WORLDLINE_REGISTRATION_DOCUMENT_2017

Corporate Social Responsibility report Building customer trust with fully available and secured platforms

Strategy During 2015, additional measures were implemented to increase the overall maturity of the customer satisfaction process, and to ensure its end-to-end execution. These sustained efforts resulted in a significant improvement in the Worldline customer satisfaction process performance featuring an Overall Customer Satisfaction metric of 8.1 by the end of 2017 [GRI 102-44]. The challenge for the coming years will consist in putting Customer perspective in “everything we do” in order to achieve TRUST 2020 ambitions linked to Customer Satisfaction. Worldline has committed to achieve an Overall Customer Satisfaction metric of above 8 by 2020. During the period of 2014 to the end of 2017, Worldline has been focusing on addressing the problems and issues of its customers. The objective for the coming years will consist in promoting a more proactive approach to better anticipate the expectations of its customers not only in terms of quality of delivery but also of value for cost and innovation. In course of 2017 and later years, additional focus will seek to improve the questionnaire and its structure, and to improve and stimulate the overall response rate to the Customer Satisfaction surveys. Worldline’s ultimate goal is to motivate its customers to answer the CSAT surveys, embrace their feedback and actively seek synergies between the customer’s expectations and Worldline’s delivery capabilities. In order to visualize the response rate, metrics are put in place to measure the effective response rate. In 2017, it was decided to extend the current Customer Satisfaction Survey target from N-2 to top management in the customer's organizations. The objective is to obtain the strategic feedback of customer’s top management, which will complement the opinion of people in day-to-day operations. In an addition to the Tactical CSAT Surveys, the Worldline management team insisted on placing special attention on Promotor accounts, aiming to improve customer loyalty even more and stimulate the creation of “vocal apostles” within Worldline’s customer base. Governance andmonitoring of action plans Worldline has implemented a series of governance measures around the Customer Satisfaction process to ensure achievement of process targets. The implementation of improvement actions is measured, reported and reviewed on a monthly basis during the dedicated meetings and is communicated to Worldline’s Management Committee members. CSAT performance indicators are linked with the management bonus scheme. These good governance measures ensure that the appropriate amount of management time and attention is given to the process. As of 2017, additional “effectiveness checkpoints” regarding these improvement actions were defined and implemented. By closely following up on the implementation of the defined improvement actions, Worldline ensures a direct link between the customers’ expectations and the relevance of these actions.

Employee awareness A dedicated training program has been designed to enhance customer experience throughout the Company. In addition to customer experience training, regular awareness sessions are organized globally to promote the necessary behaviors – importance of understanding customers' business needs and pro-actively adapt Worldline’s solutions and services, maximizing value and managing the relationship with customers to become a true partnership.

Corporate Programs focusing onCustomer Experience Voice of Customer program

This program was launched in 2017 with the goal of securing the renewal of contracts by identifying improvement areas and defining mitigation actions linked thereto. The objective of this initiative is to assess Worldline’s delivery capabilities in order to identify and ensure timely mitigation of any issue that may impact customers’ mindset/decision process during the contracts renewal phase. Following completion of the assessment, a bi-monthly follow-up is put in place with the customer-facing team to endorse their ability to implement a set of actions which are agreed-upon with the customer and approved by the Worldline management team. Objective Zero Incidents initiative As part of the corporate transformation program, Worldline would like to improve the quality of the services delivered to its customers, targeting a drastic reduction of incident occurrence and unresolved problems that hurt customer experience in terms of reliability and robustness, and dampen much internal energy. Via the OZI initiative, a systematic follow-up of both the Incident and Problem management processes is put in place. In a continuous service improvement method, process improvements are identified and systematically implemented throughout the organizations, in all geographical areas worldwide. Right First Time Delivery Worldline launched “Right First Time” in order to share the experience of better connecting the Agile, DevOps and Test Automation culture at Worldline. Worldline is seeking to refine its preferred ways of working by promoting the best examples and highlighting key lessons learned across the Group. To improve systematically and become a fully agile organization, Worldline is continuously evaluating the benefits offered by this way of conducting business and how the hurdles can be overcome.

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Worldline 2017 Registration Document