Compagnies des Alpes // 2019 Universal Registration Document

4 STATEMENT OF NON FINANCIAL PERFORMANCE Labour challenges

4.2.3.1 Developing employees, diversity within the Group and integration into the employment market

The aim is to guarantee our employees an excellent and rewarding career path to enable each individual to develop within Compagnie des Alpes. 4.2.3.1.2 Guaranteeing career security Our activities are by nature seasonal. However CDA commits to helping seasonal workers extend their period of employment by o ff ering, as part of a collective bargaining agreement, internal cross- over programmes between the two business segments and external programmes in the employment catchment area. In internal cross-over programmes, all seasonal jobs to be fi lled are shared with seasonal workers (despite the fact that geographical mobility is still a deterrent for many of them). In the 2018/2019 fi scal year we introduced a shared recruitment tool providing access to Compagnie des Alpes Group vacancies. This is one of the ways we continue to promote and encourage internal mobility. In the employment catchment areas, external programmes are o ff ered. These involve putting our seasonal workers in contact with local employers with complementary seasonality. The Ski areas are pursuing their policy of informal collaboration with sub-contractors which has provided employment for seasonal workers during the summer in maintenance positions or other areas. Some activities (maintenance in particular) are also insourced which has enabled us to either o ff er our winter seasonal workers summer jobs or to o ff er permanent employment to workers on fi xed-term contracts. In terms of our Leisure parks, at the end of each season at Parc Astérix we organise a job/training forum for our seasonal workers, presenting to them the professions of the Ski Area activity, and the jobs on o ff er for the winter season. This allows seasonal workers at the end of their contract to consider undertaking professional training in a chosen area or studying for a certi fi cate to further their career. A Group framework agreement signed at the end of 2015, giving priority to re-hiring, provided better visibility for our seasonal workers at our Leisure parks sites who wished to return the following season, subject to certain speci fi c conditions of the agreement. 4.2.3.1.3 Promoting integration through training/work experience PERCENTAGE CHANGE OF WORK-STUDY TRAINEES IN THE WORKFORCE

Because we o ff er so many temporary contracts, employee employability and skills development is a vital component of the Group’s labour policy. It is vital we develop the skills of our employees to ensure they are more employable both inside and outside the Company and help them obtain valuable quali fi cations and experience. 4.2.3.1.1 Focus on training In addition to the professional quali fi cation programmes, we develop employability through skills acquisition and development. To this end, Compagnie des Alpes is pursuing its training drive: while the number of our full-time equivalent (FTE) employees increased by 4%, the number of training hours (including Walibi Belgium data for 2018 - excluded in 2017) increased by over 28% on the previous fi scal year, which equates to an average of 19 hours for each FTE.

CHANGE IN THE NUMBER OF TRAINING HOURS PER EMPLOYEE (MANAGEMENT AND NON-MANAGEMENT)*

30

25

20

15

10

5

0

2014/2015

2015/2016 2017/2018 Number of manager training hours per FTE manager Number of non-manager training per FTE non-manager employees 2016/2017

2018/2019

* Excluding Walibi Belgium in 2017 and GMDS in 2016.

For the Leisure parks we are putting in place professional quali fi cation training courses in order to foster loyalty among our seasonal workers and develop their skills. This makes them signi fi cantly more employable, both with the Group and in companies looking for the same type of pro fi le (tourism professions in particular). E-learning programmes are also used at the sites to meet their speci fi c business requirements. Moreover, we continue to support Group managers by proposing a range of training modules adapted to our culture, our speci fi c needs and our business segments. We organised training on topics of strategic importance for the Group, such as raising awareness of digital issues and combating corruption, innovation (design thinking method) and working in project mode. We also wish to focus on training for our local managers who are in direct contact with the operating sta ff and o ff er them additional job support. To do this, we are going to o ff er them special local manager training modules speci fi c to their business segment, providing them with the tools they need to support their teams in matters strategic to our business. This is part of our ongoing quest to develop and acknowledge our employees’ skills and o ff er them career security.

6%

5%

4%

3%

2%

1%

0%

2016/2017

2014/2015

2017/2018

2015/2016

2018/2019

2022 objective

Moreover, we aim to develop job integration, primarily through a Group-wide training/work experience initiative.

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Compagnie des Alpes I 2019 Universal registration document