When Passion Isn’t Enough: French Gym Workers Push Back

In late March 2025, staff at Climb Up Aubervilliers staged a walkout. Within days, employees at Climb Up Porte d’Italie and the Climbing District chain followed suit. The protests, which were coordinated with the CGT union, centred on low wages, excessive workloads, unsafe staffing levels, and what workers described as a culture of disregard for both their wellbeing and the quality of the customer experience.

The grievances paint a portrait of an industry under pressure. At Climbing District, employees allege that some shifts run from 6:30am until after midnight, without rest days or additional compensation. Across all three affected sites, staff say they are responsible for safety-critical supervision while receiving only minimum wage and limited training. They describe high turnover, poor communication from management, and an absence of clear mechanisms for reporting safety concerns. In some cases, such as Climb Up Aubervilliers, staff also allege illegal use of surveillance and unpaid overtime.

Company responses have varied. Climb Up’s founding president, François Petit, travelled to Paris from the group’s Lyon headquarters to meet striking workers. The company has promised rapid operational fixes, including convening an extraordinary works council (CSE) and delivering a full action plan. Climbing District has not released a formal response, but internal policies appear to be under review following the publicity around the strikes and related union action.

While the dispute has so far been limited to a handful of gyms, the underlying complaints are familiar to many across the industry. Similar issues—low pay, understaffing, and blurred lines between customer service and safety roles—are often reported in gyms throughout the UK and elsewhere in Europe. What is unusual in the French case is the severity of the alleged overtime demands and the visible coordination of strike action. But the broader tensions are not isolated.

Structural Pressures

Indoor climbing has experienced rapid growth over the past decade. In France, climbing was already gaining popularity before the Tokyo Olympics; since then, new openings have accelerated. Chains such as Climb Up, Arkose and Climbing District have expanded aggressively, fuelled by venture capital and real estate strategies that prioritise urban presence and rapid scale.

Yet the model faces challenges. Energy and staffing costs have risen, while consumer spending is tightening. Operators must balance cost controls with the promise of a safe, inclusive and community-focused experience. Labour, which accounts for a large share of operating costs, is increasingly a point of friction—especially when high service expectations meet lean staffing plans.

Moreover, climbing gyms cannot easily externalise safety. Instructors and front-desk staff are not just greeters or fitness assistants; they are often responsible for supervising auto-belays, spotting beginner climbers, and enforcing safety rules. Inadequate training or excessive workloads can have immediate, visible consequences.

Possible Adjustments

Operators face a clear question: how to maintain profitability while preserving staff wellbeing and customer trust. A few changes may help:

Professionalise Frontline Roles:
Investing in clear, paid training pathways—including recognised certifications—can improve safety and job satisfaction, especially for entry-level staff.

Introduce Transparent Pay Structures:
Rather than informal bonuses or unrealistic sales targets, gyms could consider structured incentives tied to measurable, non-exploitative metrics—such as retention, safety, or customer feedback.

Create Channels for Staff Voice:
Even outside formal union structures, mechanisms for regular feedback and shared governance can reduce tension and pre-empt reputational risks.

Limit Risk Creep:
As gyms add “fun climbing” features or automate check-ins, they must ensure supervision remains adequate and legally compliant—especially when beginners and children are involved.

Climbing gyms rely on a skilled and motivated workforce to deliver what remains, for many customers, an intensely personal experience. If workers feel disposable or ignored, the long-term viability of the model comes into question. The strikes in France offer a sharp reminder that the indoor climbing industry, while built on values of community and resilience, is not immune to the structural tensions of low-margin service work.

A more sustainable balance will require not just operational fixes, but a genuine recalibration of how labour is valued in this still-young sector.