Whilst Cauterets and the Pic du Midi were the last destinations to close their ski lifts, the 2025/2026 winter season stands out as a true milestone for the ski areas operated by the N’PY network (Peyragudes, Piau, Grand Tourmalet, Pic du Midi, Luz-Ardiden, Cauterets, Gourette and La Pierre Saint-Martin). In an increasingly complex climatic and operational environment, the results observed reflect not only solid performance, but above all an ability to adapt that is redefining the contours of the Pyrenean model.
A winter season that confirms the resilience of the Pyrenean model
With 2,127,058 ski days, the 2025/2026 season stands as the second-best since 2017, very close to the record set in 2021/2022. This increase of +7.72% compared to the average of the last six seasons confirms the momentum built up by the resorts.
But beyond the figures, it is the qualitative assessment of the winter season that stands out. The resorts benefited from ‘exceptional snow conditions’, despite ‘unpredictable weather’ marked by two stormy spells at the start of the February half-term holidays. This tension between excellent natural conditions and unstable weather perfectly illustrates the new constraints facing the sector, already analysed in this article on the transformations in the ski industry, which examines the evolution of performance criteria beyond mere visitor numbers.
Customer experience and digitalisation as the new standards
In this context, the rise of digital tools is emerging as a key driver of transformation. The n-py.com platform recorded a +2% increase in turnover, reaching €3.5 million, whilst its visitor numbers rose by +9%, confirming the enduring presence of digital practices within the customer journey.
But the most significant indicator is undoubtedly the changing patterns of purchasing behaviour:
51% of season tickets are now sold outside the ticket offices, an increase of 4 percentage points
In other words, the majority of transactions are now shifting to digital channels, reflecting a profound change in behaviour. Customers no longer make purchases in-store: they plan, anticipate and optimise their experience in advance.
In line with this, the No Souci Pyrénées pass reaffirms its role as the backbone of the scheme, with 125,619 subscribers, an increase of 3%. Beyond the volume, it is its use that is strategic: it streamlines access to the ski area, eliminates bottlenecks at the entrance and encourages multi-resort usage.
This three-pronged approach (digitisation of sales, the removal of physical points of contact, and customer loyalty through subscriptions) reflects a structural shift in the business model, with the No Souci Pyrénées card positioning the customer experience as a key driver of competitiveness.
The N’PY brand, bolstered by an events-driven approach
The 2025/2026 winter season marks N’PY’s 20th anniversary, a symbolic milestone for a brand founded in the mid-2000s with a clear ambition: to organise and make the Pyrenees’ skiing offering more accessible through a network-based approach. At the time, the creation of N’PY addressed a major strategic challenge: pooling resources, harmonising services and boosting the visibility of a fragmented region facing competition from the major Alpine ski areas.
Twenty years on, this vision appears to be firmly established. The N’PY network has established itself as a model of inter-resort cooperation, capable of developing shared tools (particularly in the areas of distribution, digitalisation and customer loyalty) whilst preserving the unique identity of each destination.
It is against this backdrop that the anniversary celebrations take on their full significance. The Luz Winter Fest in Luz-Ardiden, the N’PY Party in Cauterets and the DJ Klingande concert at the Pic du Midi are not merely one-off events: they embody the maturity of a brand that has become capable of creating experiences across an entire region.
Summer: a key driver of diversification
With winter barely over, the resorts are already beginning their transition to summer, underlining a strategic repositioning: that of a mountain destination active all year round. In Cauterets Pont d’Espagne, the reopening on 8 May is accompanied by a new initiative making it easier to access Lake Gaube, combining sustainable transport with the ski lifts.
In Peyragudes, the strategy is clear: to make mountain biking a cornerstone of development. By hosting the UCI MTB World Series, the Pyrenees Bike Festival and expanding the Bike Park, the resort is cementing its European ambitions.
A summer programme centred on experience and accessibility
Across the N’PY network, summer is no longer limited to simply opening the ski lifts: it is part of a strategy to create distinctive experiences that cater to a wide range of visitors, from beginners to expert skiers. This approach is reflected in a gradual expansion of the range of activities on offer, with education, immersion and accessibility becoming key pillars.
In Gourette, the creation of the “My First Steps in the Mountains” trail illustrates this commitment to making the mountain environment understandable and accessible, particularly for families and first-time visitors. The experience is no longer limited to sporting activities, but extends to a sensory and educational exploration of the environment. At the same time, La Pierre Saint-Martin is continuing to modernise its mountain biking offering with a completely redesigned blue trail, reflecting a clear strategy: to make the sport safer and more accessible in order to broaden the customer base.
Piau, the first eco-design resort in the Pyrenees, takes the immersive experience a step further by combining physical facilities with digital tools. The educational trails, combined with the Piau Explore platform, reflect a growing convergence between on-the-ground experiences and digital support – a key factor in enhancing the customer journey and attracting a digitally savvy clientele.
Finally, Luz-Ardiden reaffirms its multisport identity by establishing itself as a hub for mountain biking and hiking, thereby aligning itself with the broader trend towards active tourism and micro-adventures.
Investing today to shape the experience of tomorrow
In this context, certain decisions reflect a long-term vision. The decision not to operate the Grand Tourmalet resort in the summer is a striking example of this. The modernisation of the Laquette area, involving the replacement of a chairlift with a gondola lift and the reconfiguration of the facilities, reflects a strategy of structural investment.
This approach reflects a fundamental shift in the business model: accepting short-term constraints in order to enhance the long-term appeal and quality of the experience. In an increasingly competitive and uncertain environment, performance is no longer measured solely by visitor numbers, but by the ability to anticipate future trends and develop a coherent, sustainable and distinctive offering.
