One of the largest names in the ski world is taking steps to make the industry more sustainable.
“The outdoors is our business,” says Kate Wilson, vice president of environmental and social responsibility at Vail Resorts.
Vail Resorts, a mountain resort company with a network of 41 ski resorts across four countries, set out to make a major commitment to their sustainability efforts in 2017. The intent was to achieve a net-zero operating footprint by 2030. This “Commitment to Zero” includes the ambitious goal of zero net emissions, zero waste to landfill, and zero net operating impact on forests and habitat.
“On day one, we didn’t have the road maps and plans on how we were going to get there, but we’ve since built those,” Wilson says. “And we’ve brought others in the industry with us.”
Just six years later, Vail Resorts is ahead of schedule to reach its emissions goals and on track to achieve the zero net operating footprint by 2030. The company reached 100% renewable electricity for the second year and hit its 2030 energy-efficiency target early.
Offsets are another way Vail Resorts is supporting sustainability. They have reforested over 200 acres of land since 2017 and support wind farms across the country. Plum Creek is a large-scale wind farm enabled by Vail Resorts. In its 2023 fiscal year, it produced 350,177 megawatt hours of renewable electricity, equivalent to the electricity needed to power 48,286 homes for one year.
“Sustainability and the way it is integrated into our business and operationalised with every decision that we make is something I’m really proud of,” Wilson says. “We’re not just thinking about how we, as a resort, can make an impact on climate change but how we can use our voice across our resorts, our industry, and beyond.”
Commitment to Zero gives the Vail Resorts properties one central sustainability focus. With one common goal, the company can lean into and take advantage of their enterprise network.
“At every resort we’re sharing lessons learned: ‘We did this thing in Whistler, we should do it in Park City,’” Wilson says. “That’s the power of the network and coming together to say, ‘what can we do that’s bigger than each of our resorts?’”
To further that goal of sharing lessons and ideas, Vail Resorts spearheaded The Mountain Collaborative for Climate Action in 2019. Now with over 76 resorts in the collaborative, the group works together on innovative solutions to help spread sustainability across the ski industry. Vail Resorts also partners with the National Ski Areas Association on quarterly meetings to discuss items related to green initiatives and share its experiences with an even larger group.
“There are smaller resorts that don’t have sustainability resources. We can share lessons learned, come up with solutions where we tell them, for example, how we recycle our nitrile gloves and turn them into pellets that become playgrounds,” explains Wilson. “We don’t need to own these things we want to share with others so they can take action, too.”
Developing innovative solutions for recycling and reducing landfill waste is a key part of this sustainability strategy. Initiatives to collect and upcycle waste can be easily replicated at multiple resorts. A project to collect and recycle soft plastics into decking is being piloted at various properties across the Vail Resorts mountains.
Other innovative solutions Vail Resorts has implemented include the ski industry’s only gondola-based waste removal system, a custom-designed recycling center at Vail Mountain, and a resource-efficient snowmaking system.
Vail Resorts also leans on strategic partners to assist with their green efforts. The company worked with PepsiCo, their on-mountain beverage partner, to develop a program to upcycle candy and snack wrappers into furniture and terrain park features. There’s now a Mountain Dew wallride in the terrain park at Breckenridge crafted from recycled bottles and snack packaging materials.
The company also joined together with Helly Hansen to turn old ski resort work uniforms into tote bags and ski patrol backpacks. The products were sold on behalf of their EpicPromise Employee Foundation, which provides hardship and education grants to teammates.
The employee foundation is one way Vail Resorts is expanding its efforts beyond environmental initiatives. The company has a large youth access program and hosted more than 11,000 youths across 32 properties in the 2022-23 season, according to the resort.
“We really believe the future of the sport is inclusion. We care deeply about removing some of those barriers to have people try the sport for the first time,” Wilson says.
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Apple’s growth engine is showing signs of slowing, as rising costs, weaker services growth and AI competition challenge its profitability. With John Ternus taking the helm, the pressure is on to reignite innovation and sustain investor confidence.
The Apple growth and profit machine is wavering, and the boost from price increases might not be enough to keep it going at historic rates. That dials up the pressure on Apple’s new chief executive, John Ternus.
The company saved the bad news for its earnings call, an hour after it posted its results for the September quarter, projecting that for the current quarter its high-margin services business will continue to slow and that its widely watched gross profit margin will continue to fall.
Apple AAPL -1.83%decrease; down pointing triangle shares had been flat in post-close trading but declined as much as 4% after the company made the projections, which fell short of Wall Street estimates.
The impact of high memory costs are weighing even more heavily on the company, Ternus and Apple Chief Financial Officer Kevan Parekh said on the company’s earnings call. Apple has stockpiled cheaper components purchased earlier, but those inventories are dwindling.
When Ternus took over as Apple’s third chief executive of the past 29 years on Sept. 1, he inherited sky-high expectations. The men he followed were among the most successful company leaders in American business history. Steve Jobs revolutionized consumer devices multiple times. Tim Cook expanded Jobs’s creation to spectacular heights.
The expectations are reflected in Apple’s huge valuation. Oppenheimer analyst Martin Yang noted that Apple stock trades at 36 times next year’s expected earnings, a premium to the overall market, even though its earnings are only expected to grow 1%, which is slower than its tech peers.
“We see insufficient upside to justify the premium,” Yang wrote in an investor note, adding that Apple needs to boost iPhone sales growth and turn around its slowing services business to make him more bullish.
Investors have bid up Apple shares because it has been a port in the AI storm—a reliable and capital-efficient business that stands apart from rivals which are spending hundreds of billions of dollars racing to the AI frontier.
While others invest in data centers, Apple has been pouring its own cash into buybacks and dividends. But that safety may be challenged if Ternus can’t speed up Apple’s innovation engine.
Apple’s lagging performance in AI was evident when its new “Siri AI” chatbot arrived this past quarter. Its long-maligned assistant was already stale the day it arrived, surpassed by agents such as Instinct and Muse that can complete multistep tasks for consumers, while Siri still sets kitchen timers.
Apple needs to give people reasons to buy its devices as they get more expensive. The company raised prices across the board last quarter to help offset higher costs. Without compelling new features, a big question is whether consumers will slow the frequency of iPhone upgrades.
The new iPhone Duo appears to be a bright spot. Consumers are scooping up the $1,999 foldable smartphone despite mixed reviews—so many that Apple can’t keep up with demand. Shipping dates jumped out to January soon after the device went on sale, a disappointment for the normally reliable Apple supply chain.
Apple said its revenue grew 12% in the September quarter, slightly ahead of Wall Street’s expectations. Its widely tracked gross profit margin, at 47.9%, also came in just ahead of analyst estimates.
Apple will need to find new growth avenues because a reliable engine during the Cook era—the services business—is slowing. Courts and regulators worldwide have limited Apple’s ability to charge developers big fees to distribute apps through its App Store, the biggest component of the company’s services segment.
One of its most lucrative App Store fee generators has been the ChatGPT app from OpenAI. Around the time Apple accused OpenAI of trade-secret theft this past summer, OpenAI began redirecting potential subscribers to pay via its website instead of the App Store, skirting Apple’s tollbooth.
Apple’s valuation has bumped up against a ceiling in recent weeks. Six times it traded above a $5 trillion market capitalization intraday before finally closing above the threshold, which it has already fallen back below.
News Corp, owner of The Wall Street Journal, has a commercial agreement to supply news through Apple services.

