Compagnie des Alpes // 2020 Universal Registration Document

4 STATEMENT OF NON-FINANCIAL PERFORMANCE Labour issues

Ski areas In Ski areas, returning seasonal workers are rehired from one season to the next, in compliance with Article 16 of the French National Collective Bargaining Agreement for Ski Lift and Ski areas. More than 88% of seasonal workers return from one season to the next. Leisure parks As regards Leisure parks, seasonal workers’ employment structure is more volatile, although a tendency towards greater stability has emerged in recent years. The rate of return of seasonal workers to the Leisure parks was 49% for FY 2019/2020. The number has remained stable over the last three years.

The number of departures from the Group is more or less balanced out by the number of new hires, although there have been more new hires in the permanent workforce (open-ended contracts) over the last three years:

NUMBER OF HIRES/DEPARTURES OF PERMANENT STAFF OVER THE FISCAL YEAR

500

400

300

200

CHANGE IN THE RETURN RATE OF SEASONAL WORKERS

100

0% 20% 40% 60% 80% 100%

0

2017/2018

2018/2019

2019/2020

New hires Permanent

Departures Permanent

NUMBER OF HIRES/DEPARTURES OF NON-PERMANENT STAFF OVER THE FISCAL YEAR*

Return rate of seasonal workers

2017/2018

2015/2016

2016/2017

2018/2019

2019/2020

0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000

Return rate of seasonal workers (Ski areas) Return rate of seasonal workers (Leisure parks)

Our ability to recruit staff is therefore key to the smooth running of our business. Our priorities are therefore the integration of new employees, career security (primarily through training), a high return rate of seasonal workers and well-being at work.

2017/2018

2018/2019

2019/2020

New hires Non-permanent

Departures Non-permanent

* Excluding contractors/replacement staff.

4.2.3 OUR KEY LABOUR CHALLENGES

4.2.3.1 Developing employees, diversity within the Group and integration into the employment market

CDA employees have two main distinguishing features: l most are seasonal employees who have a suitable personality for the activity; l an appetite for the leisure sector and the desire to act on Very High Customer Satisfaction. These two factors have a strong impact on the Group’s labour policy which centres on three core areas: 1. Encourage integration into employment, diversity and developing skills; 2. Take action to ensure working conditions to preserve health and ensure safety at work; 3. Promote employee commitment and motivation for their own satisfaction and that of our customers. Because of the way the Group is organised, the labour policy is largely decentralised to better meet each site’s needs and activities. However, each subsidiary commits to take action commensurate of its resources and organisation in respect of each of the Group’s labour challenges listed above.

Because we offer so many temporary contracts, employee employability and skills development are a vital component of our labour policy. It is vital we develop the skills of our employees to ensure they are more employable both inside and outside the Company and help them obtain valuable qualifications and experience. 4.2.3.1.1 Developing skills In addition to the professional qualification programmes, we develop employability through skills acquisition and development. In this respect, Compagnie des Alpes is continuing its training efforts: the number of training hours per FTE increased by 16% compared to the previous year, i.e. an average of 22 hours of training per FTE. It should be noted that the number of training hours corresponds to the 2019 calendar year (excluding Bellewaerde data). This indicator is therefore not impacted by the effects of partial activity.

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Compagnie des Alpes I 2020 Universal registration document