Worldline - 2019 Universal Registration Document



Recognition@Worldline [GRI 202-1] [GRI 401-2] [WL 5] [GRI 103-2 Indirect D.3.3.3 Economic Impacts] and [GRI 103-2 Market Presence]

Compensation and benefits policy D. [GRI 201-3] Worldline’s Total Remuneration and Recognition Awards Policy is designed to support Worldline Group’s strategic ambition and is in line with the Worldline corporate interest. Worldline relies on its people to achieve its business objectives. In order to attract the most qualified talents of tomorrow on the market, reward performance and innovation collectively and individually, motivate, retain, and accompany employees’ career development within the Company, Worldline has designed an appealing, cost effective, fair, market competitive and flexible total remuneration and recognition awards package, in accordance with the local applicable legislation and in line with its business strategy, objectives, values and long-term interests 1 . Worldline approach to compensation is based on a total package that includes a fixed salary, a variable bonus for eligible employees and essential benefits coverage aligned with market practices and applicable local regulations. First managerial lines of Worldline and key talented experts may also receive Long Term incentives such as stock-options and/or performance shares to associate them with the long-term performance and results of the Company. Worldline is also promoting a success based reward culture through recognition award programs, enabling managers to immediately reward their teams for exceptional performance or contribution. In all its actions and decisions related to total reward and recognition awards, Worldline respects and promotes diversity (gender, race, political views, disability) and is committed to respecting internal equality. Worldline regularly conducts benchmarking exercises of its competitors to ensure its competitiveness; both in performance level and structure, and ensure that compensation packages are in line with market practices in every location. 1. Comparison of minimum wages [GRI 202-1] In all the countries in which the Company operates, Worldline's entry level wage (lowest wage in Worldline paid to a permanent and full-time employee) is above the local minimum wage, in line with local policies. In the 63% of countries where minimum wage is set up by law, Worldline pays at least 50% more than that minimum. 2. Cover for healthcare, benefits for death and disability [GRI 401-2] 100% and 95%, respectively, of health care and disability benefits are offered to permanent employees. In some

countries ( e.g. Germany and Austria), the compulsory health insurance is fairly comprehensive, so supplementary medical benefits are generally not necessary. Death benefits are offered to a majority of permanent employees. In some countries ( e.g. Austria and Germany), death benefits are included in the pension plans and provided in the form of a pension for the spouse and children. In other countries, death benefits are mainly provided in the form of lump-sum payments. The principal lump sum amount is sometimes increased according to the family status ( e.g. in France) and could be doubled for a death as a result of an Worldline believes that financial reward drives behavior which impacts business results. The objective of the short-term bonus plan is to focus managerial effort on the achievement of key objectives that drive shareholder value. In this way, the short-term bonus plan is specifically designed to support the Worldline strategy and sense of purpose by pro-actively driving behavior required to achieve overall strategic company goals. Worldline’s short-term bonus plan is based on financial criteria (mainly Revenue, OMDA, Free Cash Flow and Order Entry) and non-financial criteria (like Quality and People objectives which could include Wellbeing@work initiatives roll-out). Depending on local constraints and negotiated local collective agreements, deviations from those global short-term bonus guidelines could apply. In order to secure the full year achievement - in the context of Worldline 3-year strategic plan-, the performance objectives are set and reviewed on a half-year basis. For each performance indicator, the Executive Committee sets: A target the attainment of which results in getting 100% of ● the on-target variable compensation in respect of this indicator; A floor which defines the threshold below which no ● variable compensation for that component is due; A cap which defines the threshold above which the ● variable compensation for that indicator is limited to a ceiling % of its on-target amount; and The elasticity curve which accelerates the amount of the ● variable compensation due upwards and downwards according to the level of achievement of each of the objectives. accident in some countries. 3. Variable compensation

1 In developing and implementing its remuneration package, Worldline mitigates the risks related to unacceptable behavior and strives to limit any incentive to take unwanted or undue risks.


Universal Registration Document 2019

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