technique.

At the same time, social media is playing a growing role in shaping health behaviours – not always positively. This is increasing the pressure on operators to provide accurate, trustworthy information.

The integration of wearable data and digital ecosystems remains a challenge, particularly in public leisure, where fragmented systems can limit the user experience. The strongest retention outcomes are seen where technology and human support are combined into a seamless, personalised journey.

Looking ahead, the industry’s next phase of growth will be defined less by expansion and more by experience.

Growth is no longer just about opening more clubs – it’s about creating experiences that people value

“Growth is no longer just about opening more clubs – it’s about creating experiences that people value, encouraging them to visit more often and broadening the services offered once they are inside,” says the report.

In summary, key opportunities lie in deeper integration with healthcare – particularly in weight management, rehabilitation and mental health – alongside emerging trends such as GLP-1 medications, which present both challenges and opportunities for engagement with a wide range of consumer groups.

There is also increasing emphasis on social value, with calls for more consistent and comparable reporting across the sector.

The sector’s progress is relentless – participation is rising, facilities are busier and the offer is more diverse than ever, but the next challenge is more demanding, says the report – proving relevance to those who remain on the sidelines, while demonstrating value to policymakers and healthcare systems.

If the industry can meet that challenge, it will not only achieve its Vision 2030 targets, but also secure its place as a central pillar of public health. 

More: www.ukactive.com