Risk management for Australian commercial adventure tourism operations.

This paper reviews research and practices relevant to risk management for operators in Australia's commercial adventure tourism industry. Important concerns highlighted by the 1999 Interlaken river canyoning tragedy in Switzerland are first discussed. Following this, the industry is defined and examined with particular regard to the participant, the operator and the setting. The legal framework encompassing the industry and other broad considerations are then appraised and crises management practices outlined. Two implications arise from this review: first, a model of the risk management operating environment for commercial adventure tourism operations and second, suggestions for research to enhance understanding of this dynamic tourism sector.

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The social awareness of risks posed by environmental, industrial and biological hazards has never been greater (Kolluru, 1996; Smith, 2001). Nonetheless, rapid growth of Australia's adventure tourism industry over the last three decades demonstrates an existing and increasing demand for the opportunity to engage in risk taking behaviours. The challenge then for adventure tourism providers is to manage the various risk elements to avoid crises, while at the same time ensuring customer satisfaction.

Many clients will engage in commercial adventure tourism activities to experience thrills and excitement (Fluker & Turner, 2000; Hall & McArthur, 1994). These psychological experiences arise through the uncertainty created in the minds of participants by an activity's inbuilt physical and social challenges such as high physical exertion, social embarrassment, and the possibility of sustaining physical injury (Morgan, Moore, & Mansell, 2000). These challenges, especially those of a physical nature, are in turn inextricably linked to the inherent risks provided by the natural environment (Brannan, Condello, Stuckum, Vissers, & Priest, 1992; Cheron & Ritchie, 1982). To ensure an appropriate experience for adventure tourism participants, the experience of inherent risks must be at an optimum level. With too little risk, the customer can find the experience dull and boring; too much risk and the operator may confront a crisis situation (Morgan, 2000).

The Interlaken canyoning disaster in Switzerland was one such crisis. As reported by Le Quesne (1999), on the 27th of July 1999 a group of 44 adventure tourists and 8 guides were abseiling and body-rafting down a 400-metre stretch of rapids and waterfalls. Heavy rainfall caused the banks of an upstream creek to falter, releasing "a 6 m high wall of mud brown water" down the watercourse. The ill-fated result was the death of 21 people.