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Arthur DeJong: Global climate warrior with a message

He’s been sent around the globe in search of answers. Attended countless conferences, delivered thoughtful presentations and met with some of the most formidable minds in the business.
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Arthur DeJong

He’s been sent around the globe in search of answers. Attended countless conferences, delivered thoughtful presentations and met with some of the most formidable minds in the business. Yet, when push comes to shove, Arthur DeJong still holds great store in that classic environmental dictum: Think globally. Act locally.

“We are all interconnected,” says W-B’s Mountain Planning and Environmental Resource Manager. “So we need to be able to put our local concerns in a global context. That said, we still have to act boldly on the issues that impact us in our own backyard.” And then he offers a chillingly scary vision.

“Among serious scientists there really is no debate anymore,” continues the long-time Whistlerite. “The greatest challenge for the 21 st century will be avoiding ecological collapse. And for us at Whistler, that has very serious ramifications.”

On this subject, DeJong’s sense of urgency is palpable. “The threat is no longer an issue for future generations,” he explains. “Seventy per cent of the world’s current population will be alive mid century. So what does that mean? Our generation will either find the capacity to build a sustainable way of life or face catastrophic consequences. Climate change is already throwing striking blows to our Canadian Arctic and pine forests of B.C. Can we really afford to stand by and do nothing? I don’t think so…”

So what to do then? Environmental and social performance should be part of Whistler’s DNA, he says. “It makes us a more attractive employer, differentiates us from our competitors, reduces our operating costs and builds social capital allowing us to grow a more sustainable business. Taking care of the environment and people is both a moral and business imperative. By doing good we are doing better. We are more profitable.” He laughs, deep and resounding. “After all, the best way to inspire the marketplace to become more sustainable is demonstrating its profitability….”

Based on what he’s learned from his work with the United Nations’ Environmental Program (UNEP), DeJong contends there are three main pillars to a truly sustainable future for this community. “Over the last few months,” he tells me, “ I have interacted with over 500 global sustainability experts.” He pauses. “And all of them agree that these are the three crucial elements to focus on.”

1. Climate change represents Whistler’s greatest threat. However, if we are progressive enough, the way we deal with it can become a competitive advantage.

2. Developing nature-based tourism is our greatest opportunity in terms of profitability/diversification (i.e. it is the fastest growing segment of the global tourism sector and has the lowest capital costs).

3. The most compelling single action a corporation or a community can make is to enact a program to address third-world poverty. It is both a moral and strategic imperative. Why? Because we’re all connected. We simply can’t afford to let the gap between first and third worlds widen even further. Besides, no one action can win over sceptics and connect with young residents more effectively than engaging directly in third-world aid.

It all comes down to respect, he says. “If Whistler is to thrive as a 21 st century tourism destination, our on-mountain development must enhance experiences in nature — not detract from them. First we have to protect our environment. Then we have to share our knowledge. And then we have to inspire other people to act as well.”

So — is Whistler a sustainable community right now? “In our present form certainly not! This is no different than the rest of society, yet we have to be constantly on guard against ‘green wash’. We need to work together tirelessly with a renewed sense of urgency, innovation, honesty, and humility! We need to become the most sustainable mountain resort community in the world. Only then will we fulfil our true destiny.”

Strong words. And heartfelt for sure. But who is this guy? And why should we listen?

He’s a farm kid from the Fraser Valley. Skiing wasn’t even on his radar as a youngster. At least not until the fateful day Arthur decided to give it a try in Grade 11. “I took a two-hour lesson at Grouse,” he tells me. “The following week a buddy convinced me to skip class and head up to Whistler.” With 30 centimetres of new snow on the ground, and about three hours of skiing under his belt, Arthur approached the summit T-bar with a certain amount of trepidation. “My buddy took me to the top of the T-bar, gave me a quick lesson and then he left,” he says. “That’s when the pain began.”

Still, by day’s end Arthur was already re-assessing his life. “Thoughts of university scholarships began to evaporate that day,” he admits. “As we headed down the mountain, I started thinking: ‘If I can find a way to make a living doing this, I am in!’”

He wasn’t kidding. Three years later — in September of 1980 — Arthur moved up to Whistler full-time to work for the fledgling Blackcomb Mountain Ski Patrol. (Things happened fast in those days.) He says it’s a decision he’s never regretted.

Sometimes things click. Sometimes you just find yourself in a situation that works. Such was the case with the young valley boy and Blackcomb Mountain. A seemingly easy-going guy — always smiling, always cool — Arthur has a mind as finely tuned as the blade of a Samurai sword. And when he says he’ll get something done, it gets done. Which is probably what caught Peter Xhignesse’s attention in the first place. Blackcomb’s first avalanche forecaster, Xhignesse too had a reputation for getting things done. And he liked what he saw in the rookie.

“Peter taught me so much,” says DeJong. “The year he became terminally ill with cancer, I was chosen to lead the new patrol team. One day his wife called and said: ‘You must come quickly’. For three hours I listened attentively (and emotionally) while Peter explained to me how to run a ski patrol operation. He passed away a short time later…”

A quick study, Arthur was soon tagged for the job of Mountain Operations Manager. By the late 1980s, he was leading Blackcomb’s on-mountain troops and setting daily challenges for his rivals across the valley. Who would open terrain first? Who would get the alpine lifts going? How much grooming compared to the other guys? How many visitors? It was the kind of rivalry that great stories are made of. Whatever Arthur could do to confound his counterparts at Whistler Mountain he did…

“It was pretty funny,” he says. “On AC mornings, I would literally stand on the side of the slope with my binoculars and monitor what was going on at Whistler every few minutes.” He laughs. “For me, it was a dream job. I was in the field every day making the operational decisions.”

Though those days are long gone, Arthur is still inspired by the spirit of those times. “The competitiveness and the wildness of the late ’80s could never be matched. It was a period in our evolution where youth, drive and fun blended into a very special time.”

But don’t be fooled. Today DeJong is still issuing challenges. Since 1997 when he was given the seemingly paradoxical job of managing on-mountain development while still protecting its natural resources, Arthur has been instrumental in establishing a more environmentally responsible business approach among his superiors. And he doesn’t sugar-coat his message. “My mission is to show the world that sustainability is possible in our business,” he says. “In that sense, what inspires me is a deep spiritual connection to the mountains.” He pauses. Smiles. “Regardless of what the corporate mantra du jour might be…”

And he’s gotten results. “Whistler-Blackcomb received its environmental wake up call in 1992 with a fuel spill into a fish-bearing stream caused by human error,” he recounts. “At that point, we had a choice to make. We could continue to be part of the problem or we could become part of the solution. We chose the latter and immediately embarked on an Environmental Management System.” Another pause. He sighs deeply. “Our journey towards sustainability has often been difficult, with numerous set backs as well some meaningful results,” he says. “But the story is still young…”

While he knows there is still much work to do, DeJong is quietly proud of the company’s progress up the environmental ladder. Since that fuel spill, he says, “Whistler-Blackcomb has received 16 national and international awards for its social and environmental performance. We focus on partnerships in our local and international community. Our team has assisted governments, NGOs, and industry throughout Europe, Australia, Asia, North America, and the UN. We’re definitely seen as a vital member of the global community.”

Good for W-B. But what’s in it for him? What makes Arthur so willing to battle for change? In the true self-deprecating candour that is so much Arthur’s signature, he is refreshingly blunt when asked about his motivation. “All I want,” he says, “is to get through the Pearly Gates without my butt looking like charcoal…”

Next Week: Why DeJong believes he now has 50 million new reasons to develop a sustainable alpine program for Whistler-Blackcomb’s high country.