Compagnie des Alpes // 2021 Universal Registration Document

THE STRATEGIC ROADMAP

Compagnie des Alpes is in a sufficiently solid financial position to resume an aggressive investment strategy intended to boost the attractiveness of its sites, consolidate its leading position and resume ts pre-pandemic momentum of profitable growth.

This objective is supported by an investment plan designed to support the activity of the Ski areas and Leisure parks with new facilities and attractions, and to develop value- creating growth drivers to accelerate the development of its sites.

At the same time, Compagnie des Alpes is accelerating the implementation of its CSR policy by setting itself ambitious environmental targets , including zero net carbon, and acting on commitments to its regions and stakeholders.

To improve its performance, the Group also relies on its financial discipline , its pooled expertise in the service of innovation and the commercial, marketing and distribution synergies between its business activities.

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BOOSTING SITE ACTIVITY AND ATTRACTIVENESS

DEPLOYING NEW DRIVERS FOR GROWTH

COMMITTED & HIGH- PERFORMANCE COMPANY

• Playing an active role in the diversification of mountain leisure activities • Accelerating the development of leisure sites • Agile external growth

• Financial discipline, expertise and distribution synergies • CSR focus, including ambitious environmental targets for 2030 • Creating of shared value with the regions

• Offering unique, immersive and year-round experiences • Improving accommodation capacity and ensuring a smooth customer experience • Strengthening digital distribution

VERY HIGH SATISFACTION

Very High Satisfaction is a cornerstone of Compagnie des Alpes' strategy. It is both the objective and the framework of its strategy, notably guiding investment decisions. Customer satisfaction is measured on an ongoing basis for each site through a wide range of criteria relating to the attractions, the quality of the welcome, waiting times, the user-friendliness

of the routes, the atmosphere and immersion. This approach is also applied to employees of all subsidiaries, as their commitment and motivation are a priority for the Group and also have an impact on customer satisfaction. It also dictates the Group’s relations with local authorities and regions in the interests of fruitful and satisfactory partnerships for all parties.

Winter 2020/2021: ONGOING MANAGEMENT OF THE CRISIS

Summer 2021: STRONG BUSINESS RECOVERY

> Continuous adaptation to health constraints: safety of stakeholders, site opening protocols > Cost saving plans set up > Government support: aid and compensation measures > Implementation of cash preservation measures: new financing and strengthening of shareholders' equity

> For the Leisure parks, Q4 2020/2021 revenue close to that of summer 2019 > Leisure park attendance close to that of summer 2019 (adjusted for the Walibi Belgium claim and very dynamic visitor spending) > Adjusted for the closure of two Belgian sites (flooding), Leisure park revenue was up 5.6% compared to summer 2019 > Strong growth in the Ski areas activity during the fourth quarter

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