Compagnie des Alpes // 2020 Universal Registration Document

4 STATEMENT OF NON-FINANCIAL PERFORMANCE Labour issues

the Compagnie des Alpes Group. A “mobility” community has also been created. A contact person per site is responsible for distributing the available workstations according to the uses of each subsidiary. In the employment catchment areas, external programmes are offered. These involve putting our seasonal workers in contact with local employers with complementary seasonality. The Ski areas are pursuing their policy of informal collaboration with sub-contractors which have provided employment for seasonal workers during the summer in maintenance positions or other areas. Some activities (maintenance in particular) are also insourced which has enabled us to either offer our winter seasonal workers summer jobs or to offer permanent employment to workers on fixed-term contracts. In terms of our Leisure parks, at the end of each season at Parc Astérix we organise a job/training forum for our seasonal workers, presenting to them the professions of the Ski Area activity, and the jobs on offer for the winter season. This allows seasonal workers at the end of their contract to consider undertaking professional training in a chosen area or studying for a certificate to further their career. Each of the Ski areas HR managers is committed to welcoming a seasonal worker from the Leisure parks during the winter season. A Group framework agreement signed at the end of 2015, giving priority to re-hiring, provided better visibility for our seasonal workers at our sites who wished to return the following season, subject to certain specific conditions of the agreement. Seasonal workers at the Ski areas are protected by the provisions of the collective agreement. 4.2.3.1.3 Promoting integration through training/work experience PERCENTAGE CHANGE OF WORK-STUDY TRAINEES IN THE WORKFORCE

CHANGE IN THE NUMBER OF TRAINING HOURS PER MANAGER AND NON-MANAGER EMPLOYEE*

30

25

20

15

10

5

0

2017

2015

2018

2016

2019

Number of manager training hours per FTE manager Number of non-manager training hours per FTE non-manager employees

* Excluding Bellewaerde in 2019, Walibi Belgium in 2017 and GMDS in 2016.

For the Leisure parks we are putting in place professional qualification training courses in order to foster loyalty among our seasonal workers and develop their skills. This makes them significantly more employable, both with the Group and in companies looking for the same type of profile (tourism professions in particular). E-learning programmes are also used at the sites to meet their specific business requirements. Moreover, we continue to support Group managers by proposing a range of training modules adapted to our culture and our business segments. We organised training on topics of strategic importance for the Group, such as raising awareness of digital issues and combating corruption, innovation (design thinking method) and working in project mode. We also want to focus on the training of our local managers by helping them to better master this important aspect of their mission. As a result, we are going to offer them specific training modules to give them the keys they need to support their teams on our strategic topics. This approach, planned for the year, was delayed due to the health situation. It is part of our desire to secure career paths and develop and enhance skills. All training actions aim to ensure a high-quality and rewarding employee career so that each employee can develop within Compagnie des Alpes. 4.2.3.1.2 Guaranteeing career security Our activities are by nature seasonal. However CDA commits to helping seasonal workers extend their period of employment by offering, as part of a collective bargaining agreement, internal cross- over programmes between the two business segments and external programmes in the employment catchment area. In internal cross-over programmes, all seasonal jobs to be filled are shared with seasonal workers (despite the fact that geographical mobility is still a deterrent for many of them). We are continuing our actions to boost and encourage internal mobility through a shared recruitment tool that provides access to available job offers within

0% 1% 2% 3% 4% 5% 6% 7%

2022 target = 5%

2016/2017

2017/2018

2015/2016

2018/2019

2019/2020

Moreover, we aim to develop job integration, primarily through a training/work experience promotion approach across our activities. We thought about how we could proactively target a figure of 5% work- study trainees in our total workforce by 2022 (irrespective of the legal requirements applicable to our local sites) by forging partnerships with schools and supporting training initiatives to encourage young people to consider working in one of our business segments. At Parc Astérix, for example, we focused on partnerships with schools in the hotel and catering sector to develop this activity at the site.

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Compagnie des Alpes I 2020 Universal registration document