! s n o i t c a BL STAINA T H E SU LO E DEVE #2 MBE S E PT E 2013 CENTE C ES VACAN & E R R THE PIE R FROM E T T E L NEWS PMENT R UP S GRO R PARC Tourism, a driver of local sustainable development The fact that tourism can create wealth is nothing new. Less well-known is its ability to rebalance regional socioeconomic conditions and to preserve the environment. The Pierre & Vacances - Center Parcs Group has committed to this approach by implementing a structured sustainable development policy with local development at its core. Outlooks GROUNDWORK P. 2 Through its regional development policy, the Group intends to maximize the value generated by its business for local communities. IN FIGURES P. 5 Close-up on the social and economic footprint of a Center Parcs. IN PRACTICE P. 6 Projects with high returns on investments. WHAT S NEXT? P. 7 Partnerships to boost local jobs and to enhance the range of experiences not only inside but also outside the site. UP FOR DEBATE P. 8 Do Center Parcs add value to the local tourism economy? Answers from Jean-Michel Klotz, Deputy Managing and Development Director of Pierre & Vacances Development and Rachel Thomas, Vice-President of Lorraine General Council with responsibility for the tourism economy. CHALLENGES The trend of getting back to nature, the desire for authentic experiences and the rise of the short breaks all favour the development of local tourism. An asset for many regions that see its potential as a driver of sustainable development and settlement. Local tourism both creates jobs that cannot be relocated, and also gives people with few or no qualifications an opportunity to get back into the job market. More than other forms of tourism, it can also have a knock-on effect on the local economy through consumption by tourists and spending by tourism companies to construct, equip and run their facilities. In addition, there is also the public investment necessary for developing the attractiveness of local sites (promotion of regional heritage, upgrading of infrastructure for transportation, sanitation, etc.) which, while benefiting the population, also generates business activity. Finally, local tourism has every interest in preserving the quality of the landscapes and environment which are, after all, its primary asset. As the European leader in this market in Europe, Pierre & Vacances Center Parcs is fully embracing these challenges: acting in symbiosis with individual regions is one of the key concepts of the company s sustainable growth strategy. color gradation > Nature deserves a break More information about the sustainable development approach of Pierre & Vacances Center Parcs Group is available on: www.groupepvcp.com pantone pantone typography 349 382 Tanzana Narrow
2 > GROUNDWORK Tourism creating value for all Pierre & Vacances - Center Parcs has been operating for many years in highly popular tourist areas, but it also helps to develop tourism in new, often rural regions. The Group monitors the impact of its business on territories. Without the Pierre & Vacances Village Club of Belle Dune, we would never have attracted this affluent customer base which has allowed our shops and restaurants to develop hugely. One of the finest dune massifs in Europe, but an off-putting climate: nothing suggested that the village of Fort-Mahon, located in northern France on the Channel, would turn into a busy seaside resort visited practically all year round. The Village Club of Belle Dune has been a game changer. Open from February to mid-november and over Christmas, the annual occupancy rate is more than 50%, with peaks at 100% over several weekends and weeks of the European school holidays, in particular thanks to just under a third of its customers coming from outside France. As a result, the already existing Aquaclub and golf course have returned to profitability and local business has also been stimulated. «Without the Pierre & Vacances Village Club of Belle Dune, we would never have attracted this affluent customer base which has allowed our shops and restaurants to develop hugely», explains Alain Baillet, Mayor of Fort-Mahon. «Today, most of them are open practically all year round, including between Christmas and New Year. And instead of employing seasonal staff, many are hired on permanent contracts.» Near the Châteaux of the Loire, the small mediaeval town of Loches was not lacking in attractions just accommodation. Originally planning to open only for the summer period, its Pierre & Vacances residence operates throughout the year, and here again, generates business. «Our residences offer accommodation and services, and less frequently restaurants. Customers therefore spend an estimated amount of 35 on average per day and per person outside the residence, which is very important for the local economy, especially shopkeepers,» explains Jean-Michel Klotz, Deputy Managing and Development Director of Pierre & Vacances Development Not far from Laon in the department of Aisne, the village of Chamouille had no reason to become a major tourism hub. However, the nearby Center Parcs du Lac d Ailette records a total of more than one million overnight stays per year. Its customers come primarily from the Paris region which is not far away. 60% of them spend money outside the site, which in 2011 generated revenues of 3 million in the department. And this does not include the tax benefits from the site and above all the 610 jobs created - most of which are non-seasonal because a Center Parcs is open 365 days a year.
www.aisneco.com Gérard brémond, Président du GrouPe Pierre & Vacances center Parcs 3 Conseil général de l Aisne - Conception, Pascale Cartegnie - Direction artistique, Laurence Moutarde - Photo Baptiste Goulard de belles entreprises choisissent l aisne, et vous? Nous avons pu construire le Center Parcs de l Aisne avec des partenaires qui partageaient notre envie de réussir. * L Aisne est ouverte aux entreprises for business * Center Parcs du Lac d Ailette records a total of more than one million overnight stays per year and in 2011 generated revenues of 3 million in the department. 610 jobs, mostly non-seasonal, have been created. Gérard Brémond participated in the Aisne General Council campaign. 2 QUESTIONS FOR Regional development that maximizes profits Dominique Cocquet, Chief Executive Officer of Villages Nature As these examples clearly demonstrate, Pierre & Vacances - Center Parcs has been proving for many years that tourism can expand beyond the most highly soughtafter coastal and mountain locations. The strategy is a mutually beneficial one. While continuing its development, the Group helps to boost regions that are often in decline, particularly as its regional development policy creates value for the authorities hosting its sites. One of the Group s priorities is to promote local recruitment and help jobseekers get back to work. For One of the Group s priorities is to promote local recruitment and help jobseekers get back to work large projects which involve public-private partnerships with regional authorities, its commitments are far reaching. 85% of the employees recruited when the Center Parcs du Lac d Ailette opened were residents of the department of Aisne and 65% were unemployed. >> What is your assessment of the public debate on the Villages Nature project? It is clearly a modern form of democracy that allows local communities to exercise their citizenship and enhances projects. Thanks to the debate, we were better able to identify the organisations that are now working with us and, for example, to review the ground plan of the site to ensure better protection of wetland areas. But these discussions were primarily an opportunity to explain the project, to help the population embrace it and to discuss the concerns of local residents regarding their daily lives, which included transport and even schooling issues, accommodations, etc. What impact will the project have on these local infrastructures? A large tourism project creates synergies and generates added value for the regions involved. Villages Nature has therefore accelerated projects that will improve the daily lives of the population: a new police station, road infrastructure that will improve traffic flows and so on. In addition, some local councils want to develop a housing policy to boost their demographics and prevent schools from closing. The 1600 direct jobs that Villages Nature will create from its opening in 2016 can help stimulate these policies. The greater Paris region where we are locating the project is rapidly changing from a rural world to an urban one, but continues to be highly dependent on the city itself for employment, transport and so on. Villages Nature is offering future prospects which most inhabitants support. In addition, the six public enquiries which followed the public debate were positive and the planning applications have not resulted in any objections to date.
4 The population was worried that the project would adversely affect the dune massif, explains the Mayor of Fort Mahon. In fact, it helped preserve it. >> Similarly, it favours regional purchasing whenever possible and signs partnerships with local producers. For the construction of sites, it works with local authorities to help local SMEs access its tender procedures. For example, companies in Moselle were awarded 57% of the total contract amount for the construction of Center Parcs des Trois Forêts. In addition, local service providers are used for maintenance of the facilities. Finally, it increasingly uses local renewable energies that reduce its CO2 emissions while supporting the regional economy. For example, the Trois Forêts site has helped support the wood industry in Lorraine: 100% of the biomass used to feed its boiler comes from the region s forests within a 50 km radius of the site. The regional development policy also includes preservation of natural heritage where the Group sets up new sites. As early as 1998, the challenge of the Belle Dune «eco-village» was to combine tourism with respect for the environment: «The population was worried that the project would adversely affect the dune massif», explains the Mayor of Fort Mahon. «In fact, it helped preserve it.» The village was built on derelict land restored through landscaping that worked in harmony with the natural environment, and the surroundings (dunes, forests and lakes) were protected and enhanced. Since then, through a structured sustainable development policy, the Group has introduced increasingly stringent requirements in order to better integrate its sites with their environment, minimise their water consumption and promote biodiversity Developed in partnership with Euro Disney, the Villages Nature project opening not far from the Disney parks in 2016 will go even further by incorporating sustainable development at the heart of its philosophy and the experience offered to guests. Consultation and partnerships with local players Meeting the expectations of individual regions also means working in tandem with local populations. For example, over the last two years, the future Center Parcs project in the department of Vienne has resulted in more than 30 meetings with local residents and two local environmental organisations. The Group has also engaged in regular constructive dialogue via the project monitoring committees. Because of its size, the Villages Nature project was legally required to include a public debate, which turned out to be very positive (see page 3). Finally, of course, the Group works in close collaboration with local governments and elected representatives, especially when projects involve a public-private partnership that regional authorities help to support and fund. «In Moselle, for example, individuals buying a Center Parcs cottage, were offered subsidies by the General Council», explains Jean-Michel Klotz. «In terms of rural tourism, this extra support has made it easier to attract investors. In Vienne, another innovative scheme has been set up: the General Council, Regional Council and Caisse des Dépôts (a French state-owned bank) are the primary shareholders of a mixed investment company that purchases the site s core facilities and then leases them back to Center Parcs. All the money invested by the region will therefore be fully returned to its coffers.» Another way of maximizing local knock-on effects. Villages Nature, a new tourist destination promoting harmony between people and nature, is a major innovation in the field of sustainable tourism. RECAP The Pierre & Vacances Center Parcs regional development policy 1Prioritise local recruitment and help jobseekers return to work. 2Develop purchasing of local products and use of regional companies to construct and to operate sites. 3Preserve the environmental quality of the locations where the Group installs its sites, and enhance their natural and cultural heritage.
IN FIGURES > 5 What is the social and economic footprint of a Center Parcs? Domaine des Trois Forêts: 610 direct jobs, 475 full-time equivalent jobs when the site opened. The Center Parcs in Moselle is the sixth largest employer in the Sarrebourg Basin. The 610 jobs created when the site was opened in 2010 have mainly benefited residents from Lorraine (91% of the total) and jobseekers or those on basic welfare benefits (62.5%). The majority of the posts were permanent contracts (76%) and full-time (61%). 303 catering, retail, reception, events 292 cleaning, maintenance, security administration Distribution of jobs when the Domaine des Trois Forêts opened in Moselle in 2010. 15 386 indirect and spin-off jobs for the Lorraine and Alsace regions. The consultancy Utopies has created a model for detailed assessment of the social and economic footprint of a company. It has been used to estimate the wealth and jobs generated by each Euro invested in the local economy thanks to the Trois Forêts site: expenditure of customers off-site, salaries of employees working on-site, purchasing by Center Parcs and its service providers, rents paid to the owners of cottages living in the region. The conclusion? During financial year 2011-2012, the site generated almost 26 million of GDP in Lorraine and Alsace (of which 18 million in Moselle) and allowed the funding of 959 jobs in the market economy and public sphere. 35 indirect jobs in the tier 2, tier 3, etc. supplier chain. jobs the market 74spin-off economy through consumption expenditure of Mosellebased site employees and owners of cottages living in the department. 35 158 Distribution of indirect and spin-off jobs at the Domaine des Trois Forêts in Lorraine and Alsace regions for FY 2011/2012. 158 at tier 74 119 119 indirect jobs 1 suppliers (suppliers of the site, companies benefiting from off- site expenditure of Center Parcs customers).. spin-off jobs in the public and semipublic sphere (local State services, local authorities, social security bodies, etc.) through mandatory deductions on the wealth generated locally by the site.
6 > IN PRACTICE Return on public investissement 1 overnight stay = 23 of GDP in Alsace Lorraine (of which 16 in Moselle). The Lorraine Regional Council and Moselle General Council have invested 33.3 million in the Trois Forêts project: servicing the site, subsidies for purchases of cottages, personnel training, employment incentives, creation of a joint tourism promotion fund to encourage Center Parcs customers to visit surrounding attractions, etc. According to the Utopies study: 23 months: in terms of GDP, return on public investment is positive after 23 months in Moselle and 17 months in Lorraine. 1of subsidies and government assistance paid up to 2012 by Moselle General Council and Lorraine Regional Council generates 0.72 of additional GDP each year in Lorraine and 0.54 of additional GDP in Moselle. The Trois Forêts site, a project with high returns on investment. Germany : a promising 5 th Center Parcs for the local economy On the 1st of July 2013, a new Center Parcs, Park Bostalsee, opens its doors on the banks of Lake Bostalsee in Sarre. Initial repercussions and prospects for the region: A target of 180 000 customers and 600,000 overnight stays per year: which should boost tourism in a region that already attracts some 500,000 annual visitors. 30 locales companies involved in constructing the site. 120 employees including 14 apprentices, hired by Center Parcs, and almost 200 employees hired by catering and cleaning service providers. Around 90% of staff recruited locally. The new Park Bostalsee Center Parcs sits on the banks of Lake Bostalsee TESTIMONIAL Nadine Schneider, an employee of Elior, the company managing Center Parcs restaurants in France. «I had been unemployed for a year, it was a depressing time When I heard about the training for the Trois Forêts Center Parcs, I applied to become a cook. At the age of 40, I returned to school for nine months! It wasn t easy: I had to find placements in restaurants, and spend time a long way from home on two occasions for a course lasting several weeks at the Lac d Ailette Center Parcs. Fortunately, we were incredibly well looked after there. Finally, I got my catering qualification and I joined Center Parcs in Moselle in May 2010. By July, I was already a chef de partie, and I m now the equivalent of a team leader. I never thought I d get to that stage. I certainly don t regret giving it a go!»
WHAT S NEXT? > 7 Partnership to boost local jobs Hiring several hundred employees - up to 600 direct jobs for a Center Parcs - while also prioritising local recruitment and helping jobseekers return to work requires a close partnership with regional authorities and local employment bodies. «For Park Bostalsee, we worked for more than a year with the Employment Agency and Job Centre responsible for the long-term unemployed», explains Esther Puma, Director of the new German Center Parcs. «The two organisations helped us in particular by funding training in foreign languages and in specific professions such as catering and food sales.» Similarly, in Lorraine, applicants for jobs as cooks, servers, sales staff, receptionists, security guards and lifeguards created by the Trois Forêts Center Parcs, benefited from vocational courses leading to specific qualifications or diplomas funded by the Regional Council. For disabled workers, specific receptionist training was organised with Cap Emploi. In addition, 52 at-risk individuals took a course to learn more about the catering professions to facilitate their return to work, and more than half of them ended up taking the vocational training course on offer. A total of 117 people completed the courses and obtained the qualifications to find a job. More than 60% were recruited by Center Parcs. In addition, 239 people took a technical cleaning course funded by Pôle Emploi, and 90% of these were hired by the site. Towards multi-employer contracts? «The aim of the regional authorities and the Group is also to develop flexibility, which can be advantageous for employment as well,» explains Pascal Lhermitte, Human Resources Development Manager for the Group. «Part-time contracts, for example, are mostly related to cleaning jobs and are inherent to the functioning of a Center Parcs: cottages can only be cleaned on Mondays after weekend customers have gone and on Fridays when customers staying the week have left, i.e. a yearly volume of 39 hours a month. If employees want to, we try to offer them a complementary job on the site, but this is not always possible. In Vienne, together with the sub-prefecture, we re going to look at how to offer multi-employer full-time contracts with other partners.» Applicants for jobs as cooks ( ) benefited from vocational courses leading to specific qualifications or diplomas funded by the Regional Council. «In order to diversify their customer base and make visitors want to stay longer, it is in the interests of Center Parcs to enhance the range of experiences on offer not only inside the site, but outside it as well. The domains are now encouraging their customers to visit the main tourist attractions of the region (see p. 8). The next step will be to invite them to learn more about the population and the heritage in the immediate surroundings of Center Parcs through local activities - farm visits, food tastings in restaurants offering typical regional dishes, etc. - which would also help boost the local economy.» We try to offer them a complementary job on the site Françoise Gri, Chief Executive Officer of the Group
8 > UP FOR DEBATE Do Center Parcs add value to the local tourism economy? Jean-Michel Klotz, Deputy Managing and Development Director of Pierre & Vacances Development «Center Parcs are often perceived as sites that customers rarely leave and therefore generate no benefits for other local tourism businesses. The reality is quite different. Customers staying in Center Parcs want to discover the region and spend money outside the sites, which are an open door to the surrounding natural and cultural heritage. We encourage them to see other things and, to do that, we have created partnerships with local service providers and promoted the installation of tourist information offices on our biggest sites. For our next Center Parcs in the department of Vienne, where the Futuroscope and Loire châteaux are located, the General Council is keen to capitalise on the complementarity of tourism offers. It has agreed to develop partnerships with other tourist attractions in the department and in particular packages with Futuroscope. For us, we don t view this as competition, quite the opposite. Tourists are increasingly interested in the heritage of the regions they stay in. It is in our interests to promote it so that they stay for longer on our sites. The decision to open a new Center Parcs in Vienne is significant. This will make it even more attractive, especially for European customers.» Rachel Thomas, Vice-President of Lorraine Regional Council with responsibility for the tourism economy «Lorraine has a highly diverse tourism offer: well-being, mountains, culture, memorials, industrial tourism and so on. This is an asset the Regional Council wants to develop further. Since 2010, two facilities have been boosting this ambition: the Pompidou- Metz Centre and Center Parcs des Trois Forêts. Firstly, their professional standards act as a benchmark: we relay this to the private and public tourism businesses in Lorraine, by supporting them to meet customer expectations as effectively as possible. These two tourist hubs are also a driving force in improving the reputation and attractiveness of the region. In addition, one of the priorities in the partnership we set up with Center Parcs was to invite customers from the site to visit surrounding tourist attractions. The results are convincing: between 2009 and 2011, visitor numbers to the tourist office in Sarrebourg and the Sainte-Croix animal park increased by 15%, and visits to the Abreschviller train were up 21%. And this doesn t include the tax revenues generated by Center Parcs, which can be used to support other tourism projects, and in particular the tourist tax which has risen dramatically and should be mobilised to develop tourism. For us, this is undoubtedly a defining project in the construction of a dynamic tourism industry in Lorraine.» Created in 1967, the Pierre & Vacances-Center Parcs Group is the European leader in local tourism. It has built its growth on an original business model of synergies between its two businesses: property development and tourism. Today, with its six complementary tourism brands, the Group operates a tourism network of almost 50,000 apartments and homes, located in 300 sites in Europe. CHIEF EDITOR: service Développement Durable - EDITING: Bénédicte Haquin - CREATION: Pixelis - PHOTOGRAPHIES: Groupe Pierre & Vacances - Center Parcs ; P 1: Bergoend Eric ; P 3: Canon Frédéric, Baptiste Goulard - Conseil général de l Aisne, Villages Nature ; P 4: Jacques Ferrier Architectures (JFA) - T. Huau (Interscène) - Agence actions! Kreaction. ; P 6: Donald van der Putten, Hurks Ton ; P 7: Cavailhès Didier / NPS ; P 8: Jean-Lionel Dias, Pascal Bodez - Conseil Régional de Lorraine. LEGAL NOTICE: The sole aim of this newsletter is to give information on the sustainable development approach of Pierre & Vacances Center Parcs Group, through PV-CP DISTRIBUTION, L Artois, Espace Pont de Flandre, 11, rue de Cambrai, 75947 Paris Cedex 19 France, SA au capital de 6.055.935-314.283.326 RCS PARIS - CONTACT: For more information on the sustainable development approach of Pierre & Vacances - Center Parcs, or if you no longer wish to receive this newsletter and wish to unsubscribe please, send an email to: sustainability@groupepvcp.com Pierre & Vacances Conseil Immobilier Placez votre épargne en lieux sûrs