Compagnie des Alpes // 2020 Universal Registration Document

4 STATEMENT OF NON-FINANCIAL PERFORMANCE Societal challenges

difficulties and making the required adjustments. The experts of the CDA Group participated in the development of the protocols of the various segments. 4.4.2.2 Monitoring and managing customer satisfaction Monitoring customer satisfaction is a key priority for each employee and directly linked to the strategic objective of obtaining Very High Satisfaction scores . Through our very regular surveys we can gauge customer opinion and take steps to make improvements. We have developed extremely comprehensive interactive processes and methodologies to enable us to identify what improves customer satisfaction and what spoils the experience. Equally, our service design initiatives enable us to observe and listen to our customers. In short, the Group is using innovative ways to help it understand the customer experience. The satisfaction ratings are regularly reviewed by each team and also Executive Management and the Executive Committee (Comex), either on a business segment or facility-by-facility basis. Today, the Group can prove that very high customer satisfaction really does improve competitiveness. Finally, certain companies have directly undertaken actions to raise awareness of disability and improve access for people with a disability. Futuroscope has the national Tourism & Handicap certification ( label national Tourisme et Handicap ) for people with motor disability, mental disorders and hearing impairment. Moreover, six Group sites also have ISO 9001 certification. The scope of this certification covers 51% of visitors to our sites (skier and visitor days). two or four seasons, providing packaged offers with resort partners and strengthening routes and access to viewing points for as many people as possible. Leisure park operations The Leisure parks are less vulnerable to physical climate risk than the Ski areas. Visitor numbers are relatively dependent on temperature and weather, and sometimes increase when the weather is fine late season. However, excessively hot weather (heatwaves) can deter visitors from going to a site which is not suitably adapted, or perceived as such. In the medium term, the sites will also have to meet regulatory demands for the renovation of commercial buildings, and support new low-carbon mobility to ensure easy access to facilities. To provide further food for thought, we took a first step which has enabled us to create an adaptation plan for the following: our leisure offering, infrastructure ( e.g. : queues, gardens), flexibility of operations and working conditions, assessment of planned investments. Thanks to the support of ADEME Haut de France, Parc Astérix is the first French leisure park to start a climate change adaptation study at the end of 2020 pursuant to the ISO 14090 standard. In both business segments, more frequent and more intense extreme physical events will impact on the periods of opening and prevention, maintenance and repair costs.

4.4.2.1 Safety/security measures For the Group, the security and integrity of its employees and customers are priorities (see also section 4.2.3.3). Section 2.3.3. Risks of Bodily Injury describes the types of checks on infrastructures and the safety levels of themed items sold in Leisure parks stores. Before the start of each season, forums are organised to welcome new employees and distribute as necessary booklets or welcome guides that set out these priorities. Training is dispensed on customer hospitality and safety and also operational procedures, preventive measures (movement and postures, working at heights, using chemical products, etc.), and procedures to follow in the event of an incident. In addition to all these practices, Group companies undertake specific preventive measures, such as the development of quiet or family skiing areas, safety measures for embarking the chair lift (ESF agreement, elevators for children, carpet, school at headquarters, installing guard rails, anti-submarining seat safety measures, etc.), raising awareness about the risk of avalanches and the use of victim detection equipment (ARVA Park, for instance), pictograms and reminders of conduct and behaviour on the attractions, and enhanced monitoring of the operators. In the specific health context of the 2019/2020 fiscal year, the Group has deployed specific management of the situation by appointing a Covid contact person at each site, as well as a structure for coordinating the focal points and reporting at Group level. These structures were intended to share regulatory or business information, organise the ordering and receipt of equipment (masks, hydroalcoholic gel, etc.), harmonise operational procedures and teleworking rules, and produce customer charters and videos for customers and videos for internal prevention, as well as reporting on operational implementation and work on the ski runs and re-establishment of vegetation allow the resort to reduce the quantities of snow required to create suitable skiing conditions. An initial study conducted in 2017 made it possible to assess the transition risks (based on scenarios) and material risks (based on a review of scientific literature on the subject) of the energy and ecological transition which are applicable to the Group sites. The main long-termmaterial risks could be linked to a reduction of the operating period at the height of the season due to the rise in average winter temperatures, based on the trajectories of the different IPCC models. These models anticipate little change in the winter precipitation patterns in the medium term and over the year as a whole. Pressure on the availability of water for producing artificial snow, depending on the storage and management method used, is dependent on the reliability of this forecast. In 2020, the Group worked on a new and more precise model of the physical impacts of climate change on its infrastructures and ski areas over different time horizons (2030, 2050 and end of the century) according to the RCP 4.5 and 8.5 scenarios. This modelling, based on data from Météo France with various criteria (altitude, orientation, mountain range, season, etc.), and other information from research centres concerning the risks related to permafrost thaw, for example, will allow the use of more effective decision-making tools, in line with the specific nature of each area. In addition to these technical solutions and infrastructure adaptation, the Ski areas are also working on a strategy of diversification and revival of summer tourism by developing their leisure activities for

4.4.2 POSITION OURSELVES AS A TRUSTWORTHY PLAYER IN THE EYES OF OUR STAKEHOLDERS

118

Compagnie des Alpes I 2020 Universal registration document