RESEARCH continued
in an evolving world. So today we have the ‘Quadruple Bot- tom Line’ and so on (more on that later in the series). For now it is im- portant that we acknowledge that Elkington (2004) also contended sustainable devel- opment would be impacted by a cultural revolu- tion and a new
evolution of iden- tified major sus- tainability factors and their impact on a dive tourism destination, RSDT and the dive in- dustry in general. That is, this ‘Quadruple Bot- tom Line’ identi- fies, in a diving industry context, four major factors impacting LTS as: sociocultural (in- cludes changes in
A flowchart to illustrate the literature investigated to establish the major factors impacting the LTS of a tourism destination and RSDT (Cummins 2021).
paradigm for corporations with the development of more competitive markets, softer values, open transparency, func- tional life cycles, symbiotic partnerships, longer timelines and that it be inclusive of corporate governance. Obviously, Elkington’s contributions to the literature have considerable implications for the LTS of the diving industry, the recreational scuba diving tourism (RSDT) sector and cor- porate social responsibility (CSR) of stakeholders, while also identifying that a comprehensive approach to sustainable de- velopment and environmental protection would be, and cer- tainly has been, a considerable challenge in some areas. Meanwhile, a survey conducted by the World Economic Forum 2019 found that environmental threats are now the biggest danger to the global economy (and individual busi- nesses). However, that is yet to be verified in the light of es- tablishing whether impacts like we witnessed with COVID-19 will recur and have a medium to a long-term major impact. Certainly, the short-term impacts on the dive industry of COVID-19 were quite significant. So it is important to note, and consider, the ramifications of sustainability being on a timeline and the various stages from short-term, to medium-term, to LTS exist and which one decision makers will place the most emphasis. For ex- ample, Hawkins and Roberts (1994 & 2005) in their studies of the sustainability of RSDT on the coral reefs of Saba Ma- rine Park of the Netherlands Antilles, identified that devel- opers were more interested in rapid returns on investments than conserving the environment. The flowchart summarizes the literature in terms of the
diver demographics), environment (includes the availability of quality dive sites), economic and business (i.e. global & local status, skills & management levels of competence) and governance factors (e.g. laws, regulations, OHS, diver stan- dards & use of ‘best practices’). Clearly, the primary objective of LTS also involves the pro- vision of lasting and secure livelihoods which minimise re- source depletion, environment degradation, cultural disruption and social instability. In contrast, economic growth is more often related to modernisation, distribution Sustainability in Diving – What It Really Means Understanding sustainability starts with recognizing that the dive industry operates within environmental, sociocultural, economic, and governance systems. Academic research shows that long-term sustainability (LTS) depends on balancing these four forces while protecting reef health, supporting local communities, maintaining viable business models, and following best practices. For retailers and dive resorts, sustainability is not just conservation. It is oper- ational risk management, long-term market protection, and des- tination competitiveness. TAKE AWAYS for Retailers & Dive Resorts Healthy reefs protect the long-term value of your training ▪ and travel programs. Strong community partnerships reduce friction and improve ▪ access. Consistent standards and best practices limit liability and ▪ strengthen trust. Sustainable policies attract higher-value, repeat divers. ▪
FORTY-SEVEN | SCUBA DIVING INDUSTRY
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