WORLDLINE_REGISTRATION_DOCUMENT_2017

Corporate Social Responsibility report Integrating sustainability inWorldline’s business

D.1.1.3

Value creation for stakeholders

Anti-corruption: Endorsing business ethics within the value ● chain is one of the main challenges of Worldline’s CSR strategy. The Company is committed to maintaining high business ethics standards covering compliance and ethics, data protection and supply chain management. This commitment is supported by strong policies and procedures preventing compliance risks such as bribery, corruption and violations of competition laws and exporting control laws. Additionally, the principle of anti-corruption is part of Worldline’s Code of Ethics that aims to prevent fraud and non-compliance. D.1.1.2.6 To improve Worldline CSR performance, the Company has launched a large program aiming to promote CSR within the Company to increase employee awareness and involvement in CSR matters. To this end, the CSR Officer has performed physical onsite roadshows in order to physically meet with employees, present them with Worldline CSR commitments, actions and results and get them involved. 2017 CSR Officer Agenda: Meetings with all Work councils have been scheduled. ● The CSR officer has met all the members of the Work councils in the geographical regions to present Worldline CSR policy and its TRUST2020 program to them. The objective of these meetings was also to enable a dialog with all the members, encouraging them to join the CSR approach; CSR roadshows have been organized. These two-hour ● interactive sessions enable the CSR Officer to physically meet employees, present Worldline CSR commitments, actions and results to them. All participants in these CSR sessions expressed their positive feedback and shared their willingness to be more involved in CSR topics and initiatives. These roadshows also aim to enhance managers’ and sales people’s concerns and participation in CSR topics. Indeed, the objective is to demonstrate how CSR is embedded in Worldline business and therefore, how extra-financial performance is closely linked to business and financial performance. Understanding this, managers are more easily able to change the mindsets of their teams; Specific sessions with management have been set up in ● order to share results and new ambitions of Worldline CSR policy. These are an opportunity to highlight and illustrate the key CSR messages that managers can reuse during their regular team meetings to promote the Worldline CSR approach. Moreover, Worldline ensures that its CSR rules and practices are embedded in the new acquired companies, as for equensWorldline. Indeed, thanks to local roadshows organized by the CSR Officer and the mandatory e-learning trainings provided by the Company (especially on data protection), new employees can apply Worldline CSR practices and become involved in actions related to CSR commitments at an early stage. Employee involvement inCSR

[GRI 103-2]

D.1.1.3.1

Worldline stakeholders’ approach and materiality analysis [GRI 102-40] [GRI 102-42] [GRI 102-43] [GRI 102-21] [GRI 102-27] and [GRI 103-1]

Worldline's Corporate Social Responsibility approach is supported by an ongoing dialog with all stakeholders including customers, employees, suppliers, local government, public authorities, non-profits and financial analysts. Dialog with stakeholders plays a critical role in business operations by showcasing Worldline’s capacity for innovation, enhancing its appeal among customers, investors and employees, creating opportunities to develop services and solutions with high growth potential or by protecting Worldline’s reputation. Dialog takes place at every level of the organization under the direction of the CSR Officer: At the global level: corporate headquarter teams act as the ● primary interface to coordinate all of the Company's global initiatives and projects; At the country level: local teams strive to foster close ties ● with local stakeholders, especially national authorities. In 2017, Worldline strengthened and deepened its stakeholder dialog in two ways: By extending the scope of interviews, including interviews ● with NGOs, associations supported by Worldline, some of the communities as well as with customers, employees, suppliers and partners; By leveraging Worldline CSR actions into value creation for ● each of its stakeholders, matching their expectations with the Worldline contribution. To comply with the Atos group’s framework regarding stakeholders’ relations, Worldline’s approach has been launched in order to: Map its own stakeholders’ current expectations and define ● the changes required; Prioritize Corporate Social Responsibility issues and action ● plans in accordance with their relative importance to stakeholders and their criticality with respect to the Company's business activities; Define the Key Performance Indicators to be tracked to ● assess Worldline’s CSR performance. This approach is consistent with several international standards such as the AA1000 Standard and the GRI Standards (Comprehensive option) on which Worldline focused all its efforts with the aim of structuring its dialog with stakeholders and its materiality matrix, as well as steering the reporting process.

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Worldline 2017 Registration Document