Compagnies des Alpes // 2019 Universal Registration Document

4 STATEMENT OF NON FINANCIAL PERFORMANCE Societal challenges

REFERENCE TABLE OF ENVIRONMENTAL CHALLENGES

CSR challenges including the key challenges Action taken to tackle the main challenges

Indicators monitored

P Total energy consumption (GWh) P Portion of fossil fuels in total energy consumption P Portion of renewable energies in total energy consumption P Direct GHG emissions (1) per skier day (Ski areas) or visitor (Leisure parks) P Energy consumption per skier day (Ski areas) or visitor (Leisure parks) P Total water consumption (litres) per skier day (Ski areas) or visitor (Leisure parks) P Percentage of municipal water in the consumption (%) P Percentage of municipal water in the arti fi cial snow (%) P Total water consumption (m 3 ) P Cumulative number of fauna and fl ora audits as part of the Ski Area observatories since their creation P Sourcing of catering supplies currently under consideration for the Leisure parks P Awaiting a suitable indicator to calculate our biodiversity footprint

P Increase the portion of renewable energy and reduce the portion of fossil fuels in the Group’s energy mix P Improve the energy intensity and carbon intensity relating to visits to our sites P Gain a better understanding of our impact on water

§4.3.2.1 Reducing our direct energy and carbon footprint (GHG) §4.3.4 Sustainable water management §4.3.6 The circular economy §4.3.2.2 Indirect environmental footprint performance

§4.3.3.1 Taking account of biodiversity, soil and landscape in operations and design §4.3.3.2 Connecting customers with nature by enhancing natural spaces. §4.3.3.3 Controlling pollution and emissions

P Taking account of biodiversity, soil and landscape in operations and design P Catering supplies from more environmentally- friendly sources

(1) GHG: Greenhouse gas.

4.4 Societal challenges The Group’s subsidiaries o ff er leisure activities to the general public in the heart of high-tra ffi c tourist areas in urban, peri-urban and regional environments.

It should be noted that, due to the nature of its business, combating food poverty has not been identi fi ed as a CSR risk for the Group. Therefore, no particular information has been published on this topic.

4.4.1 LONG-TERM CONTRIBUTION TO THE DEVELOPMENT AND APPEAL OF THE REGIONS

CDA Group sites lie at the heart of regions in which they operate, maintaining very special relationships with local entities. CDA is the top, or main, employer in the local ecosystems which makes it a fi rst- rate partner. 4.4.1.1 Gaining a better understanding of the Group’s socioeconomic impact The CDA subsidiaries in the area generate direct employment and many of the people employed are local seasonal workers. The subsidiaries also generate indirect employment through their own purchases and contributions to local authorities and this money passing into the local or regional economy. Through a speci fi c study run by Utopies © , using the Local Footprint © methodology, we were able to quantify the multiplier e ff ect of our activities based on the typology of our purchases, total payroll and contributions in the form of taxes, fees and levies.

This exercise, initially based on 2016 data for six ski areas and Parc du Futuroscope and expanded to include Parc Astérix in 2019, highlights the economic impact of our activities and policies on the regions at di ff erent levels (Department, Region, Country). Economic impact of 6 ski areas For example: In six ski areas in the Tarentaise valley in the Savoie region,

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Compagnie des Alpes I 2019 Universal registration document