Compagnies des Alpes // 2019 Universal Registration Document

4 STATEMENT OF NON FINANCIAL PERFORMANCE Labour challenges

Ski areas In Ski areas, returning seasonal workers are rehired from one season to the next, in compliance with Article 16 of the French National Collective Bargaining Agreement for Ski Lift and Ski areas. More than 87% of seasonal workers return from one season to the next. Leisure parks As regards Leisure parks, seasonal workers’ employment structure is more volatile, although a tendency towards greater stability has emerged in recent years. For the 2018/2019 fi scal year, the average return rate among seasonal workers in Leisure parks rose to 49%. The number has remained stable over the last fi ve years.

The number of departures from the Group is more or less balanced out by the number of new hires, although there have been more new hires in the permanent workforce over the last three years: NUMBER OF NEW HIRES/DEPARTURES OF PERMANENT STAFF OVER THE FISCAL YEAR

500

400

300

200

100

CHANGE IN THE RETURN RATE OF SEASONAL WORKERS

0

100% 80% 60% 40% 20% 0%

2016/2017

2017/2018

2018/2019

New hires Permanent

Departures Permanent

NUMBER OF NEW HIRES/DEPARTURES OF NON-PERMANENT STAFF OVER THE FISCAL YEAR*

Return rate of seasonal workers

0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000

2016/2017

2014/2015

2017/2018

2015/2016

2018/2019

Return rate of seasonal workers (SA) Return rate of seasonal workers (LD)

Our ability to recruit sta ff is therefore key to the smooth running of our business. Our priorities are therefore the integration of new employees, career security (primarily through training), a high return rate of seasonal workers and well-being at work.

2016/2017

2017/2018

2018/2019

New hires Permanent

Departures Permanent

* Excluding contractors/replacement staff.

4.2.3 OUR KEY LABOUR CHALLENGES

2. Working to guarantee health and safety in the workplace; 3. Encouraging employee commitment and motivation for their own satisfaction and for the satisfaction of our customers. Because of the way the Group is organised, the labour policy is largely decentralised to better meet each site’s needs and activities. However, each subsidiary commits to take action commensurate of its resources and organisation in respect of each of the Group’s labour challenges listed above.

CDA employees have two main distinguishing features: l most are seasonal employees who have a suitable personality for the activity; l they really love working in the leisure sector and are really keen to increase customer satisfaction. These two factors have a strong impact on the Group’s labour policy which centres on three core areas: 1. Developing employees and diversity within the Group, and encouraging job integration;

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Compagnie des Alpes I 2019 Universal registration document