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FHR places sustainability at the heart of its business, contesting the notion that mass tourism is responsible for all negative impacts. As an alternative, similarly positioned with Inskeep’s (1991) work, the Fairmont case illustrated in this chapter demonstrates that indeed sustainability is the goal of business operations and, in line with Budeanu’s (2005) work, suggests that mass tourism is a channel to integrate sustainability. The case study presented on FHR has demonstrated many ways in which the company integrates sustainability practices alongside its operating principles. However, the sustainability programmes implemented could also be perceived as opportunities to enhance value proposition, by way of cost savings or because they are directly in line with its organizational vision. Furthermore, it was also recognized that some sustainability efforts were delegated onto employees, which created questions around the long-term viability of the company’s sustainability vision.

Moscardo’s (2008) research regarding the consideration of tourism as a resource to communities was highlighted in Fairmont’s Green and later Sustainable Teams, who enact the hotel values and wider sustainability goals through voluntary, community focused initiatives. The subsequent partnerships that were created with local communities presented opportunities for Fairmont properties to share benefits, promote educational experiences and aid preservation of cultures and environments through IRT. The case study presented on FHR demonstrates the businesses’ commitment to CS and reflection on its journey. Specifically, the realization of its emphasis on the environment was adapted to represent the broader sustainability goals in the Fairmont Sustainability Partnership established in 2013. Consequently, its employees, the broader community and the environment benefit. The distinction between CS and CSR was demonstrated at the outset of this chapter as being muddled in the literature. Lozano’s (2013) notion that CS represents a journey for companies as they seek to continuously adjust and improve their activities in their efforts to contribute more effectively to sustainable societies seemed fitting, given the FHR programme modifications. The examples provided in this case study obscure the CS and CSR distinction, as FHR seemingly balances its sustainability goals whilst also being responsible in the communities in which it operates. Accordingly, this case study fits with Montiel’s (2008) assumption that CSR and CS may be converging. Ultimately, CS as discussed in the case of FHR represents a vehicle with which to facilitate partnerships between urban and rural landscapes, thereby enabling IRT.

 
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