Compagnies des Alpes // 2019 Universal Registration Document

4 STATEMENT OF NON FINANCIAL PERFORMANCE Societal challenges

4.4.2.1 Safety/security measures For the Group, the security and integrity of its employees and customers are priorities (see also section 4.2.3.3). Section 2.3.3. Risks of Bodily Injury describes the types of checks on infrastructures and the safety levels of themed items sold in Leisure parks stores. Before the start of each season, forums are organised to welcome new employees and distribute as necessary booklets or welcome guides that set out these priorities. Training is dispensed on customer hospitality and safety and also operational procedures, preventive measures (movement and postures, working at heights, using chemical products, etc.), and procedures to follow in the event of an incident. In addition to all these practices, Group companies undertake speci fi c preventive measures, such as the development of quiet or family skiing areas, safety measures for embarking the chair lift (ESF agreement, elevators for children, carpet, school at headquarters, installing guard rails, anti-submarining seat safety measures, etc.), raising awareness about the risk of avalanches and the use of victim detection equipment (ARVA Park, for instance), pictograms and reminders of conduct and behaviour on the attractions, and enhanced monitoring of the operators. Finally, certain companies have directly undertaken actions to raise awareness of disability and improve access for people with a disability. Futuroscope has the national Tourism & Handicap certi fi cation (label national Tourisme et Handicap) for people with motor disability, mental disorders and hearing impairment. 4.4.2.2 Monitoring and managing customer satisfaction Monitoring customer satisfaction is a key priority for each employee and directly linked to the strategic objective of obtaining Very High Satisfaction scores . Through our very regular surveys we can gauge customer opinion and take steps to make improvements. We have developed extremely comprehensive interactive processes and methodologies to enable us IPCC models. These models anticipate little change in the winter precipitation patterns in the medium term and over the year as a whole. Pressure on the availability of water for producing arti fi cial snow, depending on the storage and management method used, is dependent on the reliability of this forecast. While the additional transition risk costs for the Group sites are moderate in the medium term (additional energy, tax costs etc.), changes in vehicle motorisation over short cycles will be critical in our ability to reduce the consumption of fossil fuels. This applies particularly to the grooming machines which are the primary source of the Group’s emissions. Leisure park operations The Leisure parks are less vulnerable to physical climate risk than the Ski areas. Visitor numbers are relatively dependent on temperature and

to identify what improves customer satisfaction and what spoils the experience. Equally, our service design initiatives enable us to observe and listen to our customers. In short, the Group is using innovative ways to help it understand the customer experience. The satisfaction ratings are regularly reviewed by each team and also Executive Management and the Executive Committee (Comex), either on a business segment or facility-by-facility basis. Today, the Group can prove that very high customer satisfaction really does improve competitiveness. Moreover, eight Group sites also have ISO 9001 certification. The scope of this certification covers 57% of visitors to our sites (skier and visitor days). 4.4.2.3 Data security measures To combat cyber risks and meet its data protection obligations, the Group has equipped itself with speci fi c action plans which are reviewed at least once a year by the Risk Committees (cyber security action plan) and the Audit and Finance Committee (Reporting and GDPR action plans). The Group has structured itself around a DPO (Data Protection Owner) network, responsible for implementing the actions at each entity, and a further two speci fi c action plans carried at Group level by the IT Systems Department and the Legal Department. The actions will be supplemented by intrusion audits conducted as part of either the internal audit plan or the IT tracking process. The Group monitors an indicator relating to the number of potential violations following incidents ( e.g. loss of PC, phishing, ransomware, etc.) and may decide to report these violations pro-actively to the competent authorities (CNIL in France, for example) if it believes there is a signi fi cant risk. To date, the CDA Group has not pro-actively reported any customer data violations to the authorities. weather, and sometimes increase when the weather is fi ne late season. However, excessively hot weather (heatwaves) can deter visitors from going to a site which is not suitably adapted, or perceived as such. It is therefore important that the sites meet the regulatory requirements for renovation of tertiary buildings in the medium term and support new modes of transport (electric car charging points, for example) to ensure easy access to the facilities. To provide further food for thought, we took a fi rst step which has enabled us to create a draft adaptation plan for the following: our leisure o ff ering, infrastructure ( e.g. : queues, gardens), fl exibility of operations and working conditions, assessment of planned investments. In both business segments, more frequent and more intense extreme physical events will impact on the periods of opening and prevention, maintenance and repair costs.

4.4.2 POSITION OURSELVES AS A TRUSTWORTHY PLAYER IN THE EYES OF OUR STAKEHOLDERS

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Compagnie des Alpes I 2019 Universal registration document