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Conclusion

As stated at the beginning of this chapter there is a lack of evidence demonstrating the implementation of sustainable tourism in practice (Ruhanen et al., 2015). As such, the aim of this chapter was to investigate the various practices and initiatives implemented by FHR to support its sustainability goals. Specifically, the chapter examined the FHR partnerships and programmes that facilitate IRT and its CS business approach. The chapter explored the CS practices carried out at FHR via the array of internal (Green Partnership Program, Sustainability Partnership Program, Fairmont CARES, Going Local), national (Pollinator Partnership Canada) and international programmes (World Heritage Alliance, WWF). Second, the chapter explored how sustainability principles were integrated into the corporate plan of FHR. It was found that sustainability was clearly integrated and in fact an integral part of FHR. FHR demonstrated leadership through the publication of The Green Partnership Guide and its partnerships with programmes that would encourage continual progress. However, it was also noted that some employees and management heavily relied on volunteer programmes via the Green and now Sustainability Teams. This raised questions about the long-term contribution of such community sustainability programmes.

The chapter also sought to explore the integration of CS for product and service enhancement. The on-site sustainability initiatives in line with the Going Local campaign supported the development of rooftop vegetable and herb gardens, honey bee production, chicken coops and goats for the purpose of producing goat’s milk and cheese on-site. The locality of the food may enhance the products on offer. IRT experiences were also described in the case of the lobster boat excursions at the Fairmont Battery Wharf in Boston; the Trilogy Excursion’s Blue’aina Program at Fairmont Kea Lani in Maui, Hawaii (e.g. community/tourist rubbish removal and education); visiting communities surrounding Fairmont Mount Kenya Safari Club (e.g. women’s micro-farming project, Nanyuki Spinners and

Weavers centre); and Fairmont Mara Safari Club (e.g. Masai Manyatta village cultural experiences). Such examples of IRT provide opportunities for community partnerships, cultural immersion/preservation, education and ultimately product enhancement,

This chapter was limited in that it predominantly focused on secondary documents and websites. As such, it is recommended for future research that qualitative studies and, specifically, interviews with upper management at FHR are carried out to enhance our understanding of sustainability practices and clarify a more comprehensive overview of the broader organizational and sustainability strategies adopted by FHR and other large hotels. Furthermore, a quantitative study exploring sustainability barriers for the hotel industry may be a starting point to determine what kind of assistance hotels require to identify their sustainability goals and enhance their sustainability programmes and ultimately progress.

 
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