Compagnie des Alpes // 2021 Universal Registration Document

INTERVIEW

Dominique THILLAUD, Chief Executive Officer

YOU JOINED COMPAGNIE DES ALPES IN THE MIDST OF A HEALTH CRISIS. WHAT WERE YOUR PRIORITIES? I took up my duties under very special circumstances. Operationally, while our sites were closed, we had to continue to maintain social ties and adjust our operating expenses to best offset the loss of revenue; at the same time, we were preparing to reopen our sites as soon as this was authorised by the authorities. The strength of the recovery that we recorded in the summer of 2021 testifies to the public’s thirst for the emotions and experiences that Compagnie des Alpes so passionately offers its visitors. From a financial standpoint, in addition to the savings made, the aid and compensation received, the financing put in place or renegotiated, the priority was to launch a capital increase to regain room for manoeuvre, an operation that we carried out successfully. I see it as a sign of the support that we have been able to create among our shareholders for the new phase of development that is beginning for Compagnie des Alpes, a phase that integrates, in advance of its strategic priorities, two essential assumptions: workplace safety and “Triple Zero” (zero net carbon, zero non-recovered waste and positive biodiversity).

AS THE HEALTH CRISIS CONTINUES, HOW ARE YOU TACKLING THE SITUATION? We remain extremely attentive to changes in the situation. The health of our visitors, like that of our employees, is paramount. From this point of view, the health or vaccination pass allows us to operate under almost normal conditions while reassuring our customers. Nevertheless, we are dependent on provisions concerning non-residents in particular, which may slow down the rebound we have experienced since the beginning of summer 2021. However, I remain optimistic , although we have clearly indicated that the financial year 2021/2022 will be a year of transition before hopefully returning to our pre-crisis levels of activity the following year. The situation did not prevent us from taking initiatives, such as the acquisition of EVOLUTION 2, the promotion of ski passes or accommodation valid in several of our stations or the resumption of a direct train between London and Moûtiers-Bourg St-Maurice. IN THE LONGER TERM, WHAT IS YOUR VISION FOR THE FUTURE OF COMPAGNIE DES ALPES? We are still far from having exploited the full potential of our Ski areas and Leisure parks. Whether it is a question of creating something new with unique attractions, increasing reception and accommodation capacities, streamlining the customer experience, continuing to modernise and develop our sites, our objective is to create a preference for Compagnie des Alpes by offering new and immersive experiences. This contributes directly to customer satisfaction while contributing to the increase in activity. Likewise, we are seeking to extend the operation of our sites both over time and by proposing new offers: we are thus increasingly committed to the diversification of mountain leisure activities, both in summer and winter, which is also a way for Compagnie des Alpes to fully play its role as a local companion. Finally, our vision is based on the achievement of ambitious environmental objectives by the year 2030, whether aiming for net zero carbon and zero non-recovered waste, sustainable management of our resources or having a positive impact on biodiversity.

Compagnie des Alpes I 2021 Universal registration document 3