A GIANT OF PLAY

Jupiter Play’s Michael Hoenigmann has spent more than 30 years in the play sector. He recounts how the industry has changed – and why there is now renewed optimism for the future

OF PLAY A GIANT

Michael Hoenigmann’s career in play began with SMP Playgrounds in 1992. After spending a couple of years as Area Sales Manager for Scotland, he took up the challenge of relocating to Surrey to become the company’s Export Manager. The challenge back then was – in Hoenigmann’s own words – to sell what was effectively “coloured scaffolding” to countries that had far better designed playgrounds than we had in the UK.

“That experience led me to the decision to establish my own business importing some unique and innovative products into the UK market,” Hoenigmann says and smiles. “So Jupiter Play was born in 1999 with a strapline we have to this day – ‘Out of this World’.”

After setting up Jupiter you set up another play company, before returning?

We started Jupiter in the front room of my home back in Edinburgh and worked with an industrial designer on an ad hoc basis. Delivering our first major project for Moray Council in Mosstodloch in 2000, we began to grow over the coming years to be one of the largest play companies in Scotland.

In 2002, I then set up Proludic in the UK and had a fabulous time growing the business from a staff of eight to 40. I’m still immensely proud of the continued success of the business.

I quickly realised the profound role play has in child development and community wellbeing

We’re committed to innovation, sustainability & community impact

In 2005, I established a company called Inclusive Play as a direct response to the Disability Discrimination Act – and the fact that none of our supply chain at that time had the appetite for creating inclusive products. I’m pleased to see that this is no longer the case and am delighted that this business is also thriving with an excellent export performance. Returning to Jupiter Play in 2015 was a natural progression, having developed my managerial and business development skills and my understanding of play design and innovation. I was drawn in by the opportunity to have creative freedom to deliver more impactful play spaces that aligned with my values of sustainability and inclusivity. Today, I’m proud to be part of a team that pushes the boundaries of play design.

What originally attracted you to the play sector?

It was a happy coincidence that led me to the play sector, having worked in a building supplies company previously. I will always remember my mum telling me that the market must already be saturated.

I was intrigued by the creativity and potential for community impact and quickly realised the profound role which play has in child development and community wellbeing. I wouldn’t really consider it a ‘job’ when you get to witness the transformation of an underutilised space into a hive of activity for communities.

How has the sector changed in the past 30+ years?

The play sector has evolved significantly since I joined in 1992, specifically the greater emphasis on inclusivity and sustainability. There’s also a growing recognition of the importance of play in community cohesion, mental health and wellbeing. However, there is too much reliance placed on procurement practices rather than play value and tangible outcomes for children and their communities. As a result of manufacturers striving to make things cheaper, many play spaces are being stripped of their excitement.

The most positive change has been the sector’s shift towards inclusive play; ensuring that children of all abilities can enjoy and benefit from play spaces. A key contributor to this has been the introduction of innovative technologies within interactive play. This offers levels of play that adapt to the user’s abilities to ensure they are actively engaged for longer, promoting healthier and more active communities all whilst providing live user statistics which highlight the return on investment. The gamification of play through interactives has been revolutionary. If I’d have to pick out negative changes, then one would be the stagnation in innovative play design and the reduction of landscaping within play areas have both been challenging. Most manufacturers seem to prefer designing flat wet pour areas surrounded by bow top fencing! It’s easy to argue that this is what the customer wants and that thelack of maintenance budgets is driving this. Plus, more rigorous procurement means a substantial increase in admin time, effectively pushing up prices whilst providing less rather than greater value to projects. But I believe, as an industry, we can and should do better. Other countries are delivering much better play spaces, and we need to start taking inspiration from countries like Australia who have some amazing provision.

How would you describe the current state of play in the UK?

The UK play sector is in a good position, with a renewed optimism and public appreciation of play areas and green spaces post-pandemic. Play has been recognised for the first time in the National Planning Policy Framework (NPPF) and has been debated in parliament for the first time in almost two decades. But we need to keep momentum up and showcase some of the fantastic and innovative work that is being delivered across the UK.

What do you see as the biggest challenges the industry faces?

Other than budget pressures, there are key challenges around educating buyers about the quality and sustainability of products and the life cycle of materials. We need to ensure that there are adequate revenue budgets allocated to new capital projects to ensure they are maintained to a high standard. You service your car every year, yet we expect to put a play area in and forget about it. Having to maintain a play area should be welcome news and is evidence that it is being well used!

The best play spaces come from true collaboration

And what about the biggest opportunities?

The greatest opportunity is for more collaborative working. Breaking down some of the barriers created by procurement processes would allow greater time for designs to evolve with clients and users. The best play spaces are normally delivered in this way. Can we really design anything of real value in a 4–6-week period whilst asking questions to a portal? There is very little opportunity to add value in this process! As an industry, we must create a tool which helps clients evaluate play value more effectively to ensure better provision across the board.

How would you describe Jupiter Play as a company?

It is a multifaceted company that embodies design innovation, consultancy expertise and turnkey solutions. We pride ourselves on being a comprehensive provider of outdoor play and sports equipment, offering bespoke designs and modern interactive solutions that cater for the children of today and diverse community needs.

Since the pandemic, Jupiter Play has adapted and thrived by focusing on sustainability, innovation, and inclusivity. We’ve embraced digital tools and virtual consultations, allowing us to continue delivering exceptional play spaces while expanding our reach. Our Butlin’s SKYPARK projects are a testament to this, allowing us to work remotely and utilise innovative technologies such as interactive lighting to deliver exceptional play spaces.

We’re committed to pushing the boundaries of play design, with a focus on innovation, sustainability and community impact. We’re excited about the future and the role we can play in shaping the play sector. We have been collaborating on a PhD project evaluating different types of play spaces and their impact on children’s fundamental movement skills and look forward to seeing the results of this in the near future.

What are Jupiter’s plans for the three years?

In the coming years, we are aiming to grow to a turnover of £10 million by further developing our design services, increasing our sales team and enhancing our product offerings. We are focused on delivering innovative play spaces that communities love, utilising our exclusive concept ‘KORE’ to challenge the traditional MUGA and doubling the number of Lappset Interactive products in the UK. And the success of our Butlin’s SKYPARK projects provides us with a springboard to increase our presence and challenge play within the leisure sector for the better.

What has been your proudest career moment so far?

One of my proudest moments at Jupiter Play was our company being highly commended in the Midlands Family Business Awards for Employer of the Year. Reading some of the lovely comments that our wonderful team made on our submission made me very emotional, especially reading how our flexibility and support had made such a positive impact on the team. Hearing that our staff had never missed their children’s school sports days or plays because of our flexible working hours warmed my heart.