Worldline - 2020 Universal Registration Document

EXTRA-FINANCIAL STATEMENT OF PERFORMANCE Ensuring business ethics within our value chain

Develop responsible procurement & due diligence in the value chain D.4.4 [GRI 102-9] [GRI 103-1 Procurement practices] [GRI 103-2 Indirect Economic Impacts] [GRI 103-2 Procurement Practices] [GRI 204-1] and [GRI 205-1]

Worldline Responsible D.4.4.1 Procurement strategy

EBA critical: supplier with a critical outsourcing service to ● Worldline (according to the European Banking Authority –EBA- guidelines); Strategic: long-term supplier matching at least one of the ● following criteria: high spending, substitutability stake, specific technology involved, specific risks related to services, etc.; Monitored: these are neither a strategic nor EBA critical ● supplier but a supplier to monitor because of extra-financial and financial medium or high risk(s); Standard: other suppliers not falling within the scope of ● other categories (EBA critical, Strategic, Monitored). This classification, set by the buyer responsible for the supplier during the on-boarding of the latter and reviewed annually, enables the procurement team to apply different follow-up depending on the strategic status of supplier. It is the basics of the sustainable procurement initiative which targets primarily strategic and critical suppliers for Worldline. In 2020, the “top 250 key suppliers” as presented in Worldline KPIs still relies on the previous classification by top spending only. The “top 250” will be replaced in 2021 by the suppliers included in the categories EBA critical and Strategic. In 2020, Worldline spending reached 1.8 billion euros with the following breakdown of suppliers by geographies:

Worldline’s ambition is to further influence its sector and ecosystem in terms of CSR practices, notably its suppliers and partners, in order to ensure integrity in its supply chain. To achieve that, the Company is firmly committed to develop sustainable procurement thus reducing at the same time its technical, environmental, social and financial risks relating to its supply chain. Eventually, this also reinforces its performance, protect its brand reputation and limit dependencies. In 2020, Worldline has redefined its own Sustainable Procurement strategy (following Atos’ carve-out), with specific processes and new tools which will uphold this new vision. Worldline has articulated its global responsible procurement strategy around three axes: Improve continuously its suppliers’ performance (including 3. sustainability). The Sustainable Procurement governance is under the responsibility of Worldline Chief Procurement Officer and managed by a dedicated resource to strengthen this dimension across the procurement department. As one of the four CSR pillars, coordination and alignment of objectives and performance monitoring with the CSR department is ensured by the Sustainable Procurement Board created in 2020, and which gathers the Chief Procurement Officer and the CSR Officer in a quarterly meeting. For more information on the procurement department organisation, please refer this document, Section C.8 Procurement and suppliers. In accordance with the Duty of Care French law, Worldline relies on these three strategic axes to further develop and deepen its responsible procurement actions as part of its Vigilance Plan (refer to this document, Section D.4.2.2.1) This Sustainable Procurement strategy is aligned with the framework and expectations described in the ISO 20400 norm. In 2020, Worldline has around 5,500 active tier 1 suppliers (including about 2,800 subcontractors working in over 12 countries). Suppliers are divided into four different operational statuses in order to manage the supplier database more efficiently with appropriate actions: Ensure due diligence through its suppliers’ risk 1. assessments; Promote responsible purchasing practices; 2.

D

1% North America

6% Latin America

0% Other

12% Asia

81% Europe

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Universal Registration Document 2020