est, the tallest, the fastest, the first on the planet.” The frenzy has sparked the advent of seven- and eight-storey-high water coasters where high-powered nozzles or hydromagnetic technology propel people uphill on raſts; whirling, funnel-shaped tornado rides; and body slides taller than a 12-storey building that send shrieking riders plummeting down fibreglass chutes at speeds of up to 90 km/h. Obviously, when designing rides that stretch the limits of


engineering, close attention must be paid to safety. Barrera, who tests WhiteWater’s rides himself, says that the company has an internal technical safety committee that oversees designs and that it can take up to three years to develop an ambitious new attraction. At the same time, Ron Lausman, WhiteWater’s vice-president


of business development and architectural services, stresses that waterpark design is more than just mechanics. For one thing, there’s the challenge of dealing with crowds. “Attendance of 40,000 is pretty typical for a weekend day in a large park in Asia. It’s like having a small city show up on your doorstep,” he says. “In order to deal with that crush you have to understand traffic flow and how people use space.” Increasingly, waterparks are being incorporated into resort


and hotel developments and shopping centres. In China, they are becoming a linchpin of high-end real estate developments. At the same time, Martin says the increase in the popularity of stand- alone indoor waterparks and those attached to hotels and resorts in North America may change the typical clientele of families with small children. “We’re seeing swim-up bars, better-quality restau- rants, spa features and other perks aimed at adults. Ultimately, I think you will see some waterparks aimed exclusively at adults.” Looking ahead, Chutter sees waterparks growing larger and more complex, with an emphasis on interactive aspects and more


elaborate theming and storytelling. “We’re working on an exciting project in Mexico right now with Cirque du Soleil in which the waterpark won’t just be a backdrop, but will be part of an evening show.” And the big ventures keep coming. WhiteWater was a main


supplier of Yas Waterworld, a waterpark that opened in 2013 on a man-made island in Abu Dhabi, UAE. Assembled at an estimated cost of US$300 million, the 15-hectare park boasts 45 rides and attractions, including the world’s first hydromagnetic tornado waterslide and an inverted roller-coaster equipped with laser guns that activate ground effects such as water cannons. These types of megaprojects have kept the lathes running hot


at the Richmond plant and boosted WhiteWater’s sales figures by 65% over five years. The company has come a long way since its early days, when a million in sales was considered a success. Yet, even with this escalation of scale, Chutter insists that the core appeal of the waterpark remains unchanged: the holy triumvirate of sun, fun and family. “At a trade show a few years back I had a chat with an elderly


fellow who told me, ‘If I only had one day in my life to re-live, it would be the one where I took my family to a waterpark. We all laughed and had great fun. We still cherish that day.’ For me, that really captures the essence of what we’re trying to do here,” says Chutter. As I leave his office, Chutter points at a framed document on


the wall. “You know, I still have my CPA certificate. I was recently informed that as a 40-year member I no longer have to pay annual fees. It’s strange how things come full circle,” he muses. “KPMG now does our audit.” It’s a safe bet that no one there calls him crazy anymore.


KERRY BANKS is a Vancouver-based writer


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