all operations considered the elements of risk involved in their adventure products at the trip planning stage. At the same time, it was recognized that unforeseen risk could occur on a day-to-day basis throughout the trips. Hibbert (2001) concluded that most mountain adventure risk management is conducted during the actual trips rather than in the company's office beforehand. Some operators assessed risk through reconnaissance trips to the destination. As one operator explained, it's the first-hand experience that proves how much of a risk the trip is likely to be. Hibbert advocates the implementation of formal written risk management planning, based on Cloutier's(2000) argument that it forces the business manager to think through individual and corporate philosophies, acceptable procedures and legal-liability ramification.