What Compensation Rates Tell Us About the Iberian Fitness Industry

The health and fitness industry in Spain and Portugal is enjoying rapid expansion, and Management Around Sports (MAS), a premier consultancy and training firm based in Spain, recently provided more clarity on the region. MAS has more than 20 years of experience advising businesses in the health, wellness, and fitness sector, and is a partner with the Health & Fitness Association. Earlier this year, MAS released a comparative study of compensation and benefits across the Iberian peninsula.

The bottom line: Across both Spain and Portugal, compensation follows a predictable pattern. Fixed salary accounts for roughly 70%–80% of total pay, providing stability in a service-driven industry where consistency is essential. Variable compensation—typically tied to performance—is secondary and more common in management roles.

This balance reflects a sector that has matured operationally. However, MAS notes that the industry still operates within tight financial margins, limiting its ability to aggressively increase wages. Rising minimum wages and competition from other service industries are adding pressure, while growing expectations for professionalization are raising the bar for talent.

Close but Not Identical

Despite their cultural and economic similarities, Spain and Portugal exhibit notable differences in salary competitiveness—particularly in key roles such as club managers and personal trainers and coaches (referred to as “fitness technicians” in the report)

In Spain, club managers earn approximately €36,000­–€41,000 (US $41,500–$47,300) annually compared to around €27,000 (US $31,100) in Portugal. For trainers and coaches, the gap is narrower: €19,000–€20,000 (US $21,900­–US $23,100) in Spain versus roughly €18,000 (US $20,800) in Portugal.

These figures reveal three important distinctions:

· Spain maintains a wider gap between managerial and operational roles, reinforcing a more hierarchical structure.

· Portugal’s salary structure is more compressed, reducing the differences between job responsibilities.

· Both countries lag behind broader national salary averages, placing the fitness sector in a challenging position when competing for highly qualified professionals.

Salaries Driven by Business Model

MAS emphasizes that compensation is not just a function of geography—it is deeply influenced by business model.

In Spain, two dominant models define the market. Concessional operators (private fitness companies that run publicly owned sports facilities under a government contract) are often linked to public or mixed ownership and tend to offer higher fixed salaries—sometimes 15%–30% above private low-priced chains. In contrast, low-priced operators prioritize efficiency, relying more heavily on variable incentives and tighter salary structures.

Portugal presents a different dynamic. Large big-box chains tend to reward management roles more strongly, reflecting scale-driven strategies. Meanwhile, boutique and specialist operators place greater emphasis on technical expertise, often offering more competitive pay for trainers.

With limited room for salary growth, non-monetary benefits are becoming a critical add-on for attracting and retaining talent.

In Spain, common benefits include meal vouchers, gym memberships for employees and their families, and discounts through brand partnerships. Portugal offers similar perks, such as meal allowances and holiday-related benefits, alongside emerging trends like corporate health insurance among larger operators.

These benefits are no longer peripheral—they are central to employer branding and employee engagement. Larger operators, in particular, are investing in benefits programs as a way to differentiate in a competitive labor market.

What the Future Holds

Looking ahead, MAS identifies several trends that will shape the Iberian fitness labor market. Salary compression is expected to intensify, particularly in operational roles.

Cross-border talent competition within Europe is likely to increase, raising the stakes for retention. Additionally, absenteeism—estimated at around 7% in Spain and 4% in Portugal—represents a growing operational and financial concern.

For Iberian operators, the implication is clear: Compensation strategies must become more sophisticated. That means not only adjusting pay scales, but also investing in benefits, career development paths, and workplace culture.

As MAS concludes, the future competitiveness of the Iberian fitness industry will hinge on its ability to balance financial sustainability with high-level talent—an equation that is becoming more complex, but also more critical, with each passing year.