Written by Andrew Lewis, Allara Global and Prof. Jane Burns, NTIA AU Chairperson
At the end of October, Allara Global attended NEON Forum 2025, Sydney. The key takeaway is clear: the 24-hour economy is undergoing a profound and necessary transformation. Discussions moved beyond ‘bars and clubs’ to paint a picture of cities and regions - awake, connected, and critically grappling with a safety culture. From the rise of the "morning economy", a head-on confrontation with safety and an antidote to end the epidemic of loneliness, the forum set a brave agenda for what it means to be a 24-hour economy.
Our significant insights
NOTE: This article is long because we didn’t want to leave anything out. We would highly recommend the event in the future to all nighttime venues.
1. The "sober shift" and the rise of the morning economy
"Night to Day" challenged the traditional 6 p.m. to 6 a.m. nighttime economy definition, highlighting the rise of a "morning economy".
The "sober shift" is a mindful shift. Gen Z still drinks. Data from Time Out 'Sip Happens' showed 81% of Gen Z drink alcohol, while 84% of Millennials enjoy a bevvy. Gen Z are selective, seek unique experiences, and are mindful of their consumption, balancing a night out with a desire to exercise in the morning.
This behaviour change is big news for businesses, allowing them to diversify and expand their offerings. Andrew Coughlin, owner of Maru Hi-Fi, adapted his late-night karaoke bar to operate as an all-day listening bar and restaurant. The result? A doubling of revenue. This pivot was essential - appealing to a demographic that prefers coffee over a vodka Red Bull.
The economic power of the ‘morning economy’ is undeniable. Australians are among the earliest risers in the world. Dr Anna Edwards from the University of Melbourne shared that Sydney leads globally in morning hospitality, with 62% of its cafes and restaurants open by 8 a.m. This compares to just 37% in London and 22% in Singapore. Visa data reveals that consumer spend between 5am -11am is on par with spend that occurs between 7pm - midnight.
This trend creates new formats for social connection, from 5 a.m. run clubs to the "coffee raves" hosted by Maple Social Club. Co-founder Connor Cameron explained how they tapped into a post-COVID generation seeking new ways to connect – the perfect antidote to loneliness!
2. A critical reckoning on safety and workplace culture
The forum’s most urgent and challenging conversations centred on safety, with back-to-back panels, "Walk the talk: Women and gender diverse people’s safety after dark" and "How men can help prevent workplace sexual violence". More than token acknowledgement, the forum directly addressed the reality of gender-based violence and the systemic failures that allow it to persist.
Attendees were asked to "lean into the discomfort", whilst shown a video of men joking about self-defence, and a female providing a sobering reminder that this is a constant reality for women. The stage was set for a stark analysis of the problem. Karen Bevan, CEO of Full Stop Australia, noted that only 1 in 8 sexual offences are reported to police, with incidents experienced by patrons and industry staff.
Risk factors specific to the nightlife industry are varied and include:
- Permissive culture: Karen Bevan argued that social norms become blurred after dark, leading to behaviours that would not be acceptable during the day
- A continuum of harm: Dr Phil Watts explained that sexual violence exists on a continuum. It starts with " leering and shitty jokes" and, without intervention across the full spectrum, it escalates.
- Structural risks: Stacey Forrester of Goodnight Out Vancouver identified five key risk factors: alcohol, industry norms, unequal power dynamics, physical spaces (e.g., dim lighting), and the simple act of bringing large groups of people together.
- Governance failures: Swillhouse CEO, Lisa Hobbs, stated that hospitality workers are overrepresented in sexual harassment figures, and argued that key drivers are "weak governance, surface level compliance, [and a] lack of leadership", noting that the industry's culture "hasn't really caught up" with societal standards.
The second panel, "How men can help," focused on moving from problem analysis to solutions. Dr Zach Seidler of Movember offered a critical insight, identifying a "perception gap": many young men conform to a dominant, toxic culture not because they agree with it, but because they believe society expects it of them. This fuels "locker room mentalities". Noah Block from Consent Labs reinforced this. Young men say they want to be "respectful, kind, honest," but feel society pressures them to be dominant and hypersexual.
Dr. Seidler powerfully critiqued the widespread "call out your mate" bystander model as a "shame-based model" that fails. He argued it skips the most important step - "Don't Do It". The research is clear, "compassionate accountability", an evidence-based model that holds men accountable while understanding that trauma and mental health issues can fuel bad behaviour.
A strong theme of practical action-based leadership emerged:
- Proactive vs. reactive training: Stacey Forrester emphasised the need to shift from reactive training, which happens in crisis mode after an incident. To proactive, sustainable training embedded in business culture.
- Leadership is action: Lisa Hobbs stressed that "people are following what you do, not what you say" and the need for leaders to have a strong, positive "leadership shadow".
- Empowering staff: A key cultural shift, Hobbs noted, is empowering staff (including male staff who may fear intervening) to remove misbehaving guests, challenging the adage that "the guest is not always right".
- Tangible accountability: Swillhouse has implemented a venue banning protocol that applies to patrons and staff who are dismissed for misconduct, preventing them from returning as guests and posing a risk to their former colleagues.
- Re-evaluating regulation: Dr Phil Watts pointed out that even well-intentioned regulations, like the mandatory eviction of intoxicated patrons, can increase harm by forcing vulnerable people into unsafe public spaces.
A cross-panel consensus emerged on the critical role of education and training. This ranged from the macro-level education of young men to practical, industry-specific training for staff. Superintendent Paul Dunstan stated, "I think education is key...’ stressing the need to ‘get in really, really early... to change hearts and minds of young people". This connected with insights from Dr. Zach Seidler and Noah Block, who discussed the critical need to educate young men and provide new, positive models of masculinity to counteract harmful social pressures. This educational imperative was also applied to the industry itself, with Lisa Hobbs listing "education for your staff" as a core leadership responsibility. Panellists emphasised that leaders must set an example by "doing the training" themselves, and that venues should be implementing training programs.
Finally, Superintendent Paul Dunstan highlighted how far the New South Wales Police Force has come in its handling of sexual violence reports, noting the significant progress from practices 30 years ago. He outlined key improvements designed to support victims, such as dedicated "soft rooms" in police stations to make reporting a more comfortable experience. Crucially, he described a system that now allows a victim to make a full report, which can then be "pulled off the shelf" for prosecution weeks, months, or even years later. He explained that this gives the victim full control over the timing, removing the pressure of an immediate court process.
3. The Why. Nightlife as the cure for loneliness
If the what of the 24-hour economy is evolving, the why is becoming clearer. This theme, first raised in the "Morning Economy" as "the antidote to loneliness", became the central challenge of 24-Hour Economy Commissioner Michael Rodrigues, keynote. He declared an "ongoing discussion... against the war on the couch" and described a paradox where society is "incredibly digitally connected, but becoming more and more isolated", leading to an "epidemic of loneliness". Citing reports from the World Economic Forum and the Productivity Commissioner, Rodrigues highlighted a Youth Insight survey, which found that 63% of Gen Z respondents reported sometimes or often feeling lonely.
He framed this as a genuine health crisis, noting that social disconnection is linked to "heart disease, stroke, depression and anxiety".
He positioned the 24-hour economy as "the miracle cure, a good night out". However, made it clear that this "cure" is not about alcohol, but rather social connection. This definition of "going out" directly connects to the industry's diversification- a variety of experiences, available and designed for connection.
This diversification is key to fighting the stigma, mentioned in the "Global Insights" panel, that nightlife is just a "problem" or a place "when bad things happen". Rodrigues challenged the industry to stop thinking of itself as "just for fun" and to embrace its new role as an "essential service", providing the connection that is vital to "the healthcare challenge of the modern age".
4. The How. Global innovations and local infrastructure
Achieving this bold vision requires creative thinking and well-built infrastructure. The "Global nights, local insights" international panel provided a wealth of examples:
- New York: Jeff Gracia, NYC's "Nightlife Mayor," celebrated the "City of Yes" initiative, which abolished long-standing, prohibitive laws against dancing. He described a new police model, "CURE" (Coordinating a United Resolution of Establishment), which replaces punitive raids with a collaborative, solution-focused approach.
- Barcelona: Carmen Zapata, the city's first night commissioner, explained that her first challenge was to "fight against the stigma" and change the perception of nightlife from a "problem" to a vital cultural asset.
- London: Dr Alessio Kolioulis discussed a major upcoming licensing reform aimed at removing barriers for venues, alongside a new, large-scale study of the nightlife workforce.
Locally, the success of the Sydney Metro was hailed as a "game changer". CEO Peter Agan noted that usage is strong, well outside of peak commuter times, with people relying on it for nighttime and daytime leisure. The service, which runs 20 hours a day on weekends and runs all night on New Year's Eve, is fundamentally changing the city.
The Way Forward
The 2025 NEON Forum painted a clear picture. The 24-hour economy is no longer just about the night. It’s about a holistic 24-hour cycle of work, life, and connection. It is diverse, active, and awake, and is ensuring this vibrant economy is built on a foundation of genuine safety, respect, and a sustainable, professionalised culture.