Chamrousse Resort’s Adaptation to Climate Change

The issue of climate change has become a growing global concern. No region is now spared, and mountain resorts are no exception, bearing the brunt of a shorter winter season due to a lack of snowfall caused by rising temperatures. This issue is all the more critical for low- and mid-altitude resorts, which face the dilemma of rethinking their operations by adopting new strategies or consolidating existing ones, often centered on skiing. However, these resorts are confronted with a complex reality: they cannot arbitrarily choose an adaptation strategy without taking into account a multitude of variables. Through semi-structured interviews conducted with three stakeholders from the Chamrousse resort and a university lecturer, we demonstrate that territorial characteristics, governance, and power dynamics exert a decisive influence on the choice of adaptation strategies in the face of climate change.

By Thibault Fernandes

Before moving to Montpellier to pursue my studies, I lived for many years in Isère, near a mountain range. As a passionate skier, this activity was a central part of my daily life. Naturally, I chose to explore a current topic focused on the mountain environment, specifically ski resorts.

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introduction

Climate change is an undeniable reality that is placing considerable pressure on mountain resorts. Phenomena such as glacier melt, reduced snowfall, and an increase in extreme weather events are forcing stakeholders in the mountain sector to implement innovative solutions to adapt to these new conditions. According to a study conducted by Solelhac and Hautbois (2021), the Alps recorded a temperature increase of 2 degrees, compared to 0.89 degrees recorded in lowland areas, over the period from 1880 to 2012. This rise in temperatures is also accompanied by a shift of the rain-snow line to higher altitudes, with an elevation of approximately 300 meters since 1960, primarily affecting low- and mid-altitude resorts (Clivaz et al., 2015). The Chamrousse alpine ski resort is no exception to this phenomenon. A study by the National Mountain Observatory conducted in 2020 revealed an alarming trend: the number of snow days per year has been steadily decreasing over the past few decades. Consequently, the length of the ski season has been reduced, falling from an average of 138 days in the 1960s and 1970s to just 115 days in the 2010s.

The adaptation of ski resorts to climate change is a critical issue within the context of sustainable development (Bailly, 2002). However, ensuring a viable future for mountain resorts is becoming increasingly problematic, as global warming poses a major challenge for destinations that rely primarily on winter tourism and an economic model heavily dependent on snowfall (Marty et al., 2017). The shortening of the ski season, along with uncertainty regarding snowfall and its quality, seriously threatens the economic activity of these resorts (Bessy, 2021). Tourists are reluctant to book snow vacations when snow conditions are not guaranteed. This situation can have disastrous consequences for the long-term viability of mountain resorts.

In this context, it is essential that the issue of climate change adaptation be incorporated into all development strategies for mountain resorts. Unlike the comparative approach adopted by Buin (2022), our study focuses specifically on an in-depth analysis of the case of Chamrousse. We will therefore examine only the operations of the Chamrousse alpine resort, which is spread across several levels: Chamrousse 1600, Chamrousse 1650, Chamrousse 1700, Chamrousse 1750, and Chamrousse 2250, the latter being its highest point. Due to its various levels, the resort is considered a mid-mountain resort, bordering on high-mountain territory. Chamrousse is located in the Belledonne Massif and is about 30 kilometers from Grenoble. It is also one of the most popular resorts in the Isère department, due to the size of its ski area, which offers numerous possibilities for visitors with over 90 kilometers of downhill ski runs and 40 kilometers of cross-country ski trails^[1]. Furthermore, Chamrousse is not only a mountain resort but also a town with a town hall and school facilities. Consequently, Chamrousse comprises several stakeholders who play a role in the operation of the resort and the town.

Different adaptation strategies

Over time, mountain resorts have developed a variety of distinct adaptation strategies (Solelhac and Hautbois, 2021). This diversity reflects the unique characteristics of each resort, which are influenced by both their geographic location and the activities they offer. Three main adaptation strategies thus emerge from these observations (ibid.):

The first strategy, known as “adaptation,” focuses on prioritizing the winter season despite the threats posed by climate change. This approach is often characterized by the use of snow cannons along the slopes to compensate for a lack of snow when necessary. As Bonnemains, Clivaz, and Franco (2022) note, these mountain resorts exhibit high levels of rigidity and rely almost entirely on the winter sports model. In some cases, this strategy can be extended to the summer season, as the resort of Morzine did with the development of mountain biking.

The second strategy, described as “transformational,” aims to enhance the resort’s appeal by offering activities that complement skiing. This approach generally involves diversifying the range of activities available year-round, including mountain biking, paragliding, via ferrata, sledding, ice diving, and many others. According to George, Achin, François, Spandre et al. (2019), the implementation of this strategy must be tailored to the available resources of each region.

Finally, the last strategy adopted is that of “mitigation,” which aims to reduce the negative impact of each action on the climate. This approach includes making informed energy decisions, adopting sustainable modes of transportation, and implementing waste collection and recycling programs.

It is important to note that a resort can implement several of these strategies simultaneously. That is why, according to Vlés (2021), it is important to conduct predictive studies for mountain resorts so that they can adapt their strategies based on their specific characteristics.

The Influence of Territorial Characteristics on the Choice of Adaptation Strategies

According to Charrier and Jourdan (2019), local dynamics encompass all the interactions, actors, and processes that unfold within a specific territory. The local dynamics approach aims to understand how these elements interact and influence the behaviors and decisions of actors within a given territorial context. Adopting this approach allows us to gain a precise understanding of every characteristic of the Chamrousse territory.

Geographical and environmental characterization is key to understanding local dynamics. Indeed, taking these geographical and spatial characteristics into account plays a crucial role in the analysis (Augustin, 2008). Geography also facilitates the study of local development dynamics, stakeholder strategies, land-use conflicts, and land-use policies. In the context of our research, this will enable us to grasp the various geographic characteristics of Chamrousse as well as their influence on the choice of adaptation strategies.

Similarly, economic factors represent another key dimension to consider when studying local dynamics (Courlet, 2008). Understanding economic flows, sources of income, and the prevailing economic models in Chamrousse will enable us to better identify the challenges and opportunities for the resort’s sustainable development.

Furthermore, social factors play a crucial role in understanding local dynamics (Di Méo, 2008). The social structures, demographic trends, and cultural values and practices specific to the Chamrousse community can potentially influence the choices and behaviors of local stakeholders.

Governance: A multitude of complex interactions

To better understand the implementation of adaptation strategies, we must also explore the role of governance and the relationships among the stakeholders involved. In the specific case of the Chamrousse resort, applying the actor-system theory developed by Crozier and Friedberg (1993) leads us to analyze the power dynamics among the stakeholders involved in the resort’s management and adaptation. Each actor possesses specific resources—such as skills, funding, and networks—that they can mobilize to achieve their objectives. Furthermore, actors have their own perceptions and perspectives on how the resort should be managed and adapted based on their particular interests. These divergences in interests and perceptions can lead to conflicts as well as negotiations among actors, thereby influencing the adaptation strategy implemented (Lascoumes and Le Galès, 2014).

In the context of the Chamrousse resort, is the complex web of power relations and dynamics among stakeholders essential to the effective development and implementation of an adaptation strategy? Does the ability of stakeholders to mobilize their resources and advocate for their perspectives while negotiating their interests have a decisive influence on the formulation and implementation of these strategies?

Thus, the central question addressed in this article is: “What factors influence this station’s adaptation choices in the face of climate change?”

We will seek to understand the various strategies implemented by the Chamrousse resort, the impact of local characteristics on these choices, and to assess the role of governance as either a facilitator or an obstacle to these adaptation processes.

Methodology

For this study, we chose to use semi-structured interviews to collect qualitative data. This methodology allows us to guide the flow of the questions while still giving the interviewee some freedom to express their views on the subject (Baribeau and Royer, 2012).

The interviews were structured using an interview guide, an essential tool for conducting high-quality interviews.

The interview guide was organized into four main themes:

– Topic 1: Personal questions designed to put the interviewee at ease and build trust for the rest of the interview.

– Topic 2: The measures implemented by the station to adapt to climate change, in order to understand the strategies chosen.

– Topic 3: The characteristics of the Chamrousse area, to identify those that have the greatest influence on the choice of strategies.

– Theme 4: Governance and power dynamics within the station, in order to assess their role as either facilitators or obstacles in the implementation of strategies.

In addition to the interview guide, we must define a sample for conducting the semi-structured interviews. In our study, the sample was selected in a logical and targeted manner to include various stakeholders in the Chamrousse resort, such as the town hall, the tourist office, the ski lift operator, the community of municipalities, private companies, and associations. These entities are best positioned to provide insights into our research question, given that they are an integral part of the Chamrousse landscape. We remain open to the idea of expanding our sample to include individuals outside the resort’s operations, provided they can provide us with concrete and relevant data.

We conducted interviews with the director of the Tourist Office, the ski patrol manager at the Chamrousse resort, and the project manager for the transition of mountain resorts at the Grésivaudan Community of Municipalities, as well as a professor in the Master’s 2 program in Economic Strategies for Sports and Tourism in Grenoble, whose research focused on the Chamrousse resort. The interviews were conducted in person with the director of the Tourist Office and remotely with the others, and lasted approximately one hour.

Figure 1: Summary table of interviews

A variety of strategies for adapting to global warming  

In response to the impacts of global warming, the Chamrousse resort has implemented three distinct but complementary strategies, as described in the work by Solelhac and Hautbois (2021).

The Chamrousse resort is aware of the effects of global warming but has chosen to adopt an “adaptation” strategy aimed at extending the winter season as much as possible, since skiing remains the main activity: “Medium-sized and large resorts have based their business models on skiing” (External expert). To ensure the ski season, Chamrousse has been using artificial snowmaking for several years now, thanks to its snow cannons and hillside reservoirs, which, according to the slope manager, “secures an average of 50% of the snowpack across the entire ski area.” Last year, thanks to this strategy, the Chamrousse ski area was one of only three in Isère to remain open throughout the entire season.

Nevertheless, the Chamrousse resort acknowledges that it cannot continue to rely exclusively on skiing, as future weather conditions will not allow for it. That is why it has also adopted a “transformational” strategy aimed at diversifying its tourism offerings. This diversification involves developing new activities and infrastructure, such as the Himalayan footbridge, observation decks, and the world’s longest zip line, which opened on June 17, 2023. The goal is to offer a variety of activities for all types of visitors, beyond just skiing. With this in mind, Chamrousse is working to install reversible facilities, such as ski lifts and the zipline, that can be used year-round. By adopting this model, the Chamrousse resort no longer defines itself solely as a ski resort, but as a destination offering a multitude of activities: “Today, we can no longer speak of a ski resort, because the summer season and the shoulder seasons are just as important” (project manager for mountain resort transition).

The latest strategy adopted by Chamrousse is one of “mitigation,” aimed at reducing the impact of its activities on the climate in order to slow down global warming. To achieve this goal, the resort has implemented numerous initiatives across its territory, such as waste management with recycling bins, composting bins, the collection of used ski equipment, and cleanup operations. Chamrousse has also adopted LED (Light Emitting Diode) lighting to reduce its electricity consumption and improve its energy efficiency. In line with this commitment to energy efficiency, the ski lifts adjust their speed based on passenger volume, and snow grooming operations have been redesigned: “We’ve switched to HVO (Hydrotreated Vegetable Oil), a plant-based fuel whose production emits 83% fewer greenhouse gases ” (snow grooming manager). Chamrousse is also working to preserve and protect sensitive natural areas (ENS) as well as the Natura 2000 zones located within its territory. All of these initiatives are in line with the Flocon Vert label charter and the UN (United Nations) Global Compact, which the resort has joined over the past three years to enhance its sustainable development.

The three factors influencing the choice of strategies: geographic, social, and economic

The three strategies implemented by the Chamrousse resort were carefully selected based on the model developed by Charrier and Jourdan (2019), which emphasizes the importance of thoroughly understanding a region’s characteristics.

Geographical and environmental factors strongly influence the strategic decisions made by the Chamrousse resort. Due to its location at the boundary between the mid-mountain and high-mountain regions, with a highest point of only 2,250 meters, Chamrousse does not enjoy all the optimal conditions for a ski resort. Snow conditions in Chamrousse are unique: they are comparable to those in the Northern Alps, but snowmelt patterns are similar to those in the Southern Alps or the Alpes-de-Haute-Provence. Furthermore, in recent years, snow conditions have become increasingly erratic, sometimes forcing the resort to offer summer activities such as ATV riding to replace snowmobiling in the winter.

Faced with this situation, Chamrousse officials recognize the need to adapt their approach: “It’s part of the plan to view the mountain in a new light ” (Tourist Office director). To better understand its geographical and environmental characteristics, the resort has decided to follow the Vlés (2021) framework by conducting several diagnostic studies. The resort has an environmental center dedicated to the study and preservation of local flora, fauna, and geology. Chamrousse has also enlisted Météo-France and INRAE (the French National Institute for Agricultural Research, Food, and the Environment) to conduct studies aimed at securing grants for artificial snowmaking.

The most comprehensive study conducted in the region is the ClimSnow study^[2], conducted during the 2021–2022 season, which forecasts snowfall through 2050–2100 based on various scenarios. Partly thanks to these forecasts, the resort has not completely abandoned skiing and the winter season, as some optimistic scenarios indicate that Chamrousse could still enjoy about thirty more years of winter seasons: “According to ClimSnow studies, with climate change, we still have until 2050—that’s really another 30 years” (slop manager).

Some of the resort’s activities are influenced not only by weather conditions, but also by the beauty of the landscapes and the history of the region. The Himalayan footbridges and zip line offer a 360° view of the Grenoble basin and neighboring mountain ranges such as the Chartreuse, Oisans, and Vercors, and also allow visitors to fly over the legendary Casserousse corridor, the site of the 1968 Olympic skiing events.

According to Di Méo (2008), it is crucial to understand the role of social factors in influencing the choice of strategies. Thanks to its location, Chamrousse is one of the few resorts situated near a major city like Grenoble, offering quick access in just 20 to 30 minutes. This proximity explains why 70% of Chamrousse’s clientele consists of the local population, while the remaining 30% are vacationers.

The resort’s primary customer base consists of families. However, the “Chamrousse 2030” renovation and development project has been put on hold, as studies have shown that it did not meet the expectations of the resort’s target audience. Furthermore, the local population no longer goes to Chamrousse solely to ski all day. As one outside expert noted: “If you look at all the studies, the most avid skiers are those over 50. So this is a customer base that is naturally shrinking.” The director of the Tourist Office adds: “People no longer come to ski from 8:00 a.m. until the slopes close. They come to ski for two hours, spend two hours on other activities, and enjoy nature and the mountains.”

Since the COVID-19 crisis, habits and lifestyles have changed rapidly, as people did not take kindly to lockdowns. As a result, Chamrousse has seen a large number of day-trippers flock to the area to enjoy nature. This has led to overcrowding at certain sites, such as Lake Achard, and to behavior that is harmful to the environment: “There are a lot of people who come to camp because it’s an extremely accessible site; they swim in the lake, thereby disturbing the environment, or they let their pets—usually dogs—swim, which is disastrous for the ecosystem. People come up with small axes to cut down trees, and over time, this area has become increasingly deforested due to campfires, even though fires are prohibited” (mountain resort transition project manager).

In response to these challenges, Chamrousse has adopted a “mitigation” strategy by choosing to stop promoting Lake Achard and by installing eco-counters to better understand visitor traffic at the various sites within its territory.

Based on the work of Courlet (2008), the economic characteristic is the last one to have a significant impact on the choice of strategies. Chamrousse generates nearly all of its revenue during the winter season, with 90% of revenue generated during this period and only 10% during the summer season. Furthermore, this revenue comes mainly from the flagship activity, skiing, as it is impossible to compensate with other activities: “If there’s no skiing, we won’t be profitable just by selling 10–15 toboggan rides ” (slope manager).

Although the winter season is by far the most profitable, the Chamrousse resort is working to diversify its activities throughout the year to generate additional revenue. However, rising electricity costs have triggered an energy crisis that has created numerous problems for mountain resorts, including Chamrousse: “In November 2022, the price of electricity increased twentyfold, which is a real problem” (director of the Tourist Office). In response, the resort quickly adapted its operating methods for the ski lifts, snow grooming, and lighting.

Governance that acts as a facilitator in decision-making

Drawing on Crozier and Friedberg’s (1993) actor-system theory and an analysis of a region’s power dynamics, it is evident that governance at the Chamrousse resort is less complex than that of other mountain resorts.

Chamrousse is organized around three main entities: the town hall, the Tourist Office, and the Ski Lift Authority. The town hall makes all decisions concerning the resort and the town; the Tourist Office manages the resort’s image, visitor services, events, and customer relations; while the Ski Lift Authority is responsible for the ski area and the ski lifts. A notable feature of the Ski Lift Authority is that it was taken over by the town hall for a symbolic one euro following the bankruptcy of the Transmontagne company in 2007, making it a key player in financing the resort’s infrastructure. As a financially autonomous authority, the profits generated are reinvested to improve facilities.

These three entities work closely together, facilitating communication and the implementation of new projects: “We’re lucky that the three entities—the ski lifts, the town hall, and the Tourist Office—get along pretty well, which isn’t the case in all resorts. This allows us to work in harmony to welcome new projects that open up the area ” (Director of the Tourist Office). This top-down cooperation operates without significant friction among the main entities. Furthermore, a fourth group—comprising residents, restaurant owners, lodging providers, the ski school, and service providers—is becoming increasingly involved in the resort’s projects: “Meetings are held; now the key word is that—we need consultation” (slop manager).

To finance its projects, Chamrousse cannot rely solely on its annual profits and must apply for grants from various levels of government: the national government, the region, the department, the metropolitan area, and the Grésivaudan community of municipalities. These grants are awarded based on specific areas of focus, such as snowmaking. To secure this funding, Chamrousse must conduct studies and develop a master plan with a long-term vision for its investments and their environmental impact. It should be noted that public funds may not exceed 80% of a project’s financing, with the remaining 20% coming from private sources—a requirement that Chamrousse can meet thanks to its financial autonomy.

The strongest link with an external entity is that with the Grésivaudan Community of Municipalities, which is located within the resort’s territory. Although this community is not part of Chamrousse’s decision-making bodies, it is consulted on new projects. The two entities collaborate on a variety of tourism projects, even though differences in interests can sometimes hinder certain projects, as Lascoumes and Le Galès (2014) note in their work on divergences and power relations leading to conflict and negotiation. Despite this, both parties seek to strengthen their collaboration: “Actually, when we talk with Chamrousse, with the Tourist Office, and so on. We generally agree that we need to learn to work together more. So there’s no disagreement, but there’s sometimes a lack of connection on these projects—felt by both sides—and I think we’d all benefit, and we all agree, from working together more ” (project manager for mountain resort transition).

Conclusion

The Chamrousse resort has adopted a comprehensive and proactive approach to the challenges of global warming by implementing three main strategies: adaptation, transformation, and mitigation.

The "adjustment" strategy aims to extend the winter season through the use of artificial snow, which has allowed Chamrousse to remain open throughout the season despite unfavorable weather conditions. However, recognizing that skiing cannot always be the main activity due to climate change, Chamrousse has developed a “transformational” strategy. This involves diversifying its tourism offerings with year-round attractions, such as Himalayan-style suspension bridges, observation decks, and a giant zip line, thereby transforming the resort into a multi-activity destination. The “mitigation” strategy focuses on reducing the environmental impact of the resort’s activities. Measures such as waste management, the use of renewable energy, and the protection of natural areas are being implemented. These initiatives are aligned with international commitments to sustainable development.

Chamrousse’s strategic decisions are influenced by geographical, social, and economic factors. The resort leverages its unique location and proximity to Grenoble to attract local visitors, while adapting its offerings to climate change and the evolving expectations of visitors. Economically, although the winter season remains the most profitable, diversifying activities is essential to ensuring financial sustainability year-round.

Chamrousse’s local government facilitates the implementation of these strategies through close collaboration between the town hall, the tourist office, and the ski lift company. This cooperation is strengthened by regular consultation with local stakeholders and efforts to secure grants to fund projects. The Grésivaudan Community of Municipalities also plays a supportive role, although further efforts are needed to improve coordination and collaboration.

In conclusion, Chamrousse is working to adapt and transform itself in the face of global warming by diversifying its operations, reducing its environmental impact, and promoting collaborative governance to ensure its future sustainability.

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^[1] Chamrousse Ski and Mountain Resort Tourist Office

^[2] Snowfall Forecasts | CLIMSNOW