In a context where mountains are facing major climatic, economic and societal challenges, the Compagnie des Alpes is undergoing a profound transformation of its strategy. Far from limiting itself to the operation of ski areas, it is now taking a new stance, where investment in people, biodiversity and the liveability of territories is becoming as strategic as financial returns.
This change is reflected in concrete commitments, such as achieving net zero carbon by 2030, participating in ecological restoration programmes such as Nature 2050, and developing industrial partnerships for the production of electric snow groomers in the French Alps. We meet David Ponson, Director of the Mountain and Outdoor Activities Division at Compagnie des Alpes, who sheds light on this silent but decisive transformation.
From exploitation to regional partnership: a strategy for putting down roots
Compagnie des Alpes (CDA) has adopted a strategic approach focused on the region, aiming to strengthen its historical roots as an active partner in local development. David Ponson emphasises that ‘our strategy is based on very simple things’. The primary objective is clear: ‘to continue operating in the locations where we have a long-standing presence, in partnership with the local communities’. The aim is to build lasting relationships of trust with elected officials, local authorities and the driving forces of each region. It is a strategy of putting down roots based on close cooperation with local authorities, elected officials, public services and the economic and social forces of the valleys. Far from imposing a top-down roadmap, the CDA favours a regional consultation approach that places listening and co-construction at the heart of the decision-making process.
This stabilisation is based on a shared vision of the future: ‘When elected officials decide to continue, we continue. When they don’t, we accept it and move on,’ he emphasises. The Compagnie des Alpes is thus positioning itself as a true co-player in local development, capable of investing in essential and strategic needs: seasonal housing, renewable energy production, biodiversity preservation and sustainable mobility.
Through this approach, the CDA aims to secure its historic sites by making them more resilient, more adaptable and more contributory to the common good of the region. Concrete examples illustrate this dynamic, such as in Les Arcs and La Plagne, where programmes to modernise energy infrastructure, protect alpine wildlife and create housing for seasonal workers have been carried out in close collaboration with local authorities.
Reconciling performance and proximity
David Ponson responds with emotion and lucidity to the criticism sometimes levelled at Compagnie des Alpes, particularly regarding its supposed disconnect from mountain regions. Far from sidestepping these remarks, he welcomes them with candour: ‘I am very attached to this company, and I sometimes feel that certain criticisms are unfair. We are present, committed and rooted in these communities.’
He asserts that the company has real roots, built up on a daily basis through collaboration with elected officials, residents, and socio-economic and cultural actors. ‘We have never been as close to the regions as we are today,’ he says, pointing to ongoing investments in seasonal housing, energy transition and biodiversity.
This response reflects a stance of committed capitalism, in which economic performance is not at odds with regional utility. David Ponson fully embraces this duality: “We must stop pitting profitability against commitment. Yes, we must be economically efficient, but that does not prevent us from having strong regional ethics. Promoting success in the mountains also means encouraging innovation and sustainability.”
In a sector often scrutinised for its environmental footprint or land use, this statement invites us to look beyond simplistic views. It raises a fundamental question: can business, efficiency and regeneration go hand in hand? For Compagnie des Alpes, the answer is clearly yes, but it requires a profound transformation of the relationship with the territories and a constant willingness to question oneself.
Europe: a re-evaluated playing field
Geographically, Compagnie des Alpes is now focusing its development on the European continent. ‘We have moved from a very broad area to a focus on Europe,’ explains David Ponson. Outside Europe, only engineering and consulting assignments are planned, with no direct operations. This strategic refocusing aims to strengthen the consistency of actions, capitalise on in-depth knowledge of the Alpine regions and ensure better adaptability to local challenges.
This choice is not synonymous with withdrawal. On the contrary, it allows the group to remain connected to a diversity of mountain ecosystems within the continent and to continuously enrich itself with best practices in the field, whether in environmental management, tourism innovation or shared governance. Dialogue with other European operators remains an essential lever for continuous improvement and strategic openness.
This repositioning is also accompanied by a clear desire for diversification. The recent acquisition of Évolution2, a network specialising in outdoor activities (excluding skiing), illustrates this move towards a broader tourism offering, including hiking, mountain biking, mountaineering, paragliding and summer water sports. This approach reflects the group’s ambition to support the transformation of resorts towards a more resilient, inclusive mountain that is less dependent on downhill skiing alone.
The regenerative roadmap: beyond a simple transition
In 2021, Compagnie des Alpes took a further step forward by formalising its ‘raison d’être’ and publishing a regenerative roadmap for its Mountain and Outdoor Activities Division. ‘This roadmap complements our overall strategic thinking and positioning. It is the result of our own convictions,’ explains David Ponson.
But what exactly does adopting a regenerative approach mean? Unlike a simple transition strategy, which aims to limit environmental impacts, the regenerative approach, inspired by sustainable agricultural and urban models, seeks to repair, strengthen and prosper human and natural ecosystems. It is about revitalising and reactivating natural and social dynamics and promoting the emergence of more resilient territories.
For the CDA, this commitment translates into concrete actions:
- Active protection of biodiversity: setting up environmental observatories to monitor and preserve local flora and fauna.
- Sustainable water management: optimising the use of this critical resource in mountain areas, in particular by modernising snowmaking systems.
- Energy efficiency: transitioning to renewable energies and improving the energy efficiency of infrastructure.
- Soft mobility: developing environmentally friendly transport solutions to reduce visitors’ carbon footprint.
‘This strategy also involves saying “yes, but” and making conscious sacrifices,’ explains David Ponson. The group has therefore agreed to abandon certain projects or development methods that are deemed incompatible with its long-term vision. For example, CDA has decided not to pursue the expansion of ski areas or the creation of new ski resorts that cannot guarantee a significant amount of natural snow.
A new approach to land use planning: towards a liveable mountain environment
Compagnie des Alpes is actively involved in redefining the role of mountain resorts, incorporating a much more comprehensive and sustainable vision. ‘We have succeeded in developing several projects by integrating complementary dimensions that were not present in the past,’ explains David Ponson.
Now, the mountains are no longer seen as just a place for winter recreation. They are becoming a sustainable living space, capable of accommodating primary residences, managing their resources in a sustainable manner and attracting new residents in search of a better quality of life and a preserved environment.
The concept of liveability is thus becoming a central focus for investment projects. This means going far beyond skiing to address challenges related to affordable housing, renewable energy, smart water management and biodiversity. The aim is to make the mountains resilient to climate change while making them desirable for future generations.
As David Ponson points out, this approach also responds to the deep aspirations of younger generations: ‘We need to find positive stories that inspire us and make us want to build tomorrow.’ It is by inventing new narratives about the region that the mountains will continue to appeal, not only as a tourist destination, but also as a sustainable place to live.
A vision backed up by field data: the ObSoCo study
To support this strategic transformation, Compagnie des Alpes has equipped itself with in-depth analytical tools. These include a major study conducted by the Observatoire Société et Consommation (ObSoCo), specifically designed to map and understand the dynamics of mountain areas. This survey proposes a new typology of municipalities supporting ski resorts, cross-referencing 26 statistical indicators covering tourism, economic, residential, environmental and demographic dimensions.
The study identifies four main types of Alpine areas: highly touristic resorts with high land and population pressure; intermediate areas seeking a balance between attractiveness and resilience; vulnerable resorts in decline or experiencing demographic decline; and finally, predominantly residential areas with little economic structure. These profiles reveal considerable heterogeneity in the way territories are addressing climate and economic challenges and in their ability to anticipate the future.
For example, only 37% of Alpine resorts have a level of basic services (health, education, transport) considered satisfactory for a year-round population. Furthermore, 60% of the municipalities studied have a tourism dependency rate of over 50%, exposing them to high levels of climate variability and seasonal fluctuations in visitor numbers.
The study also highlights growing land pressure in the most attractive areas: some municipalities have a rate of second homes exceeding 70%, raising questions about the actual habitability of these areas for permanent residents and seasonal workers.
By openly sharing this study with elected officials and partners, the CDA is reaffirming its role as a responsible and committed player. This stance of transparency and data sharing aims to fuel collective reflection on the future of the Alpine valleys, with a view to shared territorial planning.
Far from being a simple diagnosis, the ObSoCo study is a powerful strategic tool that informs the Compagnie des Alpes’ investment, diversification and regeneration choices.
Leadership that relies on collective intelligence
David Ponson insists: ‘The real wealth of the group is not its chairlifts or assets, but our employees, who are totally committed (sometimes too much so!).’ This vision reflects a deep conviction: the future of mountain regions cannot be built without the collective energy, passion and commitment of the women and men who live and work there.
In an environment where challenges require innovation and agility, Compagnie des Alpes relies on a management model based on collective intelligence. ‘My role is to set things in motion, enrich the context and fuel debate without shaping people’s thoughts,’ says David Ponson. He rejects traditional top-down management in favour of listening, initiative and autonomy for teams in the field.
This philosophy is based on a strong conviction: to develop solutions that are adapted to climate, social and economic challenges, it is necessary to promote local adaptability and give employees the means to act, propose and invent.
As such, the regenerative projects developed in the group’s stations are designed with and by local teams, in collaboration with the regions. This trust-based management approach creates a creative dynamic that encourages all regional stakeholders to take ownership of the projects.
A change in attitude, and perhaps a change in model
This evolution may herald a change in economic model: a shift from a business based on property ownership and asset management to a post-industrial, service-based model centred on the human and territorial ecosystem. It is no longer just about selling skiing, but about co-constructing a comprehensive offering for liveable mountains: year-round experiences, soft mobility, responsible tourism and sustainable housing.
Will the future of the mountains be decided by a race for altitude or infrastructure, or by their ability to become liveable, desirable, resilient and inclusive? This paradigm shift deserves close scrutiny: it opens a breach in the old tourism model and could well serve as inspiration for many other high-altitude areas in Europe.
