Compagnie des Alpes // 2021 Universal Registration Document

1 INTRODUCTION TO COMPAGNIE DES ALPES AND ITS ACTIVITIES History

de Saint-Malo, Parc des Mini Châteaux and Aquarium du Val de Loire, Bagatelle, Avonturenpark Hellendoorn and Dolfinarium in the Netherlands, and Fort Fun in Germany). 2003: Aquaparc in Bouveret (Switzerland) consolidated. 2004: Panorama Park (Germany) and Pleasurewood Hills (England) consolidated. 2004: Privatisation Caisse des Dépôts et Consignations (CDC) holds only 40% of CDA capital (compared to 53% prior). CDC sells a 13% stake to three banking groups with a strategic interest in the Alps region. 2004-2005: Serre Chevalier (SC 1350 – Serre Chevalier Ski Développement) and Aletsch Riederalp (Switzerland) consolidated. 2005: Planète Sauvage (Loire-Atlantique) and Mer de Sable (Oise) consolidated. 2005-2006: Through a proactive acquisition policy, Compagnie des Alpes was able to balance out its businesses in that year and became a front-line player in leisure parks in Europe. 2006: Walibi Holland , WalibiBelgium , Aqualibi , Walibi Sud-Ouest , Walibi Rhône-Alpes , and Bellewaerde consolidated, and Bioscope opened. also contribute to the deployment of growth drivers, and in particular to the summer diversification in the mountains or the enrichment of the products offered by the parks (corporate events in particular). Finally, Compagnie des Alpes is convinced that its CSR commitments are also an essential key to its performance. Last June, it strengthened its environmental commitments by announcing its ambition to reach “zero trip” by 2030: carbon neutrality, “zero non-recovered waste”, and a positive impact on biodiversity. These objectives are broken down into roadmaps that determine the path that gives credibility to these ambitions. In terms of carbon emissions, the development with a local partner of electric grooming machines (and possibly hydrogen), and the gradual renewal of the fleet of groomers, is an essential element of this roadmap. The rapid replacement of certain particularly emitting installations, such as gas boilers, is another element. It should also be noted that all electricity for ski areas has been produced by non-emitting sources for several years. Lastly, the relaunch by Compagnie des Alpes of a direct rail service between London-Saint Pancras and Moutiers-Bourg-Saint- Maurice, called “Travelski Express”, illustrates the Group’s desire to go beyond its scope of responsibility by favouring the development of environmentally friendly modes of transport. The company also wants to quickly set targets to improve its social and societal contributions. The issue of workplace accidents is at the heart of management’s priorities. Taken as a whole, these guidelines aim to consolidate the position of Compagnie des Alpes as a leading player in the revival of tourism in France, and more generally of real leisure activities in Europe.

1.3 History 1989: Creation of Compagnie des Alpes by Caisse des Dépôts 1989 - 1990: Tignes (STGM – Société des Téléphériques de la Grande Motte) and Peisey-Vallandry (STAG – Société des Téléphériques de l’Aiguille Grive) consolidated under the acquisition policy. 1991-1994 : La Plagne (SAP – Société d’Aménagement de La Plagne), Les Arcs (STAR – Société des Téléphériques de l’Aiguille rouge) and Chamonix – Les Grands Montets (Satal – Société d’Aménagement du Téléphérique Argentière-Lognan) consolidated. 1994: Compagnie des Alpes floated on the second marché of the Paris Stock Exchange 1995: Les Menuires ( Sevabel – Société d’Exploitation de la Vallée des Belleville) consolidated. 1996: Minority stake taken in Courmayeur (CMBF Courmayeur Mont- Blanc Funivie) and Val d’Aoste (Italy). 1997: Flaine, Samöens, Morillon and Sixt (Grand Massif) consolidated. 2000: Méribel Alpina and Téléverbier (Switzerland) consolidated. 2001: Minority stake taken in Saas-Fee (SFB – Saas-Fee Bergbahnen, Switzerland). 2002: Diversification Compagnie des Alpes diversifies its business by launching a friendly takeover bid on the capital of Grévin et Compagnie (a group of ten parks: Musée Grévin, Parc Astérix, France Miniature, Grand Aquarium to develop a new hotel, eco-lodges and a water park which it will be responsible for operating. In Bellewaerde, the Group plans to invest €100 million over the next ten years to increase its capacity while further enhancing the quality of its positioning and extending the opening periods. At Parc Astérix, the Group intends to capitalise on the success of its hotel strategy: after increasing this capacity to 450 rooms in 2020, the Group aims to create an additional 115 rooms and a new restaurant by 2025; the subsequent phases of the Grand Astérix project are still under study but could include the creation of a fourth hotel with 300 rooms and the enrichment of the entertainment offer, further strengthening the park’s vocation to be a true “Short stay” destination. Additional levers to strengthen the performance of a committed company During the crisis, Compagnie des Alpes demonstrated its agility and its ability to rapidly change its cost structure. The strength of its balance sheet, and the responsiveness of its customers, enable it to contemplate the uncertainties as it recovers from the Covid-19 crisis. The Company also plans to amplify the synergies of expertise allowed by certain key cross-functional functions for the development of the business. The commercial synergies and distribution synergies enabled by the Group’s digital investments are at the heart of this strategy (Open Resort project for ski areas, redesign of BtoC then BtoB sales tunnels). Consulting services (CDA Management), engineering (Ingélo), theming and creativity (CDA Développement) are also redirected in part to the development projects of the Group’s sites. The acquisition of Evolution 2, specialised in outdoor leisure support, will

28

Compagnie des Alpes I 2021 Universal registration document