WORLDLINE_REGISTRATION_DOCUMENT_2017

Corporate Social Responsibility report Being a responsible employer

2016 Perimeter

2015 Perimeter

2017 Perimeter

Per employee

Per revenue

Per employee

Per revenue

Per employee

Per revenue

GRI code KPI Name

2016

2015

2014

2017

AO3

Data Security incidents Number of security Incidents

150

110

126

89

- 100%

- 100%

- 100%

Percentage of Open Security Incidents Open vs closed Percentage of Employees attended Safety & Security E-learning** Percentage of Employees attended Data Protection E-learning** Percentage of Compliance to Virus Defense Policy

10.7% 1.06% 0.79% 1.12%

- 100%

- 100%

- 100%

94% 90% 86% 77%

-

80%

- 100%

- 100%

90% 89% 77.86% 77%

-

80%

- 100%

- 100%

-

75% 79% 75.55%

-

-

- 100%

- 100%

* In 2017, Worldline has attented and/or supported 14 innovation workshops in which Scientific Community members were not necessarily present or involved.

**AO3 excluded: equensWorldline Germany, equensWorldline Italy, Austria, Brazil, Estonai, Germany, Latvia, Lithuania, Sweden

Being a responsible employer D.3

D

Ambitions, challenges and opportunities

D.3.1

Wellbeing@Worldline program

To promote gender equality within the Company by ● increasing the number of women in management positions. Worldline has therefore rolled out a comprehensive strategy and various actions to address these different Human Capital challenges: To be an attractive Great Place to Work® company, ● Worldline has deployed a strong policy to attract and retain Worldline talent by improving the recruitment strategy and the sense of belonging. Through the Great Place to Work® Institute, Worldline has launched a survey to assess employee satisfaction and areas of improvement. Consistent with this survey, Worldline updates its Wellbeing@Worldline program that is structured around top-down and bottom-up actions. Top-down actions consist in the recruitment and the integration of digital talents (Integration@Worldline). Bottom-up actions aim to ensure a greater sense of belonging and commitment among employees, with a focus on WorkingConditions@Worldline and Recognition@Worldline; To develop and engage Worldline talent, the Company ● has implemented structured and efficient integration of new employees through several measures such as the individual development plan. The Company encourages professional (mobility and internal promotion as key priorities to allow each employee to evolve, learn and develop their own professional career path, through diverse programs and trainings. (Growing@Worldline and Learning@Worldline);

Worldline pays special attention to its employees and places them at the heart of its business plans as the true catalyst for innovation, creator of value for its customers and driver of growth for the Company. Through its WellBeing@Worldline program initiated by the Human Resources department in 2015, Worldline’s priorities are the wellbeing, health, motivation and creativity of its employees. Worldline therefore fosters a working environment and the right conditions for the development of skills and talents and encourages the work-life balance of its employees. That is why the Company’s strategy is to increase employee satisfaction through the Great Place to Work® institute.

Human Resources Trust 2020 objectives and actions

In order to drive this dynamic and strategy of continuous improvement in its performance, the Human Resources department at Worldline has committed, through the “TRUST 2020” CSR initiative, to making further progress in terms of the following objectives: To increase employee satisfaction by 10% as measured by ● the Great Place to Work® survey; To increase overall employee satisfaction related to training ● programs offered; To be cited in at least five employer brand rankings; ●

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Worldline 2017 Registration Document