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Intrawest

Intrawest Corporation was a Canadian and operator founded in 1979 by Joe Houssian as a merger of Intrawest Properties Ltd. and Intrawest Equities Ltd., initially focusing on urban and commercial properties before pivoting to development. The company specialized in acquiring, expanding, and managing premier ski destinations across , integrating sales, vacation ownership, and hospitality services to create year-round resort communities. Through aggressive acquisitions in the and , Intrawest built a portfolio that included iconic properties such as in , Mont Tremblant in , Steamboat Resort in , Stratton Mountain in , in , and Copper Mountain in , transforming these sites into multifaceted leisure hubs. Intrawest went public on the in 1991, raising funds to fuel its expansion into the U.S. market, and by the mid-1990s had shifted its core focus to ski resorts and ancillary businesses like and timeshares. Key milestones included the 1986 acquisition of Blackcomb Mountain, the 1991 purchase of Mont Tremblant for approximately $22 million, the 1994 acquisition of Stratton Mountain, and the 1997 merger of Whistler and Blackcomb operations under its ownership. The company faced challenges in the early 2000s due to economic downturns, leading to divestitures of non-core assets, but rebounded with further purchases like in 2007. In 2006, Intrawest was acquired by for $2.8 billion, marking a shift to private ownership. In 2017, affiliates of and KSL Capital Partners acquired Intrawest Resorts Holdings, Inc. for about $1.5 billion, including debt, integrating it with other holdings like Alpine Meadows to form a larger resort network. This entity rebranded as in 2018, under which Intrawest's resorts continue to operate as part of a portfolio of 18 year-round destinations offering the Ikon Pass multi-resort access program. As of 2025, , backed by KSL Capital Partners and and Company, invests heavily in its properties, including over $400 million in capital improvements for the 2025/26 season focused on lifts, , and guest experiences.

Overview

Founding and Early Focus

Intrawest was founded in 1979 in , , by Joe Houssian as a merger of Intrawest Properties Ltd. and Intrawest Equities Ltd., establishing the company as a firm initially concentrated on urban residential properties. Houssian, a native with an MBA from the , began his career in after working at , aiming to build a portfolio of housing developments across Canadian cities including , , and . By the late , the firm had completed multiple residential projects, totaling around 1,800 units, which provided the financial base for future diversification. In its early years, Intrawest emphasized creating integrated recreational properties, evolving from urban developments to "destination resorts" that blended , lodging, and components to attract visitors and investors alike. The company's foundational centered on leveraging sales—particularly timeshares and condominiums—to generate revenue for funding essential , such as lifts and village expansions, thereby minimizing upfront capital risks while fostering long-term growth. This approach allowed Intrawest to transform raw or underdeveloped sites into self-sustaining communities, prioritizing accessibility and amenities to drive occupancy and property values. A pivotal milestone in this early phase occurred in 1986, when Intrawest acquired a 50% interest in Blackcomb Skiing Enterprises for $3.7 million from the , marking its formal entry into large-scale ski operations on Blackcomb Mountain near . With an option to purchase the remaining stake for $5.8 million within five years, this deal enabled Intrawest to invest over $112 million in expansions, boosting the resort's daily skier capacity from 4,000 to 14,000 and solidifying its niche in resort development. By the end of the decade, Intrawest had gone public in 1991, raising $26 million to support further initiatives in this burgeoning sector.

Evolution into a Resort Operator

In the late 1980s, Intrawest began transitioning from a primary focus on to owning and operating resorts, aiming to generate recurring revenue from ongoing operations rather than one-time project sales. This strategic shift was marked by the 1986 acquisition of a 50% stake in Blackcomb Enterprises for $3.7 million, which allowed Intrawest to invest in expanding the resort's capacity from 4,000 to 14,000 skiers per day and boost annual skier visits from 278,000 to over 900,000 by the mid-1990s. By the early 1990s, this evolution accelerated with the $22 million purchase of Mont Tremblant in 1991, where Intrawest committed $48 million over four years to enhance facilities, including a new and , further emphasizing operational management as a core business pillar. A pivotal aspect of this transition was the development of integrated village concepts, exemplified by the "Village at " model, which blended retail, dining, and lodging to create immersive guest experiences at the base of resorts. Drawing from earlier successes like the pedestrian-oriented Whistler Village, Intrawest applied this approach at starting in the late 1990s, partnering with local stakeholders to build a European-style pedestrian hub with shops, restaurants, and accommodations, ultimately transforming the area into a year-round destination. This philosophy, often referred to as the "Intrawest Way," centered on designing car-free base villages to foster community and convenience, thereby increasing appeal and long-term visitor loyalty. Diversification into U.S. markets in the early solidified Intrawest's role as a resort operator, highlighted by the 1994 acquisition of in from Victoria USA, marking its first major entry into the American Northeast. This move expanded Intrawest's portfolio to include four-season operations with and other amenities, supporting a broader strategy of . To fuel this growth, Intrawest completed an on the in 1991, raising $26 million by selling 27% of its equity, which provided capital for further resort investments and divestitures of non-core assets.

History

Inception and Initial Developments (1978–1990)

Intrawest Properties Ltd. was founded in 1973 by Joe Houssian in Vancouver, British Columbia, as a real estate development firm focused on residential projects in Western Canada. The company initially concentrated on small-scale developments, constructing 26 projects that included approximately 1,800 apartments, townhouses, and single-family homes across Vancouver, Edmonton, and Calgary by the late 1970s. In 1979, Intrawest Properties merged with Intrawest Equities Ltd. to form the Intrawest Development Corporation, consolidating its operations and enabling further expansion into commercial real estate. By the early 1980s, Intrawest diversified beyond residential work, acquiring the Cedarbrae Shopping Centre in in 1981 while completing additional projects like the Glenmore Landing Shopping Centre in 1985 and the Lonsdale Quay Public Market and Hotel in North in 1986. The company's entry into the resort sector marked a pivotal shift, beginning with the 1986 acquisition of a 50% stake in Blackcomb Skiing Enterprises, which operated the Blackcomb Mountain near . This purchase, valued at approximately $3.7 million with an option to buy the remaining 50% for $5.8 million within five years, was made from and involved assuming certain debts associated with the government's initial development support through the Federal Business Development Bank. Following the deal, Intrawest committed to a $112 million expansion of Blackcomb's skiing facilities and infrastructure, including new lifts and terrain to enhance accessibility and visitor appeal. The economic downturn, characterized by high interest rates and reduced demand in , posed significant challenges for Intrawest's core business, slowing sales and project financing. To mitigate these issues, the company pursued strategic partnerships, including collaborations with established operators like for the Blackcomb transition and local government entities to secure development approvals and funding support for resort enhancements. These efforts helped stabilize operations amid the recession's impact on absorption rates. A key milestone came by 1990 with the substantial completion of Blackcomb's village core, featuring pedestrian-friendly amenities, lodging, and retail that integrated seamlessly with the mountain's base. This development not only boosted skier visits by 140% from levels but also established a replicable model for Intrawest's future resort villages, emphasizing community-oriented design and year-round appeal.

Major Expansions and Acquisitions (1990–2006)

During the 1990s, Intrawest pursued an aggressive expansion strategy, focusing on acquiring and redeveloping established ski resorts to build a diversified North American portfolio. In 1991, the company acquired in for approximately $22 million, marking its first major foray outside . Over the subsequent years, Intrawest invested heavily in redevelopment, committing $48 million between 1991 and 1995 to upgrade lifts, expand skier capacity to 14,500 per day, and develop a pedestrian village, restaurants, and a ; by the early , total investments at the site exceeded $200 million in lifts, village infrastructure, and amenities to transform it into a year-round destination. This growth continued with U.S. market entry in 1994 through the acquisition of Stratton Mountain Resort in Vermont from Stratton Ski Corporation for about $24.2 million, which included a 27-hole golf course and year-round facilities. The following year, in 1995, Intrawest expanded further by purchasing Snowshoe Mountain Resort and Silver Creek in West Virginia, encompassing 10,000 acres and attracting around 400,000 annual skier visits. In 1996, the company acquired Copper Mountain Resort in Colorado, investing an additional $26 million in upgrades to enhance its appeal as a mid-sized destination resort. Diversification beyond winter sports accelerated in 1998 when Intrawest entered the warm-weather vacation market by acquiring Sandestin Golf and Beach Resort in Florida for $130 million from Sime Darby Berhad; the 2,400-acre property featured 63 holes of golf, extensive beachfront, and conference facilities, aiming to balance seasonal revenue streams. In the early 2000s, Intrawest strengthened its Canadian holdings with a 50% stake in Blue Mountain Resort in Ontario for CAD $10 million in 1999, followed by developments including a new village and expanded four-season amenities; the company later acquired the remaining share in 2014, but the initial investment catalyzed significant growth in visitor numbers and real estate sales. Although international ventures like potential developments in New Zealand were explored, the focus remained on North American assets, with no major operational builds confirmed there during this period. By 2006, Intrawest's portfolio had grown to include 10 primary ski resorts across —such as , Mont Tremblant, Stratton, , Copper Mountain, and a in —alongside non-ski properties like Sandestin and Blue Mountain, generating approximately $1.6 billion in annual revenue and attracting over 7 million skier visits yearly. This expansion solidified Intrawest's position as a leading destination resort operator, emphasizing integrated and operations to drive revenue diversification.

Ownership Changes and Restructuring (2006–2017)

In 2006, acquired Intrawest in a valued at approximately $2.8 billion, including $1.7 billion in debt, which significantly increased the company's leverage amid a booming market for ski resorts. This transaction took Intrawest private, allowing Fortress to pursue aggressive expansion in resort development and , but it left the company vulnerable as the global unfolded. The heavy debt load, combined with a sharp decline in vacation property sales, strained Intrawest's finances, setting the stage for subsequent divestitures and operational challenges. By 2009, amid pressures that hammered the industry, Intrawest began selling assets to alleviate its debt burden, including its interests in Copper Mountain ski in to Corp. for an undisclosed amount and lodging and commercial operations at two French —Arc 1950 in and Montsoleil—to Pierre & Vacances. These sales provided crucial liquidity but highlighted the company's contraction from its pre- portfolio of North American and European properties. Further asset disposals followed in 2010, such as Panorama Mountain Village in , as Intrawest focused on core operations to manage ongoing financial strain. In 2010, Intrawest faced imminent threats of asset auctions by creditors and negotiated a comprehensive , $1.2 billion in obligations and averting potential proceedings; this process extended into 2011 with operational consolidations and a relocation to under new management led by CEO Bill Jensen. The Intrawest Resort Club Group, the company's and membership club division, was particularly impacted, prompting internal reorganizations to stabilize its nine-resort network across . This period marked a shift toward , with the company emerging leaner but still burdened by legacy debt from the Fortress era. By 2015, as part of ongoing efforts to streamline, Intrawest sold its Intrawest Resort Club Group assets to Diamond Resorts International for $85 million, allowing focus on operations and . The transaction, completed in 2016, transferred approximately 500 units at nine locations, primarily in and the U.S., to , which integrated them into its broader ownership portfolio. In 2017, Intrawest reached an agreement to sell its core resort operations to affiliates of and KSL Capital Partners for $1.5 billion, including debt assumption, effectively ending Fortress's ownership and marking the culmination of a decade of financial turbulence. The deal, announced in and closed in August, valued Intrawest at $23.75 per share and transferred key properties like Winter Park, , and Tremblant to the buyers, who formed the foundation for future industry consolidation.

Integration into Alterra Mountain Company (2018–Present)

In 2018, was established by affiliates of KSL Capital Partners and and Company, integrating Intrawest's portfolio of resorts following its 2017 acquisition to form a unified operator of premier North American ski destinations. Headquartered in , Colorado, Alterra combined Intrawest's properties—such as and Stratton—with other holdings like and Resort, creating a cohesive entity focused on year-round mountain experiences. This formation marked the end of Intrawest as an independent entity, with its operations fully absorbed into Alterra's structure. A key operational change came with the launch of the Pass on January 25, 2018, which provided skiers and snowboarders with unified access to over 36 destinations across and beyond, including several former Intrawest resorts. The pass, priced starting at $899 for the base version, offered unlimited access to core properties like and limited visits to others, fostering a collaborative network that competed directly with ' Epic Pass. By unifying ticketing and marketing, the Pass enhanced guest mobility and among partners, significantly boosting visitation to Intrawest's legacy sites. Over time, the program expanded to more than 50 destinations, solidifying Alterra's market position. Throughout the 2020s, Alterra committed substantial resources to enhancing its resorts, with a major announcement in September 2025 detailing over $400 million in capital improvements for the 2025/26 season. These investments targeted infrastructure upgrades, including new lifts and terrain expansions—such as at Resort, where developments aimed to double the skiable area—alongside sustainability initiatives like energy-efficient operations and employee housing renovations benefiting over 300 workers. The focus on lifts and environmental enhancements across the portfolio underscored Alterra's strategy to improve operational efficiency and guest satisfaction while addressing community needs. As of , Intrawest exists solely as a legacy brand within Alterra's 19-resort , with no operations or separate ; all former Intrawest assets operate under Alterra's centralized oversight from its headquarters. This integration has streamlined branding and resource allocation, allowing former Intrawest properties to benefit from Alterra's broader ecosystem, including shared technology and marketing efforts. Alterra's ownership by KSL and ensures continued private investment in growth, positioning the company as a dominant force in the ski industry.

Business Operations

Resort Development and Management

Intrawest's resort approach emphasized phased construction, beginning with the creation of base villages to establish a foundation for growth. This strategy involved initial investments in core , such as pedestrian plazas, retail spaces, and lodging, before expanding to additional trails, lifts, and amenities. For instance, at Mont-Tremblant, the first phase launched in 2004 included a new pedestrian village with 1,500 units, setting the stage for subsequent expansions. sales funded much of this , allowing Intrawest to to subsidize operational improvements without relying solely on operational cash flows. A key innovation in Intrawest's designs was the pedestrian-oriented village layout, which prioritized walkable environments to minimize car dependency within the core areas. Villages featured cobblestone streets lined with shops, restaurants, and cafes, with parking structures positioned at the periphery to encourage foot traffic and enhance the guest experience. This approach, exemplified in developments like and , created vibrant, car-free hubs that integrated residential, commercial, and recreational elements. In management practices, Intrawest focused on extending resort seasons through year-round activities, including summer trails and community events to boost off-season visitation. Resorts like Snowshoe and Blue Mountain offered lift-accessed biking and festivals, supporting year-round resident engagement and diversifying revenue beyond . Staffing emphasized training to deliver the signature "Intrawest experience," with programs centered on personalized guest service and . Early adoption of technology, such as online booking systems in 1998, integrated lodging reservations with lift tickets and services, streamlining guest access across properties. Intrawest's financial model balanced operational and development revenues, with contributing significantly in its growth phases—for example, 37.5% of in 1998 from property sales. Lift tickets and related mountain operations formed the core, while and ancillary services provided steady income, enabling reinvestment in resort enhancements. This integrated structure supported sustainable operations across its portfolio.

Real Estate and Diversification Strategies

Intrawest, formed in 1979 through the merger of Intrawest Properties Ltd. and Intrawest Equities Ltd. as a company, integrated property sales into its operations to generate revenue for improvements. By developing and selling condominiums, timeshares, and village-based at its resorts, the company subsidized capital-intensive projects such as lift expansions and base area enhancements. For instance, at in , Intrawest invested approximately $60 million in improvements while developing and selling surrounding , creating a symbiotic model where property revenues funded operational growth. To expand beyond seasonal skiing, Intrawest pursued diversification in 1998 by acquiring the Raven Golf Group earlier in 1998 and the Sandestin Golf and Beach Resort in for $130 million. These moves aimed to build a "diversified " portfolio, incorporating courses and warm-weather destinations to balance revenue streams and reduce dependence on winter . The acquisitions added 12 courses to Intrawest's holdings, with five more under development, positioning the company as a broader operator. In , Intrawest reorganized its operations by separating mountain resorts from warm-weather assets into a new Leisure and Travel Group, led by former Daniel Jarvis. This restructuring sought to streamline , enhance focus on diversification, and capitalize on integrated systems for reservations and across properties. The move reflected a strategic shift toward treating Intrawest as a comprehensive entity rather than a ski-centric operator. The 2008 financial recession exposed vulnerabilities in Intrawest's real estate-heavy model, as declining property sales led to liquidity strains and missed debt payments. Over-reliance on revenues, which had previously driven profits, resulted in significant challenges, including a failed $524 million interest payment in 2010 and subsequent $1.2 billion . To address these issues, Intrawest sold assets such as Copper Mountain Resort in 2009, contributing to efforts to stabilize finances amid the broader economic downturn. As a lasting for sustainable , Intrawest formed partnerships with real estate investment trusts (REITs), exemplified by the 2004 sale of an 80% stake in commercial properties at nine resort villages to CNL Income Properties Inc. for $160 million. This allowed Intrawest to recover capital, retain operational control, and enable future developments without heavy capital outlays, a model that influenced post-recession approaches by de-emphasizing new after 2010 in favor of management-focused stability.

Portfolio of Resorts

Current Resorts Under Alterra

Following the acquisition of Intrawest by in 2017, several key resorts originally developed or acquired by Intrawest continue to operate as part of Alterra's portfolio, contributing to its focus on year-round mountain experiences in . These properties, integrated into the Ikon Pass program since its inception, provide access to diverse terrain across and the , emphasizing , , and ancillary activities like and . Blue Mountain Resort in Collingwood, Ontario, was acquired by Intrawest in 1999, establishing a vital gateway for skiers in with its proximity to major urban centers like . The resort features 43 trails spread across 364 skiable acres, catering to all skill levels with a mix of groomed runs, glades, and terrain parks, alongside night on 30 lit trails. As Alterra's flagship in , it supports extensive summer operations including , biking, and village amenities. Snowshoe Mountain Resort in , was acquired by Intrawest in 1995, expanding its presence into the Mid-Atlantic region with a focus on diverse terrain and family-oriented experiences. The resort offers 60 trails across 257 skiable acres, including challenging runs, glades, and multiple terrain parks, attracting over 500,000 annual visitors. Under Alterra, it emphasizes year-round activities such as and zip-lining, fully accessible via the Ikon Pass. Mont Tremblant in Mont-Tremblant, Quebec, represents Intrawest's transformative redevelopment starting in 1991, when the company acquired and revitalized the aging resort into Eastern Canada's largest ski destination. Spanning 763 acres with 102 trails, it offers expansive intermediate and advanced terrain, including steep black diamond runs and a dedicated freestyle zone, drawing over 800,000 annual visitors. The resort's European-style pedestrian village enhances its appeal as a four-season hub for skiing, golf, and cultural events. Stratton Mountain Resort in Stratton, , joined Intrawest in 1994, bolstering the company's U.S. presence with its emphasis on and family-friendly amenities. The resort boasts 99 trails across 670 skiable acres, highlighted by gladed expert runs and multiple terrain parks that have hosted U.S. Ski & Snowboard events, including qualifiers for the Winter X Games. Its base village and clock tower serve as icons of ski culture, with ongoing enhancements under Alterra supporting and lift efficiency. Steamboat Resort in , was acquired by Intrawest in 2007, adding a renowned Western destination known for its champagne powder and to its portfolio. The resort features 182 trails across 3,741 skiable acres, with a mix of groomed runs, tree , and terrain parks, receiving an average of 349 inches of annual snowfall. Integrated into Alterra in 2017, it continues to offer year-round experiences including summer music festivals and hot springs access, fully supported by the Ikon Pass. In 2025, Alterra announced over $400 million in capital investments across its network, including infrastructure upgrades at properties like Mont Tremblant to improve guest experiences, though specific new lift installations at Tremblant were not detailed in public announcements. All these Intrawest-legacy resorts remain fully accessible via the Ikon Pass, enabling multi-resort without at owned destinations.

Former and Sold Resorts

Intrawest acquired Blackcomb Mountain in British Columbia in 1986 from Aspen Skiing Company, marking its entry into the ski resort sector. In 1996, the company purchased the adjacent Whistler Mountain for approximately C$260 million (US$192 million), leading to a merger of operations in 1997 to form Whistler Blackcomb as a unified resort destination. Intrawest retained ownership until 2010, when it sold a majority stake through a public offering, reducing its holding to about 24 percent amid financial pressures. The remaining interest was divested in 2016 as part of Vail Resorts' C$1.4 billion acquisition of Whistler Blackcomb Holdings Inc., which integrated the resort into Vail's Epic Pass network and expanded its global reach. Copper Mountain in was acquired by Intrawest in late 1996 along with for a combined approximately US$192 million, with operations integrated in 1997 and planned upgrades of US$26 million for the property. The resort underwent expansions under Intrawest, including village development and lift upgrades, but faced declining real estate sales during the late 2000s economic downturn. In November 2009, Intrawest sold Copper Mountain to Corp., owned by the Koski family, for an undisclosed amount estimated at less than half the original acquisition cost, as part of efforts to reduce debt following the 2006 buyout. This divestiture allowed to focus on independent operations, while Intrawest streamlined its portfolio amid recession-related challenges. To diversify beyond , Intrawest acquired Sandestin Golf and Beach Resort in in July 1998 for $130 million from Berhad, aiming to balance seasonal revenue with year-round leisure assets. The property, featuring courses, beaches, and hotels, contributed to Intrawest's "diversified leisure" model but struggled with reduced bookings and sales during the 2008 recession. In February 2010, Intrawest sold its interests in Sandestin to the Becnel family of , for undisclosed terms, marking the third major asset divestiture in three months to alleviate mounting debt from the global economic slowdown. Many of Intrawest's divestitures, including Copper Mountain and Sandestin, were driven by the 2008 recession, which collapsed markets and reduced resort revenues, exacerbating the company's $1.68 billion debt load after its 2006 acquisition by . These sales enabled Intrawest to focus on core assets while providing buyers opportunities for targeted growth; for instance, Powdr's acquisition of Copper Mountain preserved its community-oriented operations. Overall, the transactions reflected a broader industry shift toward consolidation and financial restructuring in the wake of economic volatility.

Legacy and Impact

Innovations in the Ski Industry

Intrawest revolutionized ski resort village design by pioneering pedestrian-only, car-free base areas that emphasized and vibrant community atmospheres. Under the guidance of architect Eldon Beck, the company developed these compact, European-inspired villages starting in the 1990s, with notable examples including the car-free pedestrian village at Mont-Tremblant, , which featured colorful architecture, shops, and restaurants accessible solely by foot or shuttle. This approach minimized vehicle traffic, enhanced guest immersion, and set a standard for modern resort developments, including those now managed by . In the , Intrawest led the adoption of high-speed detachable chairlifts across its portfolio, significantly improving operational efficiency and guest experience. For instance, at Resort, the company replaced older fixed-grip lifts with a high-speed in 1998, exemplifying this trend. These lifts typically halved ride times from around 10 minutes to 5 minutes while nearly doubling uphill capacity to 3,200–4,000 passengers per hour, thereby reducing lift line wait times by up to 50% compared to traditional triples or doubles. Intrawest introduced innovative marketing strategies with the launch of the in 2014, the most affordable multi-resort ski pass at the time, priced at $549 for six days of access at each of its six North American resorts. This family-oriented product, available for up to 16 passports under one family plan, encouraged repeat visits and cross-resort exploration, fostering customer loyalty years before the debuted in 2018. On the sustainability front, Intrawest implemented early water recycling initiatives, including tertiary upgrades at around 2000 to protect downstream and enable reuse. The company's village designs also incorporated energy-efficient features, such as centralized heating and cooling systems and adherence to enhanced efficiency standards, reducing overall in base areas. Intrawest's innovations influenced competitors and drove broader industry growth, with the company achieving 25% annual increases in skier visits during the —far outpacing the North American average of 1%—and contributing to the sector's expansion into a multi-billion-dollar economy.

Contributions to Communities and Sustainability

Intrawest's resort developments significantly contributed to local economies by generating and stimulating . For instance, the company's $1 billion expansion of in , announced in 2004, was projected to create 7,000 permanent jobs and deliver annual economic benefits of $140 million to the surrounding region through increased visitor spending and improvements. This project aimed to elevate the resort's capacity to accommodate 4.5 million visitors annually, enhancing 's sector by fostering year-round attractions and integrating cultural elements inspired by local Quebec architecture. In terms of community programs, Intrawest emphasized and local engagement, particularly through initiatives that supported , , and social services in resort towns. During the 1990s and 2000s, the company integrated community-focused elements into its village developments, such as public art installations at to promote cultural vibrancy and resident involvement. Following its integration into in 2018, these efforts evolved into structured giving, with Alterra's philanthropic donations reaching nearly $17 million in fiscal year 2024 to support mountain communities through partnerships with regional organizations addressing , , and emergency relief. Sustainability efforts at Intrawest gained momentum in the 2000s, marked by the adoption of The Natural Step framework in 2004 to guide across operations. This policy aimed to align business practices with principles of ecosystem enhancement and , including waste diversion and exploration at resorts like , where micro-hydro and solar installations reduced reliance on fossil fuels. In the , as part of broader industry shifts, Intrawest pursued standards and . Under as of 2025, Intrawest's legacy continues through ambitious sustainability commitments, including a transition to and a 50% reduction in scope 1 and 2 by 2030. These initiatives encompass of and efficiency measures across the portfolio, with annual philanthropic investments supporting amid challenges. Intrawest faced ongoing challenges in balancing with environmental , often navigating high costs of technologies and market demands for affordable . At properties like Stratton Mountain, efforts to integrate land involved careful planning to preserve surrounding habitats while developing ski terrain, reflecting broader tensions in the between and ecological protection. The company's expansions also drew environmental criticism, including a 2000 by conservation groups against the Mountain Creek Resort in over habitat impacts, and opposition in 2005 to Intrawest's interest in the Jumbo Glacier project in due to concerns over glacier preservation and wildlife.

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