Worldline - Registration Document 2016

A

Corporate and social responsibility report Annex III - Being a responsible employer

2016 Perimeter

Worldline

2015 Perimeter

2014 employee Per

revenue Per

Per employee

Per revenue

2016

GRI code KPI Name

2015

GRI418-1 Customer complaints

regarding breaches of customer privacy higher than € 100,000 Number of third party complaints higher than € 1,000,000 regarding breaches of customer privacy Number of customer complaints Percentage of Open Security Incidents Open vs closed Percentage of Employees attended Safety & Security E-learning Protection E-learning Percentage of Employees attended Data Data Security incidents Number of security Incidents

0

0

0

-

100%

- 100%

0

0

0

-

100%

- 100%

AO3

110

126

89

-

100%

- 100%

1.06% 0.79% 1.12%

-

100%

- 100%

90% 86% 77%

-

100%

- 100%

89% 77.86% 77%

-

100%

- 100%

Defense Policy Percentage of Compliance to Virus

75% 79% 75.55%

-

100%

- 100%

Being a responsible employer A.3

Ambition, challenges and opportunities

A.3.1

Wellbeing@worldline program

the bottom-up actions are rolled out in all areas of the Company: commitment among employees at all levels of the organization, In order to ensure a greater sense of belonging and workingconditions@worldline; ● sharing@worldline; ● recognition@worldline. ● between Worldline employees, and are systematically approved consultation, discussions and sharing the best practices These pragmatic and realistic action plans are the result of country is involved in the process of motivating its management and implemented on a global basis. Senior management in each practices produced by these local working groups are shared each country before being implemented. Furthermore, the best by the local management and Human Resources department in plans. staff for the deployment of the wellbeing@worldline action Worldline is thus more exposed than ever to the human Netherlands, Germany, Belgium, Poland, Italy and Finland. of payment services in Europe, which has a presence in the The year 2016 saw the acquisition of Equens, a major provider European market for payment consolidation means that the Worldline’s strategic goal of being one of the leaders in the international mobility. This decisive step toward achieving challenges represented by cultural integration, diversity and human resources and further strengthen the local and global Company must be beyond reproach in its management of

places them at the heart of its business plans as the true catalyst Worldline pays very special attention to its employees and wellbeing, health, motivation and creativity of its employees. Resources department in 2015, Worldline’s priorities are the Wellbeing@worldline program initiated by the Human the driver of growth for the Company. Through its for innovation and the creation of value for its customers and encourage a work-life balance for its employees. That is why conditions for the development of skills and talents and to Worldline therefore fosters a working environment and the right Place to Work. Worldline’s company strategy is to be acknowledged as a Great top-down and bottom-up actions. The Wellbeing@worldline program is structured around Company young digital technology talents and experts and supporting Top-down actions consist mainly of the hiring and integration of qualifications and technical or digital oriented courses, as well as the deployment of staff development programs, training, strengthen the skills and talents of Worldline’s employees with (integration@worldline). These actions are also intended to them during their career with the

learning@worldline). leadership

programs

(growing@worldline

and

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Worldline 2016 Registration Document