Worldline - 2019 Universal Registration Document

C

WORLDLINE Strategy

As part of its acquisition strategy, the Group evaluates technologies and businesses that have the potential to enhance, complement or expand its product offerings, strengthen its value proposition to customers and increase its overall scale. To drive value, the Group intends to target businesses that can be efficiently integrated into its existing global sales network, technology infrastructure, and operational delivery model, while remaining financially disciplined.

As demonstrated over the last 4 years, Worldline has a unique capability to shape tailor-made transactions, which are fitting the particular situations or expectations of the European banks and banking communities when they contemplate their strategic options for the future of their payment assets and activities. This know-how is reinforced by the strategic flexibility of Worldline and its proven track record of value creation for the banks both as customers and shareholders, while taking into consideration their specific regulatory environment or governance constraints.

Make Worldline the n°1 payment industry employer brand through C.5.7 talent & expert attraction and developments policies and Tier 1 CSR achievements

Worldline is determined to carry on reinforcing within its employee community the feeling of belonging to a people-focused organization. New generation of employees and new behavioural trends are constantly pushing Worldline to progress as an employer, through a culture of transparent and equitable integration, focused on innovation, diversity, personal development, and which concretely recognizes work and performance. Worldline ambitions to progress in the long term and to become the most fulfilling and motivating environment and stand as the most favored employment brand in the payment industry.

In parallel, through its Trust 2020 program, the Group demonstrates its permanent focus on building a very solid business, performing in the short term but also equally able to stand the test of sustainability over the coming decades and to meet the expectations of all the stakeholders of the Company. The targets of this program are engrained into all aspects of Worldline's business and its achievements place Worldline among the leaders of its industry in the CSR field (for additional information, refer to Section D). The Group customers can trust Worldline will be in this business for a long time and does everything to ensure its business is robust and sustainable. Technical platforms evolution: the platform technical convergence plan is happening in connection with the Equens and SIX Payment Services integrations. These integrations are based on the technological investment made through the WIPE program and on the best assets from the Equens and SIX Payment Services investment plans. The Equens integration plan has already started to deliver ● its main results in 2018 and includes platforms mergers that will bring additional benefits until 2021; The SIX Payment Services Integration plan will deliver its ● results as soon as 2019 and until 2022. Dividend Policy: The Group aims to distribute dividends representing approximately 25% of its consolidated net income, to the extent that it is compatible with the implementation of the Group’s external growth policy. Financial leverage: Excluding transformative acquisitions, the Group’s objective is to maintain a leverage ratio (net debt to OMDA) of between 1.5 and 2.5 in the medium term.

Other Strategic plans C.5.8

TEAM² Project: Through its three-year TEAM 2 program evolution of the TEAM project initiated in early 2014, the Group aims, among other things: To achieve significant operating efficiencies from platform ● and infrastructure rationalization; Enhance resource allocation across its network; ● Improve sales effectiveness and contract profitability; and ● Industrialize development methods, and generally leverage ● the Group’s resources, size, and global reach to capitalize on the strong growth in the markets and industries in which it operates. This program, which has been now extended to recently acquired companies, in particular to SIX Payment Services, is expected to contribute substantially to improving the Group’s OMDA margin over the period, and to offset, in particular, the negative effect of competitive pressure on prices as well as the expected increase in salaries over the period.

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Universal Registration Document 2019