Compagnies des Alpes // 2019 Universal Registration Document

Compagnie des Alpes continues to develop its two main activities, ski areas and leisure parks, by relying on shared know-how in terms of investment, distribution, harnessing of visitor flows, welcoming of visitors at its sites, safe operation of leisure equipment, and integration into the ecosystem of each of the areas where the Group operates.

Our value-creation levers

Our impact

19.1 hours of training per employee

Human resources

Increasing investments that boost attractiveness and capacity Developing employee skills Optimising costs and performance

Investments for growth and performance EBITDA (1) : €232.3 million => +6,4% Operating ROCE (2) : 8.2%

Financial

Reputation, with new consulting contracts in France and abroad.

Intangible assets

and extending the sites' operating periods Making the most of our know-how outside the Group Managing the portfolio in an integrated way

Rationalisation and modernisation of the Ski Areas Increased attractiveness and capacities of the Leisure Parks and their hotel o ff ering

Real estate

Winning new customers Boosting distribution and simplifying the purchasing process Increasing per-visitor spending and visiting time Improving customer knowledge and customer loyalty and generating repeat visits Optimising occupancy rates

Financial

14.0 million skier-days and 9.6 million visits to leisure parks LD: business growth of +50% in 6 years SA: 2.5% average annual revenue growth per skier-day over the period from 2012/2013 to 2018/2019

Intangible assets

Upscaling of digital retailing Creation of a DataLake

Human resources

High return rate among seasonal workers from one year to the next: 87% for Ski Areas and 49% for Leisure Parks Increase in customer satisfaction (+30 basis for Leisure Parks excluding Futuroscope in 2019)

Implementing our Very High Satisfaction strategy Facilitating visits and enhancing the customer experience (products, connected applications,

Intangible assets

unique and immersive experiences) Improving accommodation quality and capacities Integrating new employees

Real estate

5,700 resort beds created or renovated since 2013, and over 300 rooms created or renovated in Parc Astérix since 2017

Employee satisfaction survey: 36% response rate Absenteeism rate following occupational accidents: 0.6% 1 observatory dedicated to the environment and biodiversity in each Ski Area 256 GWh of energy consume, of which 55% renewable 4.4 million m³ of water used, including 11% municipal water

Human resources

Maintaining operational excellence and improving the quality of the services Making safety part of our DNA Developing employee commitment and motivation Consuming less and better to reduce the Group's environmental footprint

Natural resources

Direct greenhouse gas emissions: 32.2 T CO 2 eq: - SA: 2.5 kg CO 2 eq per skier-day = 9 km by car -LD: 1.70 k g CO 2 eq per visitor = 13 km by car

Human resources

Employee pro fi t-sharing (year N-1): Average of €3,001 per employee Professional integration: 255 work/study contracts granted during the year 607 new certi fi cations obtained by employees

Working in close cooperation with local stakeholders Boosting and enhancing the ecosystem, and sharing value Applying and promoting environment- friendly and ethical practices

Dividends paid to CDA shareholders: €17.1 million Rise in investments in both activities Income tax: €32.2 million for the Group Signi fi cant contribution to the regions' economy Active participation in the governance of the resorts Involvement in professional bodies (DSF, SNELAC, etc.)

Financial

Societal

(1) Earnings Before Interest, Taxes, Depreciation and Amortisation. (2) Return On Capital Employed.

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Compagnie des Alpes I 2019 Universal Registration Document