Worldline - 2020 Universal Registration Document


EXTRA-FINANCIAL STATEMENT OF PERFORMANCE Integrating sustainability into Worldline’s business

Worldline’s CSR strategy D.1.1.2

[GRI 102-18] [GRI 102-19] [GRI 102-20] [GRI 102-21] [GRI 102-26] [GRI 102-27] [GRI 102-29] [GRI 102-30] [GRI 102-31] [GRI 102-32] [GRI 103-2 Economic performance] [GRI 103-2 Market presence] [GRI 103-2 Indirect economic impacts] [GRI 103-2 Procurement practices] [GRI 103-2 Anti-Corruption] [GRI 103-2 Energy] [GRI 103-2 Emissions] [GRI 103-2 Employment] [GRI 103-2 Training and education] [GRI 103-2 Diversity and equal opportunity] [GRI 103-2 Customer privacy] [GRI 103-2 Socio-economic compliance] [GRI 103-2 Energy]

Worldline’s three differentiating axes D. for a sustainable business Since 2014 and its Initial Public Offering (IPO), Worldline has developed an inclusive vision of its Corporate Social Responsibility (CSR), which is reflected in its strategy, commitments, and more concretely in its operations and solutions. Having reached a good level of maturity and recognition in CSR, Worldline’s ambition is to influence its sector as the European leader in the payments and transactional services industry. Worldline embraces the principle of shared value, which involves creating economic value in a way that also creates value for society at large by addressing its needs and challenges. In other terms, Worldline is connecting its success (financial profitability) with social progress (value creation for all its stakeholders, including improving its social and environmental footprint). To achieve its goal of being the CSR leader in the payment sector, Worldline has articulated its CSR strategy around three axes: An integrated vision that embeds CSR at the core of 1. Worldline’s business and processes. Worldline’s ambition is to further embed CSR in its activities, culture, business lines and countries. In this regard, Worldline has identified CSR business challenges in its materiality matrix such as cyber-security, data protection, sustainable offers and customer satisfaction, in addition to ethics, social and environmental challenges. This enables Worldline to truly integrate CSR at the core of its Company strategy and long-term ambition, while meeting expectations of all of its stakeholders. A long-term ambition through the TRUST 2020 2. programme that is concretised by measurable commitments tracked with Key Performance Indicators. Based on its four main Corporate Social Responsibility (CSR) challenges identified through its materiality analysis, Worldline launched in 2015 its TRUST 2020 Programme reflecting its commitment and ambition toward sustainable development. This programme was built on the conviction that a solid and structured CSR approach, together with a long-term and integrated vision is synonymous with profitable and sustainable activities for customers, employees, shareholders and its ecosystem. This is why, since its IPO, Worldline has been committed to CSR, determined to make it a key differentiating factor and a key element in building and developing a relationship of trust with all stakeholders.

By launching its “TRUST 2020: Trust at the heart of everything we do”, Worldline has decided to go further in its commitment to sustainable development and has defined CSR objectives These objectives, structured around the Group’s 4 CSR strategic axes: business, people, ethics & value chain and the environment, represented an important vehicle of transformation within the organisation. The associated Key Performance Indicators (KPIs), representing specific and measurable CSR 2020 commitments, were a strong catalyst for mobilising all employees, for covering all strategic CSR challenges from 2015 to 2020 and for monitoring progress year after year. The TRUST 2020 programme having been completed, Worldline is, first of all, able to look back and assess the progress that has been made and secondly ready to start an even more ambitious and mature programme: the TRUST 2025. Looking back. The achievements of the TRUST 2020 3. programme. Notable improvements regarding material subjects have been attained. First of all, five objectives have even been overachieved: In 2020, Worldline generated € 1,055 million of revenue ● generated through sustainable solutions contributing to societal and environmental progress compared to the € 725 million target; The target for the Overall Customer Satisfaction (OCS) ● score was set at 8 and Worldline reached 8.2; The 65% of employee satisfaction as measured by the ● Trust Index of the Great Place to Work ® survey while the target was set at 60%; The number of employer brand study citations was above ● 5 which was the initial objective; and Worldline obtained the level Platine in the EcoVadis supply ● chain assessment which is higher than the Gold level initially planned. Secondly, six KPIs have been achieved: The % of Incident responses compliant with Worldline ● security policy was 100%; The % of Compliance Assessment Data Processing ● performed on all processing activities was also 100%; The % of suppliers evaluated by EcoVadis with a score ● below 40 having an action plan to solve critical findings identified was 100%;


Universal Registration Document 2020

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