Worldline Integrated Report 2021

Integrated Report
2021
Contents
Message from Bernard Bourigeaud, Worldline Chairman 05

Editorial by Gilles Grapinet, Worldline Chief Executive Officer 06
Worldline in 2021
Worldline: a snapshot ......................................................... 10 2021 highlights ............................................................................ 14
Our strategic vision ................................................................ 12 A new identity ............................................................................... 16
Our strategic roadmap

2024 vision ..................................................................................... 20 Our integrated vision ......................................................... 30
Trust 2025 ........................................................................................ 22 2021 key performance indicators ...................... 34
Our business model .............................................................. 26 Driving change through
Key market trends ................................................................... 28 operational performance ............................................... 36
Reinforcing trust in our society

Our commitment to creating value .................. 40 Our ethics, compliance and sustainable
Our business challenges ................................................ 42 procurement challenges ................................................ 66
Our people challenges ...................................................... 56 Our environment challenges ..................................... 72

Our local communities challenges ..................... 76
Our governance
Corporate governance ...................................................... 82 Information for shareholders .................................... 89
Performance in relation to main KPIs ............ 86 A report aligned with best standards............. 90
Auditor’s letter ............................................................................. 88
Worldline I Integrated Report 2021 3

4 Integrated Report 2021 Worldline
Message from
Bernard Bourigeaud
Worldline Chairman
It is my pleasure to introduce Worldline’s fourth Integrated Report, which aims to provide

stakeholders with a comprehensive overview of the Worldline Group’s financial and non-
financial performance and commitments in 2021. As evidenced in this report, Corporate
Social Responsibility (CSR) is a key driver of transformation for Worldline and lies at the
heart of our strategy.
It was a great honour to join Worldline’s Board of Directors as Chairman in October

2021 and to work with the Board Members, our CEO Gilles Grapinet and Worldline’s
management team in further shaping the future of payments. At a time when society cares
more than ever about safety and sustainability, Worldline demonstrates time and time
again its commitment to creating value for all its stakeholders by fostering sustainable
economic growth and reinforcing trust and security within societies.
2021 was an important year for Worldline. In the face of the Covid-19 pandemic, the
company played a major role in accelerating the shift away from cash and towards secure
digital payments and transactions. For merchants, financial institutions, public sector
entities and many others, Worldline is now a truly indispensable partner. Extending our
reach into new geographical markets, bringing new scale and coverage of the payment
value chain, Worldline has become a veritable pan-European leader in digital payments.
Our new three-year strategic plan for 2022-2024 has been designed to further
reinforce the Company business and market positioning and in doing so, improve
its financial performance. The execution of our new strategic plan will also be a
major milestone in our long-term vision to make Worldline one of the new leading
global Paytech companies, benefitting all stakeholders and society at large.
Corporate Social Responsibility is of course a key element in this strategy. Our
new CSR medium-term roadmap, Trust 2025, sets ambitious targets in all the
relevant areas for the resilience of our business, our people, our ethics and
our value chain, as well as for the protection of the environment and support
of local communities.
I invite you to read and share this 2021 Integrated Report to find out more
about the Worldline story and our vision for the future.

Editorial by
Gilles Grapinet
Worldline Chief Executive Officer
Moving forward
as a leading global
Paytech company
While the Covid-19 pandemic continued
to create major uncertainties until the very
last weeks of the year, 2021 was fruitful for
Worldline’s operational and strategic growth
and transformation ambitions. We immediately
initiated the integration of Ingenico, confirming
the robustness of our business model,
the dedication of our talented workforce,
and our ability to grow, innovate and
create value for stakeholders.
“2021 was the first year of our integration of

Ingenico and we took full advantage of our
Day One readiness approach to acquisitions,
creating positive momentum and generating
synergies fully in line with expectations.”
Gilles Grapinet,
Worldline Chief Executive Officer
Priming our operational performance

In 2021, we delivered a remarkable, high-quality operational
performance in terms of growth, profitability and quality
of services across all our business lines. In spite of the many
Covid-related challenges, our Merchant Services and Financial
Services global business lines delivered robust growth.
This reflected the accelerated shift from cash to digital payments
in many markets as well as our competitive positioning due
to the substantial increase in our scale, portfolio and talents
resulting from our transformational acquisition of Ingenico.
Our Mobility & e-Transactional Services revenues increased
substantially, thanks to a number of major projects and the
recovery of the public transport sector.
6 Integrated Report 2021 I Worldline

[GRI 102-14] [GRI 102-15] [GRI 102-20] [GRI 102-26] [GRI 102-32]
Strategy on track Accelerating our progress with Trust 2025

Despite volatile business conditions, beyond achieving all Our ambitious Corporate Social Responsibility (CSR) programme
our financial targets for the year, we made significant progress will be integral to the success of our three-year growth plan
on our strategic agenda, expanding our presence and Merchant as well as our long-term strategic vision. Our leadership in CSR
Services activities in key geographies. The acquisitions was recognised in 2021 by leading independent rating agencies
in Greece of Cardlink, and 80% of the merchant acquiring such as CDP and Moody’s, for our performance on climate
activities of Eurobank, create opportunities for Worldline change and the environment respectively. We were named
to expand its Merchant Services business in this fast-growing a European Top Employer by the Top Employers Institute,
Greek market. We also formed other new strategic partnerships as well as in nine individual countries, and as a Great Place
with leading domestic banks, in particular through our acquisition to Work® in 13 countries, including Australia, Brazil, Canada,
of BNL’s merchant-acquiring services (ex-Axepta) in Italy and China, the Czech Republic and India.
Handelsbanken’s card-acquiring activities in the Nordics.
Launched in 2021, our Trust 2025 transformation programme
Following the planned strategic review, Worldline’s Board includes far-reaching commitments such as reducing our carbon
of Directors took a milestone decision to divest our payment emissions by 25% by 2025, nearly doubling the training time for
terminals business, Terminals, Solutions & Services (TSS), employees, and ensuring all our eligible sites are certified for
so it can pursue an ambitious transformation plan as a standalone ISO 27001 (Information Security).
independent business with a software-centric business model.
Our new brand identity opens an exciting chapter in our story as
a vibrant global digital payments player with an open and diverse
Unveiling our new 2022-2024 culture. We welcomed around 3,000 new colleagues in 2021
strategic plan to support our strong growth and development ambitions
and we plan to recruit 5,000 new talents in 2022. Our ONE
Worldline programme ensures our workforce is equipped
At our Investor Day, we unveiled a new three-year strategic
with the skills and processes to act with agility to take our
plan, sharing our 2024 targets and vision to pursue shaping
company to the next level, and our ONE Culture initiative
Worldline into a fast-growing premium global Paytech company
will simplify processes and enable swift decision-making by
at the heart of the European payment ecosystem. Our different
local management teams.
business lines clearly presented their main achievements,
strategies and priorities to further reinforce their market
positioning, competitive differentiators and growth accelerators.
In parallel, we highlighted the many offerings and advanced value
Our leadership role in shaping
propositions that our group currently operates and our plans for the future of payments
developing these in the future.
We are moving forward with momentum and a clear vision
Leveraging the power of our combination with Ingenico, for creating value over the next three years by continuing
synergy plans and reinforced investments in our technology to increase our investments in cutting-edge technologies,
and innovation roadmap, we are planning to accelerate our top particularly in our platforms and technology stacks, focused
line growth between 9 to 11% CAGR and to improve profitability on the needs of our customers. We will also expand our open-
by 400 basis points or more over the next three years. innovation model with partners, enriching our portfolio and
creating new value for merchants and banks, and, as we have
done successfully in the past years, we are also focused
Massive investment in innovation on identifying the best possible opportunities to extend our
and technology to accelerate growth geographical reach through M&A and strategic partnerships with
local leading banks and to reinforce our portfolios.
and competitiveness
The ongoing digitisation of commerce will change forever how
Business and technology innovations are key to supporting
people choose to shop, pay, live and do business. Our-stronger-
these ambitions. Consequently, we are ramping up investment
than-ever Worldline, merged with Ingenico and reinforced
in our core platforms, moving to cloud, and developing an open
by its new 2021 acquisitions in a dynamic market at the heart
innovation model with an extended API strategy to connect
of Europe, will keep its customers at the forefront of this rapid
to other innovative companies, such as payment schemes,
evolution as they adopt new payments trends. At Worldline,
business software vendors or providers of solutions for crypto,
as we pursue our transformation into a fast-growing global
Buy Now Pay Later, and open banking to name a few.
Paytech leader, we are more committed than ever before to move
quickly to deliver exceptional value for all our stakeholders.
There are already many illustrations of this open innovation
strategy as we are forging every year more and more
partnerships with fintechs and start-ups. For example,
we have integrated biometric technology from the 2020
Worldline e-Payments Challenge special award winner, A3BC,
into our trusted authentication solution in 2021.
Our substantial investments in our own products and proprietary

innovation also led to the launch of many new products including
our white label WL Scan & Pay solution for merchants and WL
Account-Based Payments, our account-to-account payment
offering that enables online businesses to launch their own
custom-branded payment method.

Worldline: a snapshot ....................................................... 10
Our strategic vision ............................................................. 12
2021 highlights ......................................................................... 14
A new identity ............................................................................ 16

Worldline in 2021
Worldline in
2021
Worldline in 2021
Worldline:
a snapshot
Digital Payments for a Trusted World
Worldline is the European leader in the payments and transactional services industry and
the #4 player worldwide. As an agile and fast-growing global Paytech leader, Worldline is
at the forefront of the digital revolution that is shaping new ways of paying, living, doing
business and building relationships.
Our solutions ensure secure payments and trusted transactional services along the
entire payments value chain, enabling sustainable economic growth. We provide an
extensive range of merchant acquiring, payment processing and business solutions to
financial institutions, merchants, corporations and government agencies. Our continuously
growing portfolio of solutions is environmentally friendly and supports trust and social
transformation.
We operate in more than 50 countries and employ over 20,000 talented and dedicated
experts. With a strong culture of innovation, Worldline helps clients anticipate the future,
seize new opportunities and navigate their challenges with confidence.
2021 Results
€3.7 €933 €407

billion
Total revenues
million million
OMDA Free cash flow
(+6.8%)* (+220 bps) (43.6% OMDA conversion)
Recognition in 2021 by top non-financial ratings agencies:
Great Place to Work® Argentina, Australia,

Ecovadis Austria, Brazil, Canada, Chile, China, Czech
CDP
86/100 (Platinum) Republic, France, India, New Zealand, Poland,
A for climate change Sweden
V.E. (Moody’s)
ISS-Oekom 61/100
MSCI

[GRI 102-1] [GRI 102-2] [GRI 102-4] [GRI 102-6] [GRI 102-7] Worldline in 2021
Creating sustainable value for our stakeholders

Worldline’s vision is to enable sustainable economic growth and reinforce trust
and security in our societies. Our global business lines work together to drive
transformation across the payments landscape to create sustainable value
for our customers, investors, employees and for all our stakeholders.
Mobility and
Merchant Financial
e-Transactional
Services Services
Services
Energising commerce with Engineering the most advanced Bringing payment and regulation
advanced payment services payment processing platforms expertise to new markets
Offering a unique combination of As the pan-European leader in financial Spanning products and services as diverse
payment, digital and transactional processing, financial institutions as trusted digitisation for regulated
expertise across Europe and the world. rely on our expertise to deploy sectors, IoT, digital ticketing and contact
We enable merchants to increase their transformative technologies, manage centres, Worldline empowers customers
sales and enhance their customers’ risk and fraud, optimise processes to comply with regulations, secure their
experience, in a secure and trusted and ensure operational excellence. transactions and reinvent their customer
environment. Covering the full retail value Investing extensively in innovative engagement for the digital future.
chain, online, in-store and omnichannel, solutions for payments and transactions,
Worldline is powering the global transition Worldline enables banks to anticipate
towards a cashless economy. regulatory changes and transform their
business models to make the most
of the opportunities of the future.
• Points of Sale • Issuing Processing • Omnichannel Contact Centre Solution

• Online & Omnichannel • Acquiring Processing • e-Ticketing & Open Payment
• Payment Acceptance • Account Payments • Digital Transformation Programmes
• Digital Retail Services • Digital Services • Mobile Competence Centres
c. €2.4 billion c. €0.9 billion c. €0.3 billion

2021 revenue 2021 revenue 2021 revenue
(c.65% of Group revenue*) (c.25% of Group revenue*) (c.10% of Group revenue*)
* from continued operations
Payment Terminal Solutions and Services
Worldline delivers world-class terminals solutions and services to banks and acquirers.
This offering focuses on proposing new channels and customised software solutions suited to market needs. The service line
leverages Worldline’s expertise in hardware, software and related services to transform the consumer experience.
Following the planned strategic review of this business activity, the Board of Directors decided in 2021 to divest Terminals,
Solutions & Services, so it can pursue an ambitious transformation strategy as a fully standalone independent business.
All information from TSS is not included in this Integrated Report (accounting and ESG information) as the activites are
accounted for under IFRS5 as a discontinued operation.

Worldline in 2021
Our
strategic vision
Our vision is to enable sustainable economic growth
and reinforce trust and security in all our societies.
As a global leader in payments, millions of people and
businesses worldwide rely on our infrastructure every day.
Guided by our concept of success that balances economic
growth and the prosperity of people and the planet, we assure
a network of trust through our secure, agile and customer-
focused solutions that allow our customers to focus on
investing in dynamic businesses and partnerships.
Our purpose
“We design and operate leading digital payment and transactional solutions that enable
sustainable economic growth and reinforce trust and security in our societies. We make them
environmentally friendly, widely accessible and support social transformation.”
Approved by our shareholders in June 2020, Worldline’s company purpose (“raison d’être”) brings together the Worldline community
around a long-term, coherent and shared vision. This purpose has allowed Worldline to successfully anchor its company values –
Innovation, Excellence, Cooperation & Empowerment – and expected behaviours within Worldline. It guides us in everything we do,
shaping and inspiring all our decisions and activities.
Our values
Four values characterise the corporate culture of Worldline, our ability to respond to future challenges and our capacity to serve
society through our sense of purpose:
Innovation Excellence Cooperation Empowerment
Whether a product or a A trusted world is built Our whole is greater than the Empowerment is a two-
process, big or small, disruptive on superior results. We sum of our parts – we build way street. On the one
or incremental, our definition don’t settle for less. We set long-lasting relationships hand, we are trusted and
of innovation goes beyond just ambitious targets. We have with our co-workers, supported by Worldline’s
generating new great ideas. the best experts who brilliantly customers and ecosystem. leaders to realise our full
Our definition of success is to deliver on the commitments We put our egos aside to potential. On the other
bring these ideas to life and we make. We don’t rest on realise our common purpose. hand, we are accountable
make tangible improvements our laurels and we constantly We support each other for our own journey and
for our clients, their customers, progress to continue realising and share successes, large we don’t hesitate to
our employees and society our purpose. and small, on the journey take action.
at large. towards a trusted world.

[GRI 102-5] [GRI 102-18] [GRI 102-19] [GRI 102-21] [GRI 102-26] [GRI 102-27] [GRI 102-30] [GRI 102-31] [GRI 102-32] [GRI 102-50] [GRI 102-52] [GRI 103-2] [GRI 102-20] Worldline in 2021
The launch of Trust 2025

In 2021 we launched Trust 2025, our five-year roadmap which aims to maintain
our corporate social responsibility (CSR) leadership and accelerate our
progress in responding to our most critical and strategic challenges.
Building on our successful Trust 2020 programme, Trust 2025 reinforces our
governance and increases our ambitious targets across the board.
We will report regularly on progress towards our commitments through 16 key performance
indicators (KPIs) defined with specific and measurable targets to be reached by 2025.
Our commitments
#1 Gdelivery
uarantee
#2 Enhance
customer #3 Foster people
development, #4 Promote fairness,
diversity and
excellence and experience well-being and inclusion for
utmost quality of through positive engagement more equality and
services impact solutions performance
#5 Increase
sustainable #6 Endorse
and confidence in #7 carbon neutrality #8 communities
ethics Contribute to Help our local
procurement all our activities through positive

practices within impact solutions
our value chain and social
initiatives
Investor Day 2021 Building a premium global

At our Investor Day in October 2021, Paytech company
we presented stakeholders with Our 2024 objective is to establish
our vision for how Worldline will Worldline as a global leading Paytech
grow between 2022-2024. at the heart of the European payment
Following the roadmap of our Trust 2025 ecosystem and at the forefront of the
programme for corporate social responsibility, rapid evolution of the digitisation of
we will accelerate our progress in the key commerce, shaping how people pay,
areas of business, people, the environment, live and do business.
ethics, compliance and the value chain
Leveraging our unique market position in the European
as well as local communities. payment ecosystem as well as our unrivalled scale and
This will ensure that we continue to create reach, we plan to increase our organic growth by fast-
tracking our investment in technology and expanding
sustainable value for all our stakeholders our open-innovation model to reinforce our role as a
in this new chapter in the Worldline story. single point of entry to the payment ecosystem. At the
same time, we will place strong focus on expanding our
geographical presence so that we offer local and global
services, building relationships that pass on trust along
the entire payments value chain and enable sustainable
Our 2024 financial ambition economic growth.
With multiple growth engines, increasing investment

Annual revenue growth OMDA: above Free Cash Flow
in our unique platform architecture and undisputed
9 to 11% 400bps c. 50% leadership in CSR, in 2022-2024 we will enhance our

profitability, expand through acquisitions and accelerate
improvement OMDA conversion our organic growth into the double-digit territory.
rate by 2024

Worldline in 2021 [GRI 102-2] [GRI 102-6] [GRI 102-7] [GRI 102-14] [GRI 102-46]
2021
highlights
March
A trusted partner in Austria

We extend our agreement with Payment
November
Services Austria (PSA) to handle the
processing of interbank mass payments.
Investing in India
We offer international online merchants Rabobank renews
a new full-service cross-border solution We extend our long-standing
suite for doing business in India. processing partnership with Rabobank
Spanning Smooth payments in South Korea
for an additional five years.
Worlds We launch a full-service cross-border

payment solution for accepting online
Closer cooperation with Commerzbank
We deepen our long partnership
payments from South Korea. with Commerzbank brand comdirect,
adding real-time processing
with WL Extended Issuing.
December
Expanding in Greece April

January
We sign a strategic alliance in merchant
services in Greece with Eurobank, Innovations for electric cars
Opening up China
one of the main acquirers in Greece WL EV charging solution tackles the unique
We launch our China
with a market share of around 20%. challenges of charging electric vehicles
All-In-One solution to help customers
with an omnichannel solution for Europe.
enter the rapidly expanding Broadening business with Brazil
Chinese e-commerce market. We partner with Bexs Pay Airline payment solutions take off
to launch a cross-border remittance We partner with IATA to
February product for online payments from Brazil. help airlines back on the runway to recovery.
Partnering with Klarna

June
We partner with Klarna, including them
on the Worldline payment platform.
Automated commerce, simplified
We partner with Innovend to launch a Pick-
July
Go-Pay non-attended checkout experience
to revitalise commerce in remote areas.
An enlarged footprint in Italy
We agree to acquire 80% of Axepta Micro-donations for the community
Italy, the merchant acquiring entity of We step up our community engagement
the BNL banking group in Italy. efforts by encouraging users to make
micro-donations on our payment terminals.
A partner for Porter
Porter Airlines uses our TravelHub solution Hospitality Suite
to offer digital wallets such as WeChat Pay We launch a full-service omnichannel
and PayPal for bookings on its website. payments offering for hospitality industry.
September
Connecting September
Growing in Greece Lives WhatsApp for business

We complete the acquisition of We launch WhatsApp Business API services,
Cardlink, the leading Network helping brands enhance their customer
Services Provider in Greece. experience with secure instant messaging.
October January October
A new Nordic acquisition The DaaS solution Surf the live streaming wave
We complete our acquisition of We launch our Data as a Service We partner with Livescale to boost the global
Handelsbanken’s card acquiring (DaaS) platform for online payments. adoption of live streaming e-commerce and
activities in the Nordic region. in-video checkout.

Worldline in 2021
Passing
on Trust
January May September
Stablecoins Enhancing customer experience Crypto in Switzerland

We partner with Gold Global to We partner with Luminor to operate With Bitcoin Suisse we launch
launch the DaVinci Gold token. and upgrade its ATM network WL Crypto Payments in Switzerland.
throughout the Baltics.
New voices in EDPIA October
The European Digital Payments June
Industry Alliance (EPDIA), dedicated to Navigating digital payments
the development of the Digital Single Fighting the fraudsters Our report outlines our vision of
Market, welcomes three new members, We team up with Microsoft to futureproof the payments landscape in 2030,
adding to its strength and diversity. online businesses against fraud. anticipating key trends that will
drive innovation in the sector.
Transformation through Trust 2025
February
We demonstrate our long-term commitment 2024 Vision
to CSR with the launch of Trust 2025, our new We unveil our 2024 Vision and
Trust and social media
five-year transformation programme. three-year strategic
The European Commission
plan at our Investor Day.
appoints Worldline to lead the
Securing connections
TruBlo project, aimed at increasing
across Switzerland
trust in social networks.
bofrost*, Europe’s frozen foods
market leader, places its trust in
March February 2022
Worldline for direct sales.
Certified by Mastercard Sale of TSS activities

July
We are the world’s first to Apollo Funds
payments player to achieve Worldline entered into exclusive
Prime time for biometrics
the Enhanced Contactless talks with Apollo Funds on the
We partner with French fintech A3BC
certification from Mastercard. basis of a binding offer for the
to enhance secure authentication
purchase of its Terminals, Solutions
with biometric innovations.
April & Services (TSS) business line.
August
Combined General Meeting
with remote participation
Sustainable banking
In light of the Covid-19 pandemic
We partner with fintech ecolytiq
shareholders took part remotely
to provide sustainable banking
in this key event in Worldline’s
solutions to the European market.
corporate agenda.

Worldline in 2021
A new identity
for a new
chapter
In 2021, Worldline launched a new global
brand identity. After the extraordinary
growth of our company in recent years,
this distinctive, contemporary and global
brand reflects our company culture and
our purpose. It encompasses our position
as a trusted independent leader in digital
payments, and our desire to help build the
future of payments for the benefit of all our
customers and society as a whole.
A brand fit for our purpose

Our global brand is a clear expression of our promise to create
a network of trust between Worldline and our customers, who
in turn pass on trust to their customers. Our brand is anchored
to Worldline’s vision of enabling economic and sustainable
growth and reinforcing trust and security in our societies.
Ensuring trusted and secure payments infrastructure, services,
transactions and products for millions of people and businesses
around the world is the foundation of our business, the driver of
our growth and the bedrock of our reputation.

Worldline in 2021
A global brand identity

Following a series of strategic acquisitions and after becoming
a fully independent company in 2020, the year 2021 allowed
Worldline to bring together its employees and all its products
under a global brand with a new visual identity.
To increase the strength and visibility of the Worldline brand
and maximise the impact of our voice, our equensWorldline,
SIX Payment Services, Bambora and Paymark brands are all
now rebranded as Worldline.
Ecobranding in action
Every visual ingredient of our new identity has been conceived
for minimised environmental impact. This reflects Worldline’s
CSR leadership in the payments industry and the full integration
of CSR into our business model.
From our colours and font to our iconography, every element
of our brand has been carefully chosen to reduce our carbon
footprint. The chosen fonts have low impact in terms of energy
use for downloading, uploading or storing. Our vibrant colours
are accessible on dark mode and require less ink when printed.
Our main colour, Master Mint, is a fresh green that reflects our
commitment to sustainability as well as our upbeat approach to
the challenges and opportunities of the future.
Spanning worlds,
connecting lives, passing on trust
Our new logo highlights how our activities span worlds,
connect lives and pass on trust. Worldline enables and delivers
transactions that bring separate worlds together, opening
up opportunities for them both, with Worldline at the core
passing on trust.
Operating across more than 50 countries, with a workforce
of more than 17,000 people, the Worldline brand reflects our
global reach. It encapsulates our unique value proposition in
terms of our scale, capabilities and capacity for innovation
across an international footprint.
Wherever our customers are in the world, we offer them
the solutions, products and expertise to help them succeed
with the same high quality of service that they can always
expect from Worldline.

2024 vision ..................................................................................... 20
Trust 2025 ........................................................................................ 22
Our business model .............................................................. 26
Key market trends ................................................................... 28
Our integrated vision ......................................................... 30
2021 key performance indicators ...................... 34
Driving change through
operational performance ............................................... 36

Our strategic
roadmap

Our strategic road map
2024
vision
Interview with Marc-Henri Desportes,
Worldline Deputy CEO
How do the achievements of 2021 How will Worldline create value through
position Worldline for its 2022-2024 delivering on its 2024 vision?
strategic roadmap?
In Merchant Services we are continuously gaining market share
After a year of acceleration in 2021, there is a real appetite at thanks to our organic growth trajectory. As well as new merchant
Worldline to seize the opportunities ahead of us. The integration clients in the mass market, we are winning larger merchants
of Ingenico has broadened our digital expertise and helped us with our specialised approach to verticals such as hospitality
leverage cost, geographical and operational synergies to benefit and large retail. We are leaders in omnichannel, combining the
our expanded customer base. We are uniquely positioned as best online and in-store solutions and optimising our services
Europe’s leading payment processor, with the biggest merchant for merchants of all sizes. With our scale and reach, we meet
portfolio and the widest reach. We cover the full payment value the specific local needs of merchants as well as helping global
chain and we will deliver tangible benefits to our customers over merchants to be present worldwide.
the course of our 2022-2024 plan.
In Financial Services, we will continue to win major outsourcing
contracts and support banks as they roll out digital banking
services. As we invest in global solutions, we are the clear
partner of choice for banks looking for the extended outsourcing
of their payment factories.
Our partnerships with banks and fintechs contribute significantly

to our growth. Worldline is engaging closely with banks,
delivering core payment services to maintain their merchant
relationships, while our experienced integration teams will
continue to facilitate acquisition, as we expand our physical reach
and offer even more value to all our customers.
In Mobility and e-Transactional Services we are growing rapidly

in e-ticketing and Trusted Digitisation and increasing our
cooperation with the other business lines, for example helping
them integrate our e-identity solutions into their offerings.
The Terminals, Solutions & Services business line evolved
considerably during 2021 with the launch of Payments Platform
as a Service (PPaaS) and will soon be an independent business in
line with our divestment strategy.
“From 2022 to 2024 we will leverage our

scale, reach and technological capabilities to
accelerate our growth and transform Worldline.”
Marc-Henri Desportes,
Worldline Deputy CEO

[GRI 102-6] [GRI 102-14] [GRI 102-15] [GRI 102-16] [GRI 102-19] [GRI 102-20] [GRI 102-24] [GRI 102-26] Our strategic road map
Trust 2025, our corporate social responsibility programme, What is on the horizon for
plays a concrete role across Worldline in achieving our Worldline in 2022?
2024 vision. Whether incentivising the use of electric vehicles
that help reduce our carbon emissions by an industry-leading
We are committed to bringing value-added innovations to
25% or being pioneers in diversity and inclusion, we want
Worldline’s customer base. Our e-Payments Challenge for
to drive positive changes in people’s lives in line with our
fintechs remains a centrepiece of our open innovation model.
company purpose.
Our new headquarters in Paris houses a state-of-the-art
Innovation Experience Centre where we will share our vision
Our current recruitment campaigns are increasing the proportion
with our customers, partners and prospects.
of women at Worldline, and I am convinced that our leading
position in CSR helps make us the preferred choice for customers
Innovation will power a year of substantial organic growth for
and industry talents.
Worldline. In Merchant Services we will continue to win market
share and agree new pan-European omnichannel deals for
international clients, bundling our strengths in acquiring and
How important is innovation to acceptance. In Financial Services, we will develop innovative
the future of Worldline? digital services with fintechs and reach major outsourcing deals
with banks. The dynamic activities and innovations of Mobility
Innovation and technology drive value creation at Worldline and e-Transactional Services will provide support and digital
– there’s no doubt that we are tech-led. We are continuously extension beyond core payment services for an end-to-end
upgrading our platforms, opening them to partners or client seamless customer journey. And, we will continue to transform
developers, adopting cloud technology widely and deeply to our platforms and accelerate our migration to cloud.
accelerate our time to market and our product roadmaps.
Our people are key to all these plans. In a critical year for the
With our strategic position in Europe we can provide locally integration of Ingenico, despite the need to work remotely, all our
relevant Paytech services across the broadest geographical colleagues worked collaboratively and with enthusiasm. As we
footprint, giving local and global customers a competitive build our future, we are intensifying our recruitment drive to
edge. As the leader in core payment services, we are the go-to accelerate our technology advances and provide our customers
provider for any fintech. Our highly efficient and open platforms with the best payment offering around the globe. Under one
allow our ecosystem partners to extend their reach while we brand and with one purpose, we are creating a truly united team
enrich our offering to our merchants and banks. of talents that will take Worldline’s momentum to the next level.

A transitional year
setting our sights
on Trust 2025
In 2021 Worldline, following the acquisition of Ingenico, set out on its journey to realise its
vision for the new expanded company. We made a good start in the first year of our Trust
2025 programme and put various updated action plans in place in order to reach the new
targets. The company has also updated its Corporate Social Responsibility (CSR) materiality
matrix to cover the new challenges, which is presented on pages 32-33. The analysis devoted
to extra-financial risks, meanwhile, has been updated following the Ingenico acquisition.
Trust
2025
The programme is based on our five CSR pillars:
• Building customer trust with reliable, secured, innovative and positive impact solutions
• Being a responsible employer
• Ensuring business ethics including respect for human rights and

increasing sustainable procurement practices within our value chain
• Reducing our environmental footprint
• Helping our local communities through positive impact solutions and social initiatives

[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] Our strategic road map
[GRI 103-2 Diversity and equal opportunity] [GRI 103-2 Customer privacy] [GRI 103-2 Socio-economic compliance]
Domains Indicator 2021 Target 2025
Platforms secured Quality score – Contracts 99.9890% 99.9900%

services availability & response
& available
Quality score- Platforms 99.877% 99.9900%
services availability & response
% of data subject requests answered 97.2% 100%

in time and in compliance with Worldline
privacy policy
% of ISO 27001 certified sites according 51%1 100%

to the security policy
Customer experience Customer Net Promoter Score 46 52

& innovation Total revenue of “sustainability offering” (M€) 2,109 2,307
Talent attraction Average number of training hours 17.09 32

per employee per year2
& retention - People diversity
Employee satisfaction as measured 64% 69-70%
by the Trust Index of
the Great Place to Work® survey
% of disabled workforce in the countries +6%3 +20%

imposing legal requirements
% of women within the management positions 23.2% 35%
Sustainable procurement - % of suppliers evaluated by EcoVadis 100% 100%

with a score below 45 having an action plan
Ethics & Compliance to solve critical findings identified4
% of total expenses assessed by EcoVadis

out of strategic suppliers’ expenses4 86% 90%
% of alerts investigated and related 87% 100%

actions plan defined within two months
Climate change CO2 emissions reduction (scope 1, 2)5 -49% -25%
% of CO2 offsetted emissions 100% 100%

for scope 1, 2, 3a
Local Communities Volume of collected donations in €m 310.8 500
1
Eligible sites include site with more than 50 employees, strategic data centers and sites with less than 50 people but certified to fulfil business requirements.
2
Regarding this KPI, please note that Germany is excluded from the perimeter.
3
This indicator represents the evolution of the number of employees with disabilities compared to the baseline year 2020 (248 employees).
4
he definition of strategic suppliers changed in 2021 to take into account more accurately the addressable spending and also other business indicators as defined by the buyers.
T
In 2021, Worldline’s 113 strategic suppliers covered 37% of the Group’s expenditure. The 2022 objective is to increase this baseline so that the strategic suppliers list is more
representative of Worldline’s overall spending.
5
his indicator represents the reduction in CO2e emissions on scopes 1 and 2 with regard to the CO2e reduction objective validated by the SBTi. The objective is as follows:
T
Worldline SA commits to reduce absolute scopes 1 and 2 GHG emissions 25% by 2025 from a 2019 base year. The 2019 baseline covers scopes 1 and 2 for the Worldline and
Ingenico scope, including TSS, and is therefore not equal to the emissions presented in this report. In view of this scope Worldline emits in 2019 on scopes 1 and 2 20,296
tons CO2e. In order to align with the emissions presented in this report, we have recalculated the 2019 baseline by excluding the emissions related to TSS. In view of this new
perimeter, the 2019 baseline for scopes 1 and 2 is 17,679 tons CO2e. Worldline’s carbon footprint on scopes 1 and 2 in 2021 being 8,993 tons CO2e, Worldline’s emissions have
decreased by 49% compared to its baseline.

Integration of Ingenico: extra-financial risks

The analysis devoted to extra-financial risks has also been updated following
the acquisition of Ingenico and is aligned with our new Materiality matrix.
System External
Severe Business security events Talent
continuity and reliability (Covid-19) attraction
& retention
Impact Scale
Bribery, Safety and Training Compliance Data Diversity Customer Climate change
corruption physical & human with laws and protection & inclusion relationship
and fraud security capital regulations management
facilitation development
Sustainable procurement Sustainable

& due diligence innovation
in the value chain
Minor
Rare Almost certain

Likelihood Scale
Building customer trust with reliable, secured, Ensuring business ethics including human rights and increasing
innovative and positive impact solutions sustainable procurement practices within its value chain
Being a responsible employer Reducing its environmental footprint

Our most significant extra-financial risks and opportunities
Ethics & Local

Business People Environment
value chain communities
SDG
Customer relationship Training & human Compliance with laws Climate change
management capital development and regulations
Sustainable innovation Employee well-being Sustainable

RISKS
at work procurement & due

Data protection diligence in the
Talent attraction value chain
System security & retention
& reliability Bribery, corruption
Diversity & inclusion and fraud facilitation
Business continuity
Cyber and advanced People engagement Operational excellence Energy efficiency Philanthropy
security offering
People’s Legal & internal control International Positive impact
Operational excellence career development mechanisms environmental solutions
OPPORTUNITIES
standards & initiatives

Legal & internal Collaborative Trust & compliance
control mechanisms environment and throughout the Developing
being a responsible value chain sustainable solutions
Delivery quality and employer by
competitive advantage leveraging well-being Reputation resilience
at work
Sustainable
digital transformation Diversity & inclusion
and business
reinvention
Integrating sustainability into Worldline’s offerings

In order to meet the EU’s climate and energy targets for 2030 From 2021, we calculated the revenue, capital expenditure
and reach the objectives of the European green deal, a common and operating expenditure that were eligible for the new EU
classification system for sustainable economic activities, called Taxonomy classification system.
EU Green Taxonomy, was published. As it classifies a wide
range of economic activities that have an impact on climate Climate change mitigation is the main environmental goal of the
change mitigation and adaptation, the EU Green Taxonomy EU Green Taxonomy Regulation to which we contribute through
is an opportunity to disclose Financial KPIs highlighting our our data processing, hosting, and other related activities.
7 5
environmental achievements.
In 2021, 77% of Worldline revenue was considered eligible under
the EU Taxonomy Regulation and amounted to €2.832bn.
23+77+K +93K 95+K

77% 23% 93% 7% 95% 5%
Eligible Non-eligible Eligible Non-eligible Eligible Non-eligible
Revenue OPEX CAPEX

Our
business model
INPUTS OUTPUTS
Resources Challenges Worldline business
Financial
Solid financial profiles Market trust

& consolidation Merchants Banks Administrations
capabilities
Manufactured
Robustness Business Excellence:

of industrial Quality, security
platforms and data and reliability
infrastructure Worldline at the heart of the action
through 3 key strengths
Terminals
supply chain
Intellectual
Global Unique Commitment to
Partnerships, Partnerships, presence positioning sustainability
innovation, R&D innovation, R&D
Growth End-to-end Quality
Innovation & foresight Partnerships solutions Innovation attractiveness
of technological
evolutions
Human
17,078 employees Talent acquisition

in more than & retention, people
50 countries development
50+ countries Partners Payment Channels
served & Fintechs means
Gender equity
Diversity & inclusion

for our
customers
Social and relationship
for our
people
Market intelligence Customer satisfaction Our 360°
& Regulation watch value for our
society
Ethics, human rights creation
& compliance
for our
Technological Societal contribution shareholders for our
environment
know-how
Environment
As the European leader at the heart of the payment value chain,
Worldline designs and operates leading digital payment and transactional
Electrical Energy CO2-eq emissions solutions that handle billions of highly critical transactions on a daily basis.
Data centres Renewable energy
IT appliances
2021 INTEGRATED REPORT WORLDLINE 2021 UNIVERSAL REGISTRATION DOCUMENT (URD)

[GRI 102-2] [GRI 102-6] [GRI 102-9] [GRI 102-14] [GRI 102-15] [GRI 102-16] [GRI 102-29] [GRI 102-31] [GRI 102-40] [GRI 102-42] [GRI 102-43] [GRI 102-44] [GRI 102-47]
[GRI 201-1] [GRI 203-2] [GRI 103-2] Our strategic road map
2021 VALUE
Worldline business
Value creation SDGs
lines & results
for stakeholders
Financial
Worldline’s positioning across the extended
payments ecosystem affords it an overview of Investors + 6.8% revenue organic evolution
the industry, permitting it to react quickly to & shareholders
regulatory or other changes and to capitalise on
25.3% OMDA margin
new opportunities generated by them. Our objective
is to enable sustainable economic growth and
€407 million free cash flow
reinforce trust and security by making solutions
that are environmentally friendly, accessible
to all and support societal transformations. Manufactured
Suppliers & Quality score – Contracts’ services availability
c. € 3.7BN
Customers & response
Quality score – Platforms’ services availability

2021 Revenue & response
(from continued operations)
86% of total expenses assessed by EcoVadis
out of strategic suppliers expenses1
Intellectual
Merchant
services 65% of 2021
revenue
Customers €244 million in R&D expense in 2021
A portfolio of ~1,800 patents

Energising commerce with
advanced payment services Human
Employees 64% employee satisfaction

on GPTW Trust Index
Financial
services 25% of 2021
revenue
17 hours of training on average per employee
34% women
Engineering the most advanced
payment processing platforms Social and relationship
Customers, 8.1/10 Customer satisfaction

Communities,
10%
Mobility & Public Bodies 0 significant fines for non-compliance
e-transactional of 2021
revenue
services
80% of spending in local purchase
Bringing payment and regulation

€m 310.8 collected donations
expertise to new markets
€m 2,109 revenue of ’sustainability offering’
Environment
Communities, Eco-efficiency in data centres

Public Bodies
Contribution to carbon neutrality
92% renewable energy
2021 URD - 2021 INTEGRATED REPORT 2021 URD - 2021 INTEGRATED REPORT
1
n active campaign was conducted in 2021 to encourage suppliers to be assessed by EcoVadis. However, it should be noted that the definition of strategic suppliers has
A
changed in 2020 and 2021. In 2021, the 250 largest suppliers in terms of spending were taken into account. In 2020, strategic suppliers are defined by the buyers taking into
account operational business needs and market positioning. In 2021, Worldline has 113 strategic suppliers covering 37% of the Group’s expenditure.

Key market trends

and drivers of change
in the payments industry
Non-cash payments such as alternative payment instruments are transforming the payment
services market. Changing consumer behaviour, evolving regulations, emerging technologies
and the arrival of new players are accelerating the adoption of electronic payments,
providing Worldline with demanding challenges and inspiring opportunities for growth.
New customer behaviour

The average consumer uses several connected devices, goes online multiple
times a day from multiple locations including on-the-go and in-store, and shares
their experience on social networks. The always-on, always-connected nature
of smartphones and other devices is creating new opportunities to increase the
frequency of interactions with customers and increase transaction volumes.
The rise of e-commerce and m-commerce
The rapid growth of online commerce is a major driver of growth in non-

cash payment transactions. We expect growth in the e-commerce
sector to continue to outpace bricks-and-mortar. We are also seeing an
accelerating shift towards an omnichannel environment, where offline and
online experiences are merging to form one seamless experience.
The Covid effect
Covid-19 has accelerated the adoption of electronic payments. Despite the wide
range of restrictions applied all over the world at different times of the pandemic,
the Capgemini 2021 World Payments Report forecasts that volumes of non-
cash payments will grow at a CAGR of 17.9% from 2020 to 2025. The volumes
expected for the coming years are 15% higher than pre-pandemic forecasts.
Mobile first
Mobile is an increasingly important channel for consumer engagement and

payments. According to GlobalData, m-commerce already accounts for
more than 50% of the value of online purchases in countries such as India,
Italy and Brazil. It will not be long before other countries join them.
Estimated volume of non-cash

transactions in 2025
1.8 trillion
(Source: Capgemini World Payments Report 2021)

[GRI 102-6] [GRI 102-14] [GRI 102-15] [GRI 102-29] Our strategic road map
Technological Regulatory momentum New entrants

transformation
Regulatory changes are transforming Big tech giants such as Google, Apple,
Every player in today’s payments financial services in Europe and Meta and Amazon, and Chinese
market is facing the challenge of beyond, creating outsourcing leaders such as Baidu, Alibaba,
change and innovation at a pace and opportunities for payment service Tencent and Xiaomi, are using their
a scale that has never been seen providers, increased demand for value- access to consumers and their
before. New technologies and new added services and new challenges financial power to create an even
ways of engaging with consumers are for all players in the market. richer ecosystem. Worldline is building
delivering unprecedented opportunities close partnerships with these players
to accelerate the growth of electronic PSD2 and orchestrating new value-added
payments. At the same time as embracing services for the merchant community.
technological transition, consumers, The European Union’s revised
merchants and financial institutions directive on Payment Services, or Fintechs
all want the point of interaction and PSD2, is transforming almost every
payment to become as frictionless as corner of the payment services Unencumbered by legacy technologies,
possible. Responding to this demand is market and enabling new fintech fintechs are changing the way that
one of Worldline’s greatest challenges. players to offer payment services and consumers interact with financial
develop new models of payment. service providers. While large banks
Contactless payments are responding positively to the rise
Instant Payments of the platform economy, challenger
The adoption of contactless payments banks are in prime position to take
increased in 2021, spurred on by the Since Instant Payments went live in advantage of the changing landscape.
pandemic. According to the Capgemini Europe in 2017, it has become possible
World Payments Report, 74% of to make euro transfers in less than New POS providers
consumers say they will continue to pay ten seconds in a total of 23 European
for goods and services with contactless countries. Displacing cash and cheques, Providers of innovative mobile POS
cards after the pandemic. In response to Instant Payments have huge potential solutions (mPOS) and software-only
rising demand, many countries increased in segments such as peer-to-peer solutions (softPOS) have intensified their
the upper limit of both single and (P2P), person-to-business, business- activity due to the increase in the use of
cumulative payments. The result has been to-business (B2B) and even machine- smartphones around the world. These
a permanent change in payment habits. to-machine (M2M) payments. solutions are extending the addressable
merchant base by making payments
Contextual commerce CBDCs affordable for micro merchants.
Contextual commerce is selling The launch of numerous projects for

consumers what they want, when Central Bank Digital Currencies (CBDCs)
they want it, all with as little friction as such as the Digital Euro will create new
possible. We believe that merchants opportunities for both incumbents and
can use contextual commerce to deliver newcomers in the payments industry.
purchasing opportunities to consumers in
a way that is relevant to them, increasing
their sales online and in-store.
Conversational commerce
Conversational commerce is e-commerce

carried out using technologies such
as chatbots and smart speakers
(Google’s Assistant, Amazon’s Alexa
and Apple’s Siri). Increasing numbers
of consumers are already using
conversational commerce to find, select
and pay for products and services.
With the introduction of voice biometric Our competitive strengths
recognition and authentication, the role
of voice in online retail is set to soar.
In a payments ecosystem which is undergoing significant change, Worldline
M2M payments is uniquely positioned to compete with both established incumbents and also
the new breed of fintechs, while seeking strategic partnerships in the evolving
Machine to Machine (M2M) technology payments ecosystem:
can enable automated payments with
little or no human interaction. With • We are the leader for payment services and processing in Europe
multiple retailers successfully launching and have an expanding global footprint, especially in emerging markets;
or announcing pilots for checkout-less
stores, 2021 was a breakthrough year. • We have a comprehensive positioning across the extended
In the medium term, we expect to see payments value chain and;
the permissioned access of “things”
to data such as consumers’ bank • We have a leading presence in the high-growth area of next-generation
accounts and payment information. payment services.

Our
integrated vision
Creating sustainable value for all
Customers
Merchants, banks and other
Our ecosystem financial institutions, companies,
public sector
Employees Suppliers & partners

Employees, trainees, IT hardware and software
social partners, suppliers, payment terminal
Workers’ council suppliers, service suppliers,
business partners
CSR
by Worldline
Investors & analysts Public bodies
Shareholders, investors, Policymakers (PCI-DSS),
banks, analysts, professional organisations,
rating agencies internal institutions, media
Communities
Local/national authorities,
communities, associations, NGOs
Business People Ethics & value chain Environment Local communities

Building customer trust Being a Ensuring business Reducing our Helping our local
with reliable, secured, responsible ethics including environmental communities through
innovative and positive employer human rights and footprint positive impact
impact solutions increasing sustainable solutions and social
procurement practices initiatives
within our value chain

[GRI 102-12] [GRI 102-14] [GRI 102-15] [GRI 102-16] [GRI 102-17] [GRI 102-19] [GRI 102-20] [GRI 102-21] [GRI 102-26] [GRI 102-27] [GRI 102-28]
[GRI 102-29] [GRI 102-30] [GRI 102-31] [GRI 102-32] [GRI 102-40] [GRI 102-42] [GRI 102-43] [GRI 102-44] [GRI 102-46] [GRI 102-47] [GRI 102-49] Our strategic road map
[GRI 103-1] [GRI 103-2] [GRI 103-3] [GRI 201-1] [WL3] [WL 4]
Integrating the
extra-financial
challenges of
our stakeholders
At Worldline, our Corporate Social
Responsibility (CSR) strategy
is at the heart of our business
model, helping us to act on the
most critical issues affecting our
stakeholders and our activities.
The long-term growth of our

payments ecosystem and digital
transactions depends on stability,
which makes it important for us to
address the threats and opportunities
that all our stakeholders face.
We talk regularly with our stakeholders

This includes not just our customers and
investors, but also our employees and
suppliers, as well as the public bodies
and the communities that we work with.
Our corporate strategy integrates

the extra-financial challenges affecting
our stakeholders as part of our aim
to open up new avenues for creating
shared value, while also increasing
our resilience and acting in accordance
with our company purpose.
Identifying, addressing and

resolving stakeholder challenges
In 2021, following Worldline’s acquisition of Ingenico, we updated our CSR materiality matrix to cover
the company’s new challenges. Since 2014 we have based our sustainability approach on a materiality
analysis, which formalises the CSR challenges for our activities in relation to all our stakeholders.
Following an extensive dialogue with our stakeholders, the materiality assessment has been updated and
identifies the most important challenges affecting our stakeholders, the wider market and Worldline.

Our materiality matrix
Innovative
Talent & positive
attraction Data solutions
Relevance to stakeholders
& retention privacy
Available
Ethics, & secured
compliance platforms
Sustainable & human rights
procurement
Diversity
& inclusion
Market
intimacy
Climate
change
Training &
Eco- developement
efficient
operations Circular
economy
Impact on Worldline

Key changes to our materiality matrix

Worldline’s updated materiality matrix takes into account findings from our dialogue with all our stakeholders, both internal
and external, as well as market practices. Compared with the materiality matrix last updated in 2018, the new version
includes a consideration of the human resources challenges that the company is facing – especially in connection with
talent management as well as our new ambitions (announced in the Trust 2025 programme) around training and disabled
employees. Finally, our new climate change ambitions and associated commitments have been given greater prominence.
Building customer trust with fully available and secure Ensuring business ethics, including human rights, and
platforms and reinforcing values for customers increasing sustainable procurement practices within our
through sustainable and innovative solutions value chain
• The term ’Innovative solutions’ has been replaced by • The term ’strong suppliers’ partnership’ is replaced by
innovative & positive solutions in order to cover the positive Sustainable procurement. This reflects Worldline’s new level
impact solutions offered by Worldline. of maturity in relation to our procurement activities and our
emphasis on those impacts that can affect the entire value
chain, such as the suppliers or the type of raw materials
Being a responsible employer we use.
• The term ’people diversity’ has been replaced with • In line with market practice for human rights to be considered
Diversity & inclusion to convey its broad scope. as an integral element of ethics & compliance, we now
Diversity & inclusion now has a higher relevance within define this category as Ethics, compliance & human rights.
Worldline, while its impact on our external stakeholders is Worldline has adopted its human rights policy in the course of
lower. The Trust 2025 programme provides for a specific KPI 2021 and is currently working on its Vigilance Plan.
target regarding Diversity & inclusion, including disabilities.
• ’Talent attraction & development’ has been replaced by Reducing our carbon footprint
Talent attraction & retention. Talent management has
become increasingly critical for Worldline’s business • The term ’energy transition’ is replaced by Climate change
operations and business model, while the impact of Talent to encompass the broader nature of this impact and to target
attraction & retention is higher for both Worldline and our our entire carbon footprint.
external stakeholders than it was in the 2018 version of our
materiality matrix. • Eco-efficient operations with ISO 14001 certifications
remains unchanged.
• Training & development replaces ’the smart working
environment.’ The topic of training is a new dimension in
the materiality matrix, reflecting Worldline’s ambitions within
the Trust 2025 programme. People development is associated
with training.

2021
key performance
indicators
Our key financial indicators

407
3.689
933
700 288 295

2.748
602
2.382
207
1.720 176
1.594 391
335
K 10 + 25 K 7 20 35 +
2017 2018 2019 2020 2021 2017 2018 2019 2020 2021 2017 2018 2019 2020 2021*
5-year revenue evolution 5-year OMDA evolution 5-year free cash flow
(in € billion) (in € million) evolution (in € million)
Mobility & Northern Europe

e-Transactional Others €1,385M (38%)
65 38
Merchant Services
Services €269M (7%)
€2,416M (65%)
€347M (10%)
Revenue profile by Revenue profile by

Global Business Line geographic area
Financial Southern
Services Europe
€927M (25%) €739M (20%) Central &
Eastern Europe
€1,297M (35%)
* from continued operations

[GRI 102-4] [GRI 102-7] [GRI 102-41] Our strategic road map
Our key extra-financial indicators

Progress of the Trust 2025 roadmap 2020-2025
In 2021, Worldline continues to be recognised as a leader in its

sector by the main non-financial rating agencies.
AA A
A
87/100 86/100
85/100 83/100 A-
82/100 B- Prime 83/100

81/100
3.8/5
76/100 C+ Prime
70/100
68 /100
73/100 C-
61/100 67/100
64/100
59/100
58/100 56/100
47/100
2015 2016 2017 2018 2019 2020 2021

Driving change through

operational performance
Interview with Lisa Coleman,
Group Head of Post-Merger Integration
and Operational Performance
What were the highlights of Worldline’s How did the pandemic affect
operational performance in 2021? Worldline’s operational programme?
2021 was an exciting, complex and challenging year for our A crucial element to our success in 2021 was our ability to stay
operational performance. in touch and engaged with our people, even during a period of
extended remote working.
We completed the first 12 months of our integration programme
for Ingenico, delivered quick wins, accelerated organisational We got to know new colleagues in the most extraordinary
change and initiated major IT programmes such as consolidating circumstances, we focused on our priorities and the deployment
our payment platforms. of our solutions, and we delivered on our commitments. We have
introduced a hybrid working approach so that Worldliners can
work from home up to 50% of the time.
How well is Worldline reacting to

developments in the market?
In an environment of fast-changing technology, the year
reinforced the critical importance of change management,
of being open, and of reacting flexibly to circumstances.
For example, we responded quickly to changes in the

employment market by ramping up recruitment capacity and
accelerating our onboarding of new talents. We delivered
c. 25% growth in our nearshore and offshore teams in 2021.
Recruitment, values, culture and the employee experience are

major priorities for Worldline’s executive team. We are making
excellent progress in all these areas.
“With clear ownership and accountability, strong

engagement from management and regular
touchpoints and discussions, we have succeeded
in transforming ourselves, generating synergies
and creating real value for our stakeholders.”
Lisa Coleman,
Group Head of Post-Merger Integration and Operational Performance

How is the
market’s perception
of Worldline changing?
To maximise the impact of the new
Worldline brand, which covers nearly
all our operations, we launched a
series of initiatives to improve our
external positioning.
We also redesigned our

communication and marketing
campaigns to support the growth of
our business.
What are Worldline’s

operational performance
priorities for 2022?
We will continue to deliver on UNITED we stand
integration projects for acquisitions
that we have already completed as Following the closure of our acquisition of Ingenico at the end of 2020, in 2021 we rolled
well as for any new acquisitions that out the UNITED programme to integrate Ingenico across Worldline. The programme
we make. saw us outperform our initial targets and make rapid progress with the integration of
Ingenico’s people, despite the challenges of working remotely due to Covid-19.
Another priority will be to continue
to implement our UNITED Using best-of-breed practices from both Worldline and the former Ingenico, we are
transformation programme transforming our company so that it is focused on fostering customer centricity, agile
throughout Worldline. And we will decision-making and marketing the benefits of our products and solutions.
continually challenge the way we go
about our business. Under the The programme oversaw reskilling of staff into new positions and harmonising key
umbrella of our SMART programme, internal IT processes such as our systems for enterprise resource planning and payroll.
we will remove pain points, focus By the end of the year, we had merged our separate global headquarters into one
on higher value-added activities building in Paris and launched numerous other real estate plans.
and seek new ways to improve
our productivity and accelerate Under the framework of UNITED, we are continuing to harmonise our payment platforms,
our growth. consolidate our data centres and unify our networks. We have also defined a new customer
relationship management solution for our end-to-end sales process which we will deploy
in 2022.

Our commitment to creating value.............40
Our business challenges..............................42
Our people challenges..................................56
Our ethics, compliance and sustainable
procurement challenges .............................66
Our environment challenges ....................... 72
Our local communities challenges ............. 76

Reinforcing
trust
in our societies

Reinforcing trust & security in our societies
Our commitment to
creating value
CSR central to our value creation
Corporate Social Responsibility (CSR) is at the heart of Worldline’s strategy
for value creation. This integrated approach allows us to respond effectively
to our CSR challenges, improve our performance and create sustained long-
term value for customers, investors, employees and all our stakeholders.
Rising to the CSR challenges of an Increasing our CSR momentum

enlarged Worldline
We have raised our ambitions and added new targets to address
all our major challenges. For example, to attract and retain top
In 2021, the integration of Ingenico and the launch of our Trust
talents we will significantly increase annual training. We have
2025 roadmap for CSR opened a new chapter for excellence,
raised our target for CO2-eq reductions to 25% by 2025 (scopes
innovation and sustainability at Worldline. Our extended global
1 and 2). This industry-leading target, which applies across
reach and supply chain resulting from the acquisition of Ingenico
the scope of our enlarged business, has been validated by the
is a key step change in terms of the scope of Worldline’s CSR
Science Based Targets initiative and is consistent with a 1.5°C
challenges. As a global leader intent on shaping the future
trajectory for global warming. Previously, we were targeting a
of payments, we are more committed than ever to operating
20% reduction in emissions, compatible with global warming of
payment solutions that enable viable economic growth and
below 2°C.
reinforce trust and security in our societies.
The integration of Ingenico has provided a useful opportunity to
consolidate a best-in-class suite of compliance policies, including
Our CSR roadmap for 2025 our new anti-money laundering & counter-terrorist financing
policy and our new Human Rights policy that addresses our
Trust 2025 is our new five-year roadmap for CSR and will play a
increased risks and commits us to thorough oversight of our
major role in ensuring we can achieve this vision. It builds on the
key suppliers.
success of our previous programme Trust 2020 and reflects our
intention to scale up our commitment to excellence in CSR and to
As part of our company-wide
embed trust and security at the heart of all our activities.
employee empowerment
process, our Onboarding
Designed closely with the active engagement of both the
plan, we are raising
Executive Committee and the Board of Director’s Social and
awareness through
Environmental Responsibility Committee, and validated by
webinars and roadshows
the Board of Directors in 2021, Trust 2025 introduces new
about the CSR challenges
best practices to maintain Worldline’s CSR leadership of the
Worldline faces, the
payments industry.
actions we are taking and
how employees can play
The programme is structured around eight ambitions (see p.13)
their part in helping us step
to address Worldline’s major challenges in the following areas:
up the pace to achieve the
business, people, ethics, value chain, the environment and
targets of Trust 2025.
includes a new focus on local communities. Across all these
areas, the 16 measurable objectives set by Trust 2025 represent
a significant advance on our previous CSR programme.
“With the integration of Ingenico, we

are scaling up our commitment to
excellence in CSR so we can meet the
ambitious targets of Trust 2025.”
Sébastien Mandron,
CSR Officer

[GRI 102-12] [GRI 102-14] [GRI 102-15] [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 102-46] [GRI 102-47] [GRI 103-1] [GRI 103-2] [GRI 103-3] [GRI 203-1] Reinforcing trust & security in our societies
Embedding sustainability
in our operations
and our offerings
Worldline is progressively reinforcing its commitment to excellence in sustainability
through the integration of the United Nations’ Sustainable Development Goals in
our customer solutions, our dialogue with stakeholders, our internal operations
and throughout our value chain. The UN SDGs have been formally integrated into
our Corporate Social Responsibility strategy and Trust 2025 programme.
Stakeholder tool to measure sustainable performance

Worldline carries out a detailed mapping analysis to identify and measure our contribution to all SDGs. We chart this information onto
a universal reading grid on sustainable development so that customers, investors and other stakeholders can see how Worldline’s
solutions contribute to the UN SDGs and contribute to our customers’ sustainable performance.
For more information, please see pages 90-91.
2025 targets for revenue that contributes to UN SDGs

To meet our customers’ expectations and exceed their satisfaction levels, we embed our sustainability
commitments into our innovations and our solutions. Worldline’s Trust 2025 programme includes a
target for generating revenue that contributes to the UN Sustainable Development Goals.
Economic benefits Social and well-being
Generating growth with solutions that make Supporting the protection of vulnerable populations by
payments processes easier and more customised, facilitating access to secure and sustainable payment solutions,
improving customer experience and loyalty. e-health services and transport systems anywhere anytime,
thereby contributing to financial and social inclusion.
Environmental footprint Governance, trust and compliance
Being a player in the fight against climage change through Committing to deliver trusted and secure solutions across the
digital solutions to reduce paper and transport use and payment value chain through all Worldline solutions to minimise the
optimise energy consumption (e.g. through smart grids). risk of fraud and cyberthreats, and ensure compliance with data
protection regulations, while supporting citizenship and democracy.
In 2021, Worldline generated € 2,109 million of sustainable revenue, which is broken down
as follows according to the SDGs to which our company contributes most.
34% Contribution to the various UN SDGs through our offerings

27% (as a percentage of revenue from sustainable offerings in 2021)
7% 6% 6% 5%
3% 3% 3% 3% 2%
0%
SDG 16 SDG 8 SDG 9 SDG 12 SDG 11 SDG 17 SDG 4 SDG 3 SDG 10 SDG 7 SDG 13 SDG 15

Our
business
challenges
Risks Opportunities
• Sustainable innovation • Sustainable digital transformation and business reinvention

• System security & reliability • Cyber and advanced security offering
• Business continuity • Operational excellence
• Data protection • Legal & internal control mechanisms
• Customer relationship • Trust & compliance throughout the value chain
management
• Delivery quality and competitive advantage
• Safety and physical security
Trust key ambitions

2025
#1 Guarantee delivery of excellence and utmost quality of service
#2 Enhance customer experience through positive impact solutions
Trust 2025 Dashboard Indicator 2021 Target 2025
Platforms secured & available Quality score – Contracts services 99.9890% 99.9900%
availability & response
Quality score – Platforms services 99.877% 99.9900%

availability & response
% of data subject requests answered in 97.2% 100%

time and in compliance with Worldline
privacy policy
% of ISO 27001 certified sites according 51%1 100%

to the security policy
Customer experience & Customer Net Promoter Score 46 52

innovation
Total revenue of “sustainability offering” 2,109 2,307
(€M)
1
Eligible sites include site with more than 50 employees, strategic data centers and sites with less than 50 people but certified to fulfil business requirements.

[GRI 102-16] [GRI 103-2] [GRI 102-14] [WL1] [WL2] [GRI 102-12] [GRI 102-32] [GRI 102-45] [GRI 102-46] [GRI 102-48]
[GRI 102-49] [GRI 102-51] [GRI 102-52] [GRI 102-54] [GRI 102-55] [GRI 102-56] [GRI 103-1] [GRI 103-3] [GRI 102-54] Reinforcing trust & security in our societies

Merchant Services
Worldline is the European leader in Merchant Services and we offer the market a unique value
proposition with our global portfolio of payment solutions. We provide our merchants and
banking partners throughout Europe with a single entry-point to the entire payment ecosystem,
simplifying access to new payment methods. Worldline supports local needs, languages and
currencies and we are helping merchants offer their customers sophisticated digitised ways
to pay, while ensuring complete security and regulatory compliance.
Extending our global reach Enriching our value proposition

Merchant Services has benefitted from the significant expansion In the challenging economic conditions of the pandemic, Worldline
of our geographical reach and the enlargement of our product has enabled merchants to diversify their payment methods and
portfolio following the integration of Ingenico. We have combined add new smartphone-based possibilities such as QR codes and
Ingenico’s expertise in acceptance with Worldline’s leadership in Buy Now, Pay Later. In 2021 our Android payment terminals such
acquiring, creating new possibilities for cross-selling. as YUMI transformed in-store interactions. We are enabling new
omnichannel payment methods such as Account-to-Account
As well as generating cost and revenue synergies, the integration transactions and helping our global customers access popular,
generated immediate synergies in terms of culture, innovation low-cost local payment methods in international markets. We
and operations. are also leveraging our strengths in acceptance and acquiring to
provide merchants with a full-service offering that is completely
We continued to acquire new Merchant Services activities tailored to their industry. With a customer-centric approach
throughout 2021, in Greece, Italy and the Scandinavian countries. and strong partnerships across the payment value chain, we
In today’s acquiring market, we are the clear partner of choice are delivering innovations that are creating even more value for
for banks who want to join forces with an industrial player merchants and accelerating our own business.
with the technologies and products that they need to become
more competitive.
Accelerating our opportunities for growth
Our three-year strategic plan envisions further acquisitions and
partnerships with banks to extend the reach of our products in
Europe and beyond.
As the pandemic recedes, we continue to support small

merchants with simple and low-cost solutions while helping
larger customers enhance their omnichannel offering and expand
into high-growth markets around the world.
At the same time, we will continue to consolidate our platforms,

migrate to cloud, develop new offerings and intensify cross-
selling to our customers. Supported by the tail winds of today’s
fast-paced market changes such as the shift from cash and the
rise of local payment methods, we fully expect to achieve double
digit organic growth from 2022 to 2024.
“After a period of extraordinary transformation,

we are continuing to enrich our value proposition
for merchants and to strengthen our position
as a trusted partner for the long term.”
Vincent Roland,
Head of Merchant Services

[WL8] [WL 4] Reinforcing trust & security in our societies
1.1 M c.22BN c.270K

merchants acceptance and acquiring transactions e-commerce customers
served per year and websites
Growing Avanti A Scandinavian

in Greece in Italy powerhouse
In 2021 Worldline acquired a leading In another significant step forward in With the acquisition of Handelsbanken’s
position in the dynamic Greek market Worldline’s strategy of partnering with card acquiring activities in the Nordic
with the acquisitions of network services major banks to enhance its presence countries of Sweden, Norway, Finland
provider Cardlink and 80% of Eurobank in high-growth markets, Worldline and Denmark in 2021, Worldline pursued
Merchant Acquiring. acquired 80% of Axepta Italy, the our strategy to expand our presence in
merchant acquiring arm of BNL, in 2021. strong growth markets across Europe
With a c.20% share of transaction through partnerships with leading local
volumes and a portfolio of Axepta Italy is one of the largest financial institutions.
123,000 merchants, Eurobank Merchant Italian acquirers, with c. 200 million
Acquiring is one of the largest acquirers in acquiring transactions per year, a Handelsbanken is a major card
Greece. In a country experiencing a strong c. 5% market share, and a diversified acquirer in the Nordic region with over
move away from cash towards cards and loyalised customer portfolio of 550 million transactions acquired per
and digital payments, the acquisition around 37,000 merchants in this fast- year, representing a payment volume of
represents a major opportunity for growing market. c. € 20 billion. The company also serves
Worldline to expand its Merchant Services a diversified portfolio of more than
activities, especially in the travel and There are attractive growth opportunities 20,000 merchants.
hospitality industry. in the Italian payments market, driven
by the shift from cash to cards and We plan to scale up our platforms and
These two operations, Eurobank and electronic payments, which accelerated roll out our solutions in close partnership
Cardlink, will give Worldline a leading during the pandemic. In a context where with Handelsbanken to drive our growth
position in the Greek market. Cardlink is luxury and retail sectors are flourishing, in this region which is already seeing
the country’s leading network services and strengthened by our leading role in a rapid increase in digital payments
provider, managing around 500 million the travel and tourism sector, the country and e-commerce, supported by a solid
transactions a year, representing 53% of offers ample growth opportunities for economic environment.
merchant sale volumes. Worldline’s rich portfolio of solutions.
Worldline will now provide merchants More than 100 new colleagues have
in Greece with a strong end-to-end value joined Worldline following the transaction.
proposition, covering the needs of all This alliance with BNL is another example
sizes of retailers. We will accelerate our of Worldline’s appeal to banks as an
growth in the country through Point of Sale unrivalled strategic partner for their
acceptance deployment, introducing value- merchant services activities.
added services and launching a one-stop-
shop offering for merchants.
Opening new corridors to growth markets

As a glocal player, combining global scale with in-depth local international schemes – reducing fees and increasing
understanding and partnerships, Worldline is in a unique authorisation rates. Our offering in high-growth geographies
position to support major digital merchants access fast- and markets such as Brazil, India and China, moreover,
expanding, complex markets such as South Korea and India. enables merchants to accept local payments and currencies
without the need to set up a local business entity, as well
Thanks to our payment corridors offering, consumers can as to avoid high cross-border fees and manage foreign
purchase products on popular global e-commerce sites using exchange risks. Soon we will add new corridors to other
domestic payment methods rather than the more expensive attractive online markets, including Singapore and Japan.

Financial Services
Worldline processes the largest volume of financial transactions in Europe. At a time
when payments are commoditising rapidly, our customers benefit from our industrial
scale, our global expertise, our full coverage of the value chain and our in-depth
understanding of local markets. Worldline’s Financial Services business line is the partner
of choice for banks who want to take their payments operations to the next level.
Solid progress despite Growing the Priorities for today

pandemic restrictions digital opportunity and tomorrow
As lockdowns and restrictions on Worldline’s Digital Services are unlocking Our migration to cloud will
commerce were less severe in 2021 than new opportunities to accelerate our increase our competitiveness
in 2020, transaction volumes increased growth. We are developing new use cases and flexibility and will support the
year-on-year across all four main areas and value propositions in areas such as continued growth of our processing
of the Financial Services business line: Digital First Issuing and we are seeing high volumes. Our position at the heart of
acquiring, issuing, account payments and levels of interest in secure, bank-based the open banking ecosystem will be a
digital services. We recorded a steady e-identity. As digitisation intensifies, banks major growth accelerator for Worldline
overall revenue growth of 5% during a have a critical role to play by providing and our customers. Open banking is
second year of the Covid-19 pandemic society with secure identification services. creating major opportunities for banks
which profoundly challenged the way we We are working closely with PSA Payment and Third Party Providers (TPPs). We
work together. The pandemic generated Services Austria to roll out a pioneering will play a central role in its development
a surge in demand for our Access Control digital identity solution that will point the by intensifying trusted partnerships
Server (ACS) solution for secure e/m- way to a new era of e-identity services with fintechs across the open banking
commerce, providing cardholders with based on banks. As a clear leader in marketplace and developing new value-
a user-friendly interface and trusted value-added digital services, we are added services for banks. As we expand
authentication method. also participating in initiatives which will our geographical presence we will
transform payments. continue to focus on our long-term
partnerships, on trust and on sustainability
to ensure we create value for our
customers and all our stakeholders.
“Our clients in the financial services sector turn,

and return to Worldline because we are the most
trusted, reliable and innovative partner in payments
solutions to support them on their journeys of digital
acceleration and payments transformation.”
Michael Steinbach,
Head of Financial Services

320+ c.15BN c.125M c.10BN c.11BN

financial payments cards under issuing processing acquiring processing
institutions per year management transactions transactions
A trusted Partner
partner in Austrian
for ABN Amro transformation
In 2021, we renewed a long-term Worldline is helping PSA Payment
outsourcing contract with ABN Amro Services Austria turn Austria into one of
covering many parts of our Financial the world’s most advanced ecosystems
Services portfolio offerings, including for payments and transactions.
Issuing and Acquiring Processing,
Clearing and Settlement for Instant In early 2021, the payment system
Payments, SEPA Credit Transfers and operator extended its agreement with
Digital Services. Worldline from processing card payments
to covering the clearing and settlement
The comprehensive contract renewal is a of domestic and international interbank
clear statement of confidence in Worldline payments. Together, we are laying the
from a former Equens shareholder. foundations for the instant payments
When Worldline became the full owner of the future.
of Equens in 2019, ABN Amro and the
other banks who had been shareholders In November, we were chosen to provide
of Equens gained complete commercial the technological basis of ich.app, PSA’s
freedom to select their financial innovative digital ID solution for Austria.
services partner. At a time of increasing Based on our WL ID Centre and WL
competition in payments, ABN Amro’s Trusted Authentication offerings, ich.app
decision confirms that Worldline is the will enable consumers to use their existing
most reliable and trusted partner in the ID as a customer of an Austrian bank to
payments processing marketplace. quickly identify themselves with online
retailers and service providers. In 2022,
PSA Payment Services Austria will start
rolling out this ground-breaking initiative,
which will be one of the world’s most
extensive bank-led e-identity solutions.
ATMs
in the Baltics
In 2021, Luminor Bank, the third largest
financial services provider in the Baltics,
signed a five-year agreement with
Worldline to operate and upgrade its
ATM network across Estonia, Latvia and
Lithuania.
Unifying the network will make it more

efficient and will provide Luminor’s
customers with consistent functionality
and service across the Baltics. As its
trusted partner, Worldline will introduce
innovations across Luminor’s network,
making cash transactions more accessible
and secure for all the bank’s customers.

Mobility & e-Transactional Services

Mobility & e-Transactional Services offers customers a breadth of solutions designed
to accelerate and enhance new digital services and new business models that take
advantage of the increasing digitisation of the physical world at the same time as
encouraging sustainable mobility, reducing energy consumption and securing data.
Ready for market momentum We have numerous opportunities in the public transport sectors
in France and the UK, where we provide payment services for
The pandemic had a mixed impact on our business in 2021. transport companies. Worldline is focused on driving social
In e-ticketing, ticket volumes were higher than in 2020 and mobility through payment and access solutions. The creation
we saw a significant increase in processing volumes in the of Great British Railways will provide many opportunities.
Trusted Digitisation domain, where we are supplying healthcare Meanwhile, Worldline is well positioned to provide our tried and
companies and insurers with a new range of secure digital tested state-of-the-art solutions in response to the EU’s plans for
applications. In France, we are the leading provider of hosting regulation of electronic identification and trust services (eIDAS).
solutions for patient data and in Germany we manage electronic
healthcare cards for a range of insurers.
A rapid growth agenda
Targeted solutions for the digital age As we move into 2022 and into the future in general, we will
accelerate our growth and expand our margins by placing added
Across many industries, we helped our customers respond to the focus on product innovations. To respond even more effectively
pandemic in 2021 in innovative ways that reinforce trust in our to our customers, we are rapidly migrating to the cloud.
society. For example, over 100 banks in Europe are now using By embracing the principles of agile software development, we
WL Contact, our cloud-based call centre solution, to strengthen will transform the way we deliver our processes and develop
their customer relationships while there are restrictions on face- solutions faster than ever before.
to-face contact.
We are also intensifying our cooperation with Worldline’s other
In the Trusted Digitisation area, whether digitalising customer business lines. We have expanded our mobile application
identification for health insurers, tracking tobacco products competence centre and increased our supply of cutting-edge
across Europe and beyond, or helping the French government get solutions to Merchant Services, such as digital wallets and WL
young people into work, we are making digital transactions more Scan & Pay. We work very closely with our colleagues from
secure, trusted and transparent. Financial Services to make sure our WL Contact customers
are benefiting from Worldline’s digital banking solutions and
to develop innovative e-identity services for the payments
ecosystem. Worldline provides core components for Austria’s
national digital ID solution “ich.app” to PSA Payment Services
Austria GmbH. Our B2B payments product WL Bill Pay & Match is
leveraging our group payment solutions.
“Wherever we operate, our priority is always to

create value for our stakeholders and to seize
new opportunities to increase trust and security.”
Claude France,
Head of Mobility & e-Transactional Services

350+ 1.9BN 3.5M 10M

customers across numerous SMS sent connected secured ID and passports
industry sectors per year objects generated per year
WL Contact Certified secured cloud in France

comes of age In 2021, Worldline became the third company to obtain the SecNumCloud qualification
from the French National Agency for Information Systems Security (ANSSI) for the
Worldline’s WL Contact offering Infrastructure as a Service (IaaS) solutions it offers on its private cloud. This recognition
is helping more than 100 banks demonstrates Worldline’s high level of security in the provision of Cloud services.
improve customer communications
and enhance their relationships
despite pandemic restrictions. In
2021, the volumes of interactions Ticket to ride
processed by WL Contact were
35% higher than in 2020. Travellers to Gatwick Airport near London are enjoying a vastly improved customer
experience thanks to new self-service kiosks designed and installed by Worldline.
At BNP Paribas operations across
Europe more than 20,000 people The new ticket vending machines, which we developed in 2021 in partnership with
are now connected to WL Contact, Evoke Creative, make it much simpler and quicker for rail customers to purchase tickets.
in both call centres and in bank
branches. WL Contact manages Govia Thameslink Railway (GTR), the UK’s busiest rail operator, is currently trialling the
all types of queries from bank machines as part of the redevelopment of Gatwick Airport rail station. The full screen
cardholders, whether they want customer interface and purchasing flow of the new kiosks aim to simplify the payment
to check their balance, ask for process in line with the overall UK rail industry strategy to improve the ticket purchasing
a block on the use of a card if it experience so as to attract more passengers to travel by rail.
has been lost or stolen, or make a
€16BN 8.2/10
wide range of other requests.
WL Contact uses the latest

advances in AI and chatbot Tickets sold per annum UK transport clients’ Net Promoter Scores
technology to help our customers
provide an immediate and
effective response and to
process customer requests in
Digitalising healthcare information
complete security, unlocking
The Carte Vitale health insurance card has been an indispensable part of French life
major productivity gains.
for over 20 years, providing millions of people with easy access to healthcare. In 2021
Using WL Contact, most customer
Worldline joined forces with digital healthcare specialists GIE SESAM-Vitale as part of an
calls can be handled in an average
innovation partnership to develop a smartphone app that will usher in a new, digitalised
of just 20 to 40 seconds.
era for the Carte Vitale.
In 2021, global technology firm
The new app will enable online identification and authentication for insured people and
OMDIA recognised Worldline as
will grant users access to a range of new online functions in addition to the services
a global cloud contact centre
provided by the physical Carte Vitale.
provider, citing the WL Contact
offering. "Worldline has now
Worldline is deploying all its expertise in mobile security and authentication to ensure
developed into a world-class
the highest levels of protection for sensitive healthcare data. Users of the mobile app
cloud contact centre provider",
will benefit from at least the same level of security as holders of the physical card.
OMDIA said.
232M
WL Contact calls per year

Quality, security, risk management

and business continuity
In a fast-changing payments market and a complex security landscape, Worldline deploys all its
expertise and experience in quality, security, risk management and business continuity to ensure
complete peace of mind for our customers and stakeholders. In 2021, we took the best practices
of Worldline and Ingenico to establish a target organisational model for our extended organisation,
implementing revised methodologies and reporting processes to ensure the very highest levels of
quality, security and value creation for all our customers.
Rapid progress to integrated security As we integrate the IT assets of our acquisitions and transform
our IT landscape for cloud, we are embedding security
Having nearly doubled in size following our acquisition of improvements in the design of our software environment across
Ingenico, Worldline’s potential exposure to security threats all our endpoints and networks.
increased. In response we upgraded our risk management
system, implemented a new governance structure and enhanced Worldliners form a key element in our security defence and
our agility and speed in responding to any potential cyberattack. receive dedicated training in security as part of our efforts to
protect Worldline against attack. In 2021, 94% of Worldliners
Over the course of 2021 we fully integrated our global security across all our global business lines completed a comprehensive
management organisation, which consists of state-of-the-art online security training programme covering our security policies
capabilities in fields such as threat intelligence, identity and and related standards, procedures and guidelines. In 2022, we
access management and vulnerability management. will deliver differentiated training, including advanced training for
Making full use of our expertise in Endpoint Detection and Worldliners working in more sensitive positions or fields.
Response and the work of our Computer Security Incident
Response Team and Security Operations Centre, we aim Raising the bar for a secure future
to exercise full control of all assets within Worldline’s newly High service availability in relation to our contracts and platforms
extended perimeter. and enhanced quality and security are stabilising customer
satisfaction levels. In 2021, we achieved a customer satisfaction
score of 8.1/10 in our annual tactical survey and reached a Net
Promoter Score of 46.
“We have restructured and redefined our security

organisation model, taking the best of Worldline and
Ingenico. We have also revised our governance of risk
management and have prepared our organisation to
respond to the increasing trend of cyberattacks.”
Eglantine Delmas,
Group Head of Quality, Risks and Security

[GRI 203-1] [GRI 418-1] [GRI 103-1] [WL1] [WL3] Reinforcing trust & security in our societies
51% 94% 500M+

of 75 eligible sites certified employees received dedicated transactions secured
for ISO 270011 security training
Fighting Mapping Business continuity

back against Worldline’s risks in the pandemic
mobile fraud In addition to the cybersecurity risks Worldline offers resilient business
that Worldline faces as a major player in continuity to all its customers, committed
At a time when four out of five online the payments industry, in 2021 our risk at all times to service availability, quick
attacks involve mobile applications, mapping exercise identified a series of response times, regulatory compliance
with banking apps a target of choice other risks to which we are exposed. and alignment with best practices,
for fraudsters and hackers, Worldline is ensuring the full confidence of our
focusing its efforts on protecting the data A risk that has emerged, and which we customers and protecting our reputation.
of its customers and their end-users from expect to continue in 2022, is the supply
mobile fraud. chain risk. A shortage in electronic We made full use of our Business
components has impacted all companies Continuity & Resilience programme in
Our strategy for combatting fraud is built in the technology industry and beyond. 2021 to minimise disruption from the
on three key elements: the expertise of We are closely monitoring developments Covid-19 pandemic to our customers,
the Worldline Mobile Security Centre; in our supply chain and are in regular employees and other stakeholders.
the implementation of an adaptive contact with our suppliers to assess and We also implemented local business
security paradigm; and the anticipation mitigate this risk. continuity plans, and all employees were
of new market needs around fully able to work from home or on site
mobile cybersecurity. An additional risk that evolved in 2021, depending on the recommendations of
is the increased competition for talent in each government.
Our Mobile Security Centre, which has the technology and payments industries,
been active for ten years, has secured while the continuing Covid-19 pandemic With regular monitoring by Worldline’s
more than 20 million mobile devices in a is putting more pressure on people. In Executive Committee, based on the input
wide range of sectors and in 2021 secured response, Worldline is actively enhancing of local management, Worldline has been
more than 500 million transactions. its employer brand and improving its able to provide full continuity of service
performance in attracting and retaining throughout the crisis and position itself
Our adaptive security paradigm allows talent. For more details, please see strongly for the post-pandemic recovery.
us to respond dynamically to any cyber- pages 58-59.
threat. We regularly inform our clients
of new threats to mobile security and For all the risks identified by our risk
we prevent attacks using an end-to-end mapping exercise, we have implemented
approach that includes features such as mitigating actions to ensure that we meet
Hardware Security Modules (HSM). We our strategic objectives.
also monitor and detect any intrusions
on the smartphones of end-users and
manage the corresponding alerts.
We are anticipating new needs that are

emerging in the financial services market,
in the public sector, and in healthcare,
transport and merchant services. As
physical items such as national ID cards,
tickets, payment terminals and paper
healthcare records are digitalised, it has
never been more important to ensure
that sensitive data is not accessible to
outsiders and that attackers cannot enter
the smartphone application.
1
ligible sites include site with more than 50 employees,
E
strategic data centers and sites with less than 50
people but certified to fulfil business requirements.

Reinforcing trust & security in our societies [GRI 102-8] [GRI 102-12] [GRI 102-13] [GRI 102-16] [GRI 103-2]
Innovation
The innovation ecosystem at Worldline focuses on areas of strong strategic interest to develop
and expand our vision of future value-added offerings for our clients, partners and their
customers. We work alongside our customers in dedicated innovation sessions and workshops
to develop proofs-of-concept (POC), identify opportunities for co-innovation and solve business
challenges. We work together not just to imagine the digital future, but also to create it.
Personalising the The opportunity Priorities on

customer experience to transform our radar
Researchers at Worldline Labs are With our unique end-to-end coverage We continue to strengthen our
leveraging the latest technological of the payment value chain and R&D capacity by spending € 244 million* in
advances to improve the experience of adjacent markets, we are leading developing new products and enhancing
consumers online and in-store. We are the way in introducing value-added the technologies and functionalities of
developing chatbot and voicebot solutions innovations across the world of payments existing solutions in 2021. We are currently
that integrate the latest developments and transactions. consolidating our platforms and moving to
in Natural Language Processing (NLP) cloud and APIs, allowing us to deploy new
and sentiment analysis to increase the In Merchant Services, we are helping services even more efficiently and rapidly.
satisfaction of online users. merchants accept Alternative Payment
Methods. In Financial Services, we are Our innovation community is currently
Our engineers are testing the security of enabling banks to offer a new range of focusing on opportunities in major
facial recognition and developing non- services such as Account-to-Account technology domains, including Trusted
intrusive solutions that recognise, for Payments. In Mobility and e-Transactional AI, Distributed Ledger Technology, Self-
instance, a consumer’s hands and palms. Services, we are helping customers roll Sovereign Identity and Advanced Virtual
out digital services including ticketing for Assistants, which allow Worldline to create
We are even researching ways to use AI to public transport and recharging solutions value through product innovations in areas
authenticate users from their behaviour, for electric vehicles. such as open banking, Buy Now Pay Later
based on the inputs generated by and cryptocurrencies.
their devices. Thanks to our leadership of payments * From continued operations
acceptance, acquiring and processing,
Worldline specialists are also using AI to our growing ecosystem of partnerships,
make it simpler to use vending machines and our unrivalled expertise in trust,
and smart lockers, helping consumers security and user experience, we are
pay invisibly, and progressing towards helping transform the business models
a whole new level of trust across the of our customers.
customer experience.
“The acceleration of payment innovation is

an extraordinary opportunity that is inspiring
experts across Worldline’s ecosystem.”
Stéphan Blachier,
Head of Worldline Labs

[GRI 102-43] [GRI 102-44] [GRI 418-1] [WL 1] [WL 2] [WL 8] [WL 4] Reinforcing trust & security in our societies
Innovating for sustainability

Innovations from Worldline are helping reduce the environmental
impact of electronic payments and increase accessibility and
social inclusion.
In 2021 we completed a major analysis of the carbon footprint

of an electronic payment transaction, quantifying the impact of
online and in-store payments made with cards or smartphones.
This analysis is informing our efforts to design terminals and data
centre processes that will minimise our environmental impacts.
As payment terminals and kiosks evolve towards mainly touch

interfaces, Worldline Labs has developed a protocol and app that
ensures a secure and reassuring experience for visually impaired
people.
Away from payments, we are exploring ways to improve the care

of elderly people. Using the latest advances in Machine Learning,
AI and the Internet of Things, we are developing a pilot project
that will remotely monitor any anomalies that occur when senior
citizens are at home, potentially giving the elderly the chance to
remain in their own homes for longer.
Authentication made simple

Navigating digital payments
Fraud prevention and detection is a major research focus at
Our Worldline Scientific Community, consisting of around 40 Worldline Labs. In 2021, we increased our cooperation with the
thought leaders, identifies and analyses key trends in society, World Wide Web Consortium (W3C) to improve the trust and
business and technology, and predicts how they will evolve, security of the customer experience.
creating valuable strategic insights that help our customers
prepare for the future. It also engages in regular innovation Using the W3C’s standard for web payment, Worldline has
sessions with customers, partners and prospects. developed a pilot which allows consumers to pay securely
online in under ten seconds. In Worldline’s solution, strong
In 2021, the Scientific Community published its landmark authentication is carried out within the web browser when
report on Navigating Digital Payments – Reshaping Customer the user selects their payment option. There is no need to be
Experience by Simplifying Complexity. The publication explores redirected to another app.
the challenges of the current proliferation of business models
and digital currencies, the potential for new in-store experiences In 2021 we also joined the FIDO Alliance, which aims to
and autonomous payments, and the opportunities for changes in standardise and bring interoperability to the authentication world,
regulation to increase trust at the point of sale. reducing today’s over-reliance on passwords.
“Personally I am particularly interested in how

the regulatory landscape is interacting with
digitalisation. GDPR and PSD2 have already become
part of our 21st century narrative. In the coming
years I expect this will also be the case for digital
wallet, digital identity and digital currency.”
Pauline Schrooyen,
Regulatory Compliance, Netherlands

Reinforcing trust & security in our societies [GRI 102-14] [GRI 102-15] [GRI 102-43] [GRI 102-44] [GRI 203-1] [WL4]
Sales &
Marketing
As a recognised thought leader in the payments industry, we create value for our customers
by keeping them abreast of all the possibilities of digital payments and preparing them for
the challenges and opportunities of the future. Our marketing teams build close ties with our
customers, ensuring they have the bespoke information they need to achieve their business
objectives, including advance notice of Worldline’s new products and solutions.
New marketing channels Prioritising our market position

In 2021, when the pandemic limited face-to-face interactions Our priority is to position Worldline in key markets as the leader of
with our customers, we made extensive use of our internal digital our industry. Our lead generation engine is focused on verticals
studios to communicate to the market and engage with prospects such as hospitality and transport, with a combination of core
and customers. Videos and animated content have become an payment products and value-added services. As our portfolio
important part of Worldline’s marketing channels. We were able to evolves towards new means of payments and innovations centred
organise our first in-person events in the third quarter of the year on account-based payment services powered by open banking,
and will focus in 2022 on exclusive events and break-out sessions we will always ensure that our marketing is targeted, timely and
for our customers. creates the maximum possible value for our customers.
Integrating our customer interfaces

Following the acquisition of Ingenico, we efficiently progressed
in 2021 with the integration of our marketing assets. We are
currently implementing a unified web ecosystem which will
provide all Worldline customers and visitors with the information
they need in just a few clicks. This is a major project that
involves multiple teams from across Worldline. At the same
time, Worldline’s marketing automation, until now separated into
different systems, will be centralised in a single platform.
8.1/10 46
overall customer Net Promoter
satisfaction score Score
Seizing the rebranding opportunity
After completing a significant number of acquisitions in recent
years, our new global brand identity has been a game changer
35
for marketing at Worldline. With all our teams now operating client Innovation
under one umbrella, we are communicating to the market with a Workshops delivered
single, unique and differentiated voice.
The rebranding has now been completed for all our digital
touchpoints and we are capitalising on the opportunity it presents
to generate new content, new leads and new sales.
“We nurture close relationships with our customers,

helping them understand how our innovations
and services can enhance and simplify the
lives of end-users in a multiplicity of ways.”
Esperanza Moreno,
Group Head of Marketing

Global
Communications
As experts in developing creative communications and innovative tools for our internal and
external stakeholders, Worldline’s Global Communications team works closely with all functions
of the company. This was critical in 2021 so that our customers were kept abreast at all times of
Worldline’s latest digital payment solutions while our employees felt supported as they worked
remotely during the second year of the pandemic. Our innovative initiatives reinforced our
company values and maintained our open, caring and collaborative culture.
Progressing with integration Showcasing diversity

Effective employee communications were fundamental to the Our strong employer brand is another of Worldline’s most valuable
successful integration of Ingenico during 2021. We value the assets. New joiners and candidates appreciate the diversity in
expertise and culture of our new colleagues, and our enlarged our workforce as well as the opportunities that Worldline creates
company takes the best of both worlds. We also helped to for its people to develop their careers around the world. Our
integrate former Ingenico customers smoothly and seamlessly. internal global networks and initiatives support our employees to
pursue their interests while helping to move Worldline forward in
line with our company purpose and commitment to CSR. In our
Building on the branding opportunity communications and employer branding, we reflect Worldline’s
unique culture, values and expertise.
One of the highlights of 2021 was Worldline’s rebranding which
was coordinated by the Global Communications team. We now
have a simplified brand architecture with a single global brand Communicating excellence
representing one community of Worldliners. It is an eco-brand,
which has been conceived to minimise carbon impact in both We are now accelerating our communications to match the pace
print and digital formats – signifying our commitment to corporate of growth of our company by clearly illustrating what makes
social responsibility (CSR). Worldline’s brand aims to convey our Worldline stand out to our customers and our employees. We
major asset: the trust we deliver to our customers, our employees will be even more proactive with our external communications
and to society. Worldliners have embraced the new brand and we to support the growth of Worldline, sharing our remarkable
received positive feedback during workshops and other events. partnerships, innovations and projects more widely. We are
We are also consulting our customers on their assessment of our developing more digital tools for our Worldliners – our best
brand. Just as Worldline is evolving, so will our brand. ambassadors – to promote our brand.
“We will be even more proactive with our external

communications to support the growth of
Worldline, sharing our remarkable partnerships,
innovations and projects more widely.”
Sandrine van der Ghinst,
Group Head of Communications

Our
people
challenges
Risks Opportunities
• Employee well-being at • Collaborative environment and being a responsible

work employer by leveraging well-being at work
• Talent attraction & retention • People engagement
• Training & human capital • People career development
development
• Diversity & inclusion
Trust key ambitions

2025
#3 Foster people development, well-being and engagement
#4 Promote fairness, diversity and inclusion for greater equality & performance
Talent attraction & retention Average number of training hours per 17.09 32
employee per year1
Employee satisfaction as measured by 64% 69-70%

the Trust Index of the Great Place to
Work® survey
People diversity % of disabled workforce in the countries +6%2 +20%

imposing legal requirements
% of women in management positions 23.2% 35%
1
Regarding this KPI, please note that Germany is excluded from the perimeter
2
This indicator represents the evolution of the number of employees with disabilities compared to the baseline year 2020 (248 employees)

[GRI 102-8 ] [GRI 102-16] [GRI 102-41] [GRI 404-2] [GRI 103-2] [GRI 403-8] [GRI403-7]
[GRI 403-6] [GRI 403-5] [GRI 403-4] [GRI 403-3] [GRI 403-2] [GRI 403-1] [GRI 102-14] [WL 11] Reinforcing trust & security in our societies

Talent development
well-being and engagement,
diversity and inclusion
Worldline is committed to being a responsible employer and creating value for our people,
whose wellbeing and growth benefit all our stakeholders. In 2021, this commitment helped us
successfully integrate 8,000 Ingenico employees (4,600 employees without TSS) who joined
our company. By establishing balanced management teams and harmonising our processes
throughout the enlarged Worldline, or by designing new agile ways of working, we have been able
to create value for employees former and new.
One Worldline, One Culture

Our ONE Culture initiative aims to define the new Worldline and how to achieve it. The
target is to outperform the market, to be preferred to competitors by customers and
talents, to be open minded towards improvement at all levels and make decisions at the
first relevant and accountable level. The initiative has empowered people across our
organisation, giving them more autonomy and making it easier for them to authorise
investments, recruitment and spending.
Since joining Worldline, former Ingenico employees have enjoyed access to Worldline’s
catalogue of c.20,000 online training courses and world-class training in technology,
languages and leadership. All Worldline employees in qualifying countries were able
to participate in our company-wide employee shareholding plan “Boost”. Through our
ongoing UNITED programme, Worldline has incorporated best-in-breed practices from
Ingenico in areas such as salary review tools, innovation and customer-centricity.
In 2021 our Internal First programme, which promotes internal hiring, continued to
prioritise existing employees for new openings in our organisation. We have created
vibrant communities for innovators, developers, salespeople and other key roles.

[GRI 102-5] [GRI 102-8] [GRI 102-16] [GRI 102-50] [GRI 102-52] [GRI 103-2] [GRI 404-2] [GRI 403-8]
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97% 37% 9
countries eligible for employee female recruitment countries with an action plan for the
shareholding plan employment of disabled people
Progressing in diversity and inclusion

We are making steady progress in gender equity. In 2021, 34% of
the total workforce were women, 26.4% of our talents were women
and 37% of new joiners were women. We are focusing on rapidly
eliminating the gender pay gap in the majority of our geographies.
We have increased the ratio of women in our top 3,200 management

positions from 22% to 23.2% with a target of 35% set for 2025.
We make sure that women are well represented in our talent and
leadership programmes, customer meetings, hackathons and
sales conventions. Our global UNITED network organises events
to raise awareness of all forms of diversity, including LGBTQIA.
In the countries with national targets for the employment of
colleagues with disabilities, we have increased the number of such
colleagues by 6% and aim to reach an increase of 20% by 2025.
Prioritising the employee experience

The most significant people challenge facing Worldline is
recruitment, development and retention. Our priority is to continue
to improve the employee experience, including increasing training
from an average 17 hours per year to 32 hours by 2025. In 2021 we
introduced a hybrid work approach to encourage the return to the
office while also respecting the individual needs of our employees
who can work up to 50% of their time at home. We are committed
to offering our people equitable remuneration and the chance to
make a positive contribution to sustainability and to the world in
line with our company purpose.
“For a fast-growing company like Worldline,

competing for talent and attracting and retaining
the best people is a strategic priority.”
Olivier Burger,
Group Head of Human Resources

Training our people for the future

For Worldline, developing the skills of our employees In 2021, we increased the size of our Worldline
and training them for new challenges is a strategic Leadership Development Programme tenfold and
priority and a major source of competitive advantage. added new expert-led content on Diversity & Inclusion,
Managing Remote Teams, Pandemic Response for
Reflecting our increased investment in skills Leaders, and many others.
development, we recorded a seven-point improvement
in the score awarded by our employees regarding Special programmes for Worldline managers include
training on the annual Great Place to Work® the six-week First Line Leaders (FLL) blended course,
2021 survey. which is designed for Worldliners with at least one
year of management experience, and an extensive
The Worldline Global Learning Offer covers the Senior Level Leader (SLL) programme for experienced
following six major categories: Technology Skills (more managers to strengthen their skills.
than 8,000 courses); Professional Skills (more than
10,000 courses); Language Skills; Our Solutions and At all levels of our training, we aim to ignite the
Industry; Leadership and Management Development; enthusiasm and engagement of our colleagues, build
and Quality, Security and Risk. skills and capabilities that are aligned to our industry
and our business strategy, and develop the Worldline
leaders of the future.
Participant testimonials
“You want to be able to deliver a
clear message and coach the team
to achieve set goals. It sounds easy
but it is hard at times. Participating in
a programme like First Line Leaders
gives you an understanding of all
the different aspects of leadership.
It can provide you with the tools to
be a better leader. The programme
also enables relations between all the
different parts of Worldline. I welcome
every opportunity to get to know new
sides of this great organisation.”
“The Senior Level Leader programme

was a turning point for me. It
changed my perspective in terms
of how I see and act in particular
situations of change. Employees may
not perceive and accept change in
the same way as leaders. Thanks to
SLL, I better realise where we are
and how I can help our employees
get through this change.”

Boost 2021
In December 2021 we launched a new exclusive shareholding plan for our employees,
which includes the opportunity to acquire shares at a 20% discount, a matching
contribution of the Company up to eight shares, and the waiving of administrative fees.
We are strongly committed to aligning the remuneration of our employees with our
long-term performance and financial results. Covering 97% of our total workforce,
which includes many former Ingenico employees and newly acquired companies in Italy
and Greece, this share offering allows Worldline to recognise the contribution of our
colleagues to our overall performance and to strengthen their sense of belonging by
giving them a stake in the success of our long-term strategy.
24.5%
of eligible employees participated in the employee shareholding plan
Revamping Worldline’s
recruitment strategy
Worldline is committed to meeting its strong recruitment ambitions to achieve our
ambition to be as a global leading Paytech.
Our recruitment strategy has resulted in more than 76,000 candidates applying for live
positions at Worldline. The speed and volume of recruitment more than doubled in H2
2021 vs 2020 thanks to a revamped campus management, active sourcing, dynamic
referral programmes in all countries, and campaigns on LinkedIn, Indeed and Glassdoor.
We have also enhanced our attractiveness as an employer through external recognition
such as Great Place to Work® certifications (13 countries, +6 vs 2020) and Top Employer
in 9 countries (+4 countries vs end of 2020). In 2022, Worldline will recruit more than
5,000 experts globally.

Well-being
and engagement
Putting well-being and inclusion first
Promoting well-being and inclusion is crucial for Worldline’s To ensure that Worldline makes every effort to provide a working
performance. We are committed to providing a considerate and environment where all employees feel safe, included, empowered
caring working environment in which employees feel empowered and equipped to reach their full potential, the new Trust 2025
and encouraged to reach their full potential. At Worldline, we are programme sets out our ambition to increase the Trust Index
convinced that it is the quality and commitment of our people to 69-70%. Worldline has launched company-wide initiatives to
which enable us to innovate and create value for society. This is achieve this ambition, such as our Leadership Academy, which
why we strive to become a Great Place to Work® and to provide a aims to empower Worldline managers around the world, and our
secure and non-discriminatory workplace for our people. ONE Culture initiative (see below).
Well-being at Worldline We are proud that 13 countries were certified a Great Place to
Work in 2021, which represents an increase of nine countries
Launched in 2015, our Wellbeing@Worldline initiative was compared with 2020, including France where Worldline has
built jointly by Worldline employees and the support of our many of local initiatives in place. The Worldline ForMe phone
management to enhance a culture of well-being throughout line, for example, enables Worldliners in France to benefit from
the company. The programme aims to promote a stimulating three unlimited, confidential and free support services: health
and healthy working environment as well as to provide the best assistance, social and family assistance and psychological
conditions for the development of skills and talents. support. In 2021 the French Wellbeing team also organised
conferences and workshops on themes such as yoga, gestures
In order to make continuous progress in encouraging a and postures and meditation as part of a Worldline course
culture of well-being and inclusiveness, Worldline runs an on well-being.
annual satisfaction survey for all its employees. The survey is
administered by the independent Great Place to Work (GPTW)
Institute® and provides a detailed view of both employees’
expectations and the areas for improvement that they would like
to see the company address.
In 2021, Worldline’s GPTW Trust Index remained unchanged at 64% despite the largest
acquisition and integration in the company’s history having taken place during the year.
64%
Average Trust Index Camaraderie Work-life Diversity
Great Place to Work®
78% 83% 89%
of employees consider of employees recognise of employees have a
Worldline is a friendly the flexibility to take time positive perception of
place to work off when necessary diversity

[GRI 404-1] [GRI 401-2] [GRI 401-1] [WL 5] [WL 6] [WL 7] Reinforcing trust & security in our societies
Towards ONE Culture

Launched in 2021, the ONE Culture initiative is reinventing the way
that Worldline works so as to bring to life our values – Innovation,
Excellence, Cooperation and Empowerment – and create a united
company with a culture that is committed to outperforming
the market.
As part of the initiative, we are simplifying key processes, speeding

up decisions and execution and collaborating across the company
so that we align our strategy and culture with the needs of our
customers and the market. For example, to strengthen our key
value of empowerment we have radically simplified our processes
for approving investment, spending and recruitment.
ONE Culture, by transforming our working practices and helping

us outperform our competitors, aims to establish Worldline as a
premium brand both in the payment services market and in the
employment market. The ONE culture makes it possible to respond
to the areas for improvement that emerged from the Great Place to
Work regarding process efficiency for instance.

Diversity
and inclusion
At Worldline, we seek to give to all our employees an equal chance to reach their
full potential in the company, regardless of their gender, cultural differences, level
of experience, sexual orientation or disability. It is crucial for Worldline to support
all dimensions of diversity so that our employees feel empowered and encouraged
to give their all at work. The company is committed to providing a secure working
environment that entails promoting fair and ethical behaviours within our workforce.
Half of the Key Performance Indicators (KPIs) in the People • Increase by 20% the number of disabled people we employ,
category of our new Trust 2025 programme are dedicated in countries with legal requirements in place.
to diversity and inclusion. Among the different dimensions of
diversity and inclusion, specific attention has been given to gender • Increase by 35% the number of women in management
and disability. We aim to reach the following objectives by 2025: positions.
A closer look at Supporting our employees

gender equality with disabilities
In 2018, the Gender Equity Steering Committee established Globally, as part of our new Trust 2025 programme, Worldline
twenty gender equity guidelines structured around the three is committed to increasing by over 20% the number of disabled
pillars: “Women attraction”, “Women development and promotion” people we employ in countries where there is a legal obligation to
and “Women retention”. do so. We have identified seven such countries (France, Austria,
Germany, Poland, Romania, China, Italy) and have designed local
A closer look at the retention pillar. To limit employee attrition, it action plans to achieve our ambition. In 2021, the number of
is critical for Worldline to deploy HR neutral processes that will employees with disabilities increased by 6% in these countries.
secure employees throughout their Worldline journey. This is why
gender equity criteria have been fully integrated as a part of the We also have comprehensive action plans at global and country
annual HR processes, notably in the People and Salary review. level to:
In alignment with the ILO Convention 100 concerning “equal
remuneration for men and women workers for work of equal • Raise the awareness of hiring teams, managers and
value”, gender equal pay is also a point of attention. employees regarding disability at work
To achieve equal remuneration for all employees, Worldline • Remove barriers to recruitment
has voluntarily decided to expand the French Equality Index
methodology and assessment, to measure compensation gaps • Help employees with disabilities to remain at work
in 14 countries, representing 80% of Worldline workforce. This
analysis focused on five indicators: • Ensure more inclusive communications
1. Gender pay gap: how are women paid compared to men
2. Annual Salary increases: do women receive increases

as much as men
3. Promotion: are women promoted as much as men
4. Salary increases for employees back from parental leave
5. Diversity (W/M) in the top 10% Highest remunerations
To track, locally and globally, the progress of the Gender Equity

Programme, associated Key Performance Indicators (KPIs) have
been identified in terms of female manager representation,
women retention, attraction and evolution. These KPIs and
corrective action requirements have been shared with each
regional and business line Directors to identify local actions.
The evolution of these KPIs are monitored monthly with
the business line HRDs and shared quarterly with both the
Worldline Management Committee and Gender Diversity
Steering Committee.

[GRI 404-1] [GRI 401-2] [GRI 401-1] [WL 5] [WL 6] [WL 7] Reinforcing trust & security in our societies
“Within Worldline, we believe that it is key to

empower, nurture and develop equally all our talents,
whilst creating an inclusive and safe workplace
for all. Embracing the uniqueness of each of our
employees strengthens our capacity to meet our
stakeholders’ priorities, internally and externally.”
Jennifer Evora,
Head of Wellbeing, Diversity and Inclusion
UNITE network launched Local initiatives in the UK

Established in 2021, UNITE is our employee network that looks Progressive approaches to race equality
at equity, diversity and inclusion (EDI) in Worldline. We have one
simple focus: to empower all talented, ambitious and motivated In 2021, Worldline became the first private sector company to
Worldliners so that they have an equal chance of becoming achieve the Race Equality Code quality mark accreditation in
leaders – if this is their professional ambition – while creating an the UK. The Race Equality Code initiative provides practical
inclusive workplace and a culture of equality for all. guidelines for organisations to follow in order to bring about real
change in the area of race equality in the workforce.
UNITE has the following objectives:
Worldline UK’s CEO James Bain and Anita Gray, Head of
• Understand: share best practices, testimonials, news Equity, Diversity, Inclusion (EDI) MTS UK as well as two senior
monitoring, toolboxes management members completed the Race Equality Code
Assessment as early adopters of the initiative. We also reviewed
• Nurture: awareness sessions, training and relevant company policies and identified follow up actions to
communication, mentorship form a Race Action Plan. Our progress is monitored on a monthly
basis and examples of actions taken in 2021 include voluntarily
• Include: events, networks, connections reporting on the Ethnicity Pay Gap as part of Gender Pay Gap
reporting, setting a diversity objective linked to pay for senior
• Teams: coordination of local initiatives, internal networks, joint leaders, and creating an EDI intranet sharing quarterly data
teams to deliver on specific themes on representation.
• Engage: UNITE daily life, external networks such as Women Ensuring a safe workplace
in Payments
In 2021, Worldline developed a domestic abuse policy in the
UK to ensure that any employee who is the victim of domestic
abuse has the right to raise the issue with their employer
in the knowledge that they will receive appropriate support
and assistance. Worldline also set up guidelines where there
are concerns that an employee may be the perpetrator of
domestic abuse.

Our
ethics, compliance
and sustainable
procurement
challenges
Risks Opportunities
• Compliance with laws & • Operational excellence

regulations
• Reputation resilience
• Bribery & corruption
• Legal & internal control mechanisms
• Responsible procurement
& due diligence in the value • Trust & compliance throughout the value chain
chain
Trust key ambitions

2025
#5 Increase sustainable procurement practices within our value chain
#6 Endorse ethics and confidence in all our activities
Sustainable procurement % of suppliers evaluated by EcoVadis 100%1 100%

with a score below 45 having an action
plan to solve critical findings identified
% of total expenses assessed by 86%1 90%

EcoVadis out of strategic suppliers’
expenses
Data protection % of alerts investigated and related 87% 100%

actions plan defined within two months
1 An active campaign was conducted in 2021 to encourage suppliers to be assessed by EcoVadis. However, it should be noted that the definition of strategic suppliers has changed
in 2020 and 2021. In 2021, the 250 largest suppliers in terms of spending were taken into account. In 2020, strategic suppliers are defined by the buyers taking into account
operational business needs and market positioning. In 2021, Worldline has 113 strategic suppliers covering 37% of the Group’s expenditure.

[GRI 102-6] [GRI 102-9] [GRI 102-13] [GRI 102-16] [GRI 102-17] [GRI 102-33]
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[GRI 205-3] [GRI 419-1] [GRI 102-14] [WL 17]

Sustainable
procurement
Worldline endeavours to exert a positive influence in its payments ecosystem by
applying responsible procurement practices and encouraging the highest corporate
social responsibility (CSR) practices and ethical standards in our supply chain.
Achievements and priorities

for 2022
In 2021, we rolled out our global sustainable procurement

strategy which aims to:
74%
strategic suppliers assessed by
1. Ensure due diligence by assessing supplier related risks, EcoVadis in 2021 (up from 35%
in 2020)
2. Promote responsible purchasing practices with buyers,
3. Continuously improve our strategic suppliers’ CSR performance. 86%1

Levelling up CSR expectations in Worldline’s supply chain in 2021 total spending on strategic
suppliers assessed by EcoVadis
As part of this strategy, we have adopted an enhanced and systematic risk assessment in 2021 (up from 54% in 2020)
process when onboarding new vendors. We now require more information about the CSR in alignment with the Trust 2025
maturity, extra-financial risks and other risks of our new business partners whom we objectives
screen for legal infringements and exposure to corruption risks.
2021 also saw an increasing involvement of our buyers in our dealings with suppliers all
along their lifecycle to ensure CSR is taken into account. Our buyers received dedicated
37%
training on our CSR criteria when sourcing suppliers and conflict minerals issue and total spending of all Worldline
Worldline’s commitment to addressing this issue. We implemented a new KPI for the suppliers assessed by EcoVadis
percentage of buyers who are trained each year on sustainable procurement (65% in 2021
in 2021). In addition and in alignment with this strategy, buyers have been actively
involved in convincing our strategic suppliers to be rated by the EcoVadis extra-financial
assessment and/or to continuously improve their rating. 100%
Focusing on our strategic suppliers with the EcoVadis rating strategic suppliers with a
score below 45/100 (bronze
As a major business partner in the payments value chain, we work closely with our medal) have been contacted by
strategic suppliers to encourage continuous improvement of their CSR performance, Worldline and encouraged to set
in particular in relation to extra-financial assessments that are carried out by the up a corrective action plan to
independent sustainability rating agency EcoVadis. Our partnership with EcoVadis is an improve their CSR performance
important driver for raising CSR standards in the payments ecosystem.
Our objective for 2022 is to
In 2021, we ran several campaigns inviting strategic suppliers to be assessed by
increase the baseline of strategic
EcoVadis and to share their scorecards on the Worldline platform. A total of 84 suppliers
suppliers to make them even
(at parent company level) were assessed by EcoVadis, representing 74% of our strategic
more representative in Worldline’s
suppliers and 86%1 of the total spending on these strategic suppliers. The average score
overall spending.
of Worldline suppliers assessed was 61.8/100.
In 2021, Worldline presented

its approach to over 3,000
participants from 79 countries
at Sustain, EcoVadis’s annual
1
he definition of strategic suppliers changed in 2021 to take into account more accurately the addressable spending
T
and also other business indicators as defined by the buyers. In 2021, Worldline’s 113 strategic suppliers covered 37%
conference on best practices in
of the Group’s expenditure. The 2022 objective is to increase this baseline so that the strategic suppliers list is more sustainable procurement.
representative of Worldline’s overall spending.

[GRI 102-5] [GRI 102-9] [GRI 102-11] [GRI 102-14] [GRI 102-15] [GRI 103-2] [GRI 103-1] [GRI 204-1] [GRI 103-3] [WL 17] Reinforcing trust & security in our societies
“2021 was a consolidation year during which we

strengthened and continued to implement our
sustainable strategy, while refining our procurement
processes to enable more systematisation across
the Worldline group. Both our achievements and
our new partnership with the French Sustainable
Procurement association, OBSAR, are positive
indicators we are moving towards the right direction.”
Lise Besné,
Procurement Sustainability, Risk & Compliance Leader
The CSR performance of Worldline’s

strategic suppliers assessed by
EcoVadis in 2021 !
(84 parent supplier companies) Worldline’s key document to
engage its partners:
• Worldline’s key document &

tools to engage its partners:
86% 58% 81%

the WL Business Partner’s
Commitment to Integrity
charter (available in English,
with a rating above responded to the Carbon have action plans on French and Spanish).
45/100 Disclosure Project (CDP) energy consumption and Alignment with this document
GHG emissions is mandatory as part of the
onboarding process.
52% 88% 81% • Worldline’s Alert System is

available for Business Partners
at ComplianceWorldline@
use renewable energy have a policy on have an active
corruption whistleblowing process worldline.com. All information
in place remains confidential and
if acting in good faith, no
62%
retaliation will be tolerated
against the reporter.
have an audit or assessment process of their suppliers on CSR issues

Source: EcoVadis platform

Ethics
and compliance
Compliance at Worldline plays a key role both in ensuring the company follows all applicable
regulations and in identifying opportunities across the business to create value for our customers.
Responding to a shifting risks map laundering (AML) & counter-terrorist out in parallel an e-learning module for
financing policy, and a new data exposed functions across Worldline.
In 2021, we created value by leveraging protection policy. We are currently upgrading the existing
our compliance expertise in open banking mandatory training in our Code of Ethics
regulations and Know Your Customer In 2021 we also published a new anti- and in anti-bribery to make the courses
(KYC) verification and compliance rules, corruption statement that reflects the more engaging and interactive for our
helping banks to develop innovative risks faced by the enlarged company. employees. New joiners will be required to
projects that meet the needs of their It makes clear that Worldline has zero complete extensive training while existing
customers while fully respecting all tolerance for bribery, corruption and employees will be trained in different key
legislative requirements. fraud of any kind and that Worldline topics each year. All managers will receive
complies with all applicable laws with a dedicated training in anti-bribery and
The acquisition of Ingenico has altered transnational impact (such as SAPIN II anti-corruption. Other compliance topics
Worldline’s risks landscape and introduced in France, the UK Bribery Act 2010 and that will be training priorities for Worldline
new compliance challenges in relation to the US Foreign Corrupt Practices Act), as in 2022 include sanctions, anti-money
supply chain risks across the production well as all laws in the countries where we laundering and data protection.
of payment terminals for our Terminals, operate.
Solutions & Services global business
line, as well as increased exposure to We also updated our compliance alert
money laundering and KYC risks. Our system, which is available to both
94.7%
compliance function responded rapidly employees and business partners. Our
and comprehensively to adapt to this communication mechanisms ensure
change in our risk profile. that ethical or compliance incidents are
effectively addressed while ensuring employees completed
Refining policies confidentiality in line with the updated Code of Ethics training
standards to protect whistle-blowers.
As part of our Ingenico integration
programme, we created a suite of
compliance policies, including a
detailed policy on human rights across
The training priority
Training Worldliners at all levels, including

88%
our business members of the Board, is a critical percentage of management
environment, element of compliance at Worldline. To and exposed function trained
a new anti- address our current risks, we launched in anti-corruption and
money AML awareness training for senior anti-bribery – e-learning
managers to ensure compliance across
6,800
the businesses that Worldline has
recently acquired. In addition to the
mandatory organisation-wide annual
AML training for the most exposed managers and critical employees
functions of our company, we also trained in anti-money laundering
organised anti-corruption training for
the members of the Board and rolled
“Compliance is one of the best ways

of helping Worldline and its customers
seize all emerging opportunities.”
Emilie Maurin,
Group Chief Compliance Officer

[GRI 103-2] [GRI 203-1] [GRI 103-1] [GRI 205-1] [GRI 205-2] [GRI 205-3] [GRI 419-1] Reinforcing trust & security in our societies
Putting ethics Actively monitoring Towards

front and centre data protection Worldline’s
Non-corrupt and ethical business and compliance Vigilance Plan
are considered critical for Worldline’s
long-term success, performance and In 2021 Worldline created a management- During 2021 Worldline developed
sustainable business. To raise awareness led body, the Group Compliance and Data its Vigilance Plan, which involved
on Worldline’s zero tolerance approach to Protection Committee, to assess progress comprehensive risk mapping as well
corruption, on United Nations International in compliance and evaluate corruption, as the establishment of a governance
Anti-Corruption Day (9 December 2021), data protection and anti-money structure.
employees received information on the laundering risks. This new body receives
company’s internal policies surrounding reports of compliance incidents that In line with the French law on Duty of
ethics and compliance. have been investigated and are of critical Care, Worldline’s Vigilance Plan will cover
concern to Worldline’s management. all the activities of the company as well as
Worldliners received a video message those of its subcontractors and suppliers.
about the company’s anti-corruption Chaired by the CEO, members of this It will set out how Worldline mitigates any
programme as well as links to Worldline’s committee include the heads of all Global potential risks posed to human rights,
compliance portal and internal compliance Business Lines, the CFO, Group Head health and safety, and the environment.
policies. They were also reminded of Human Resources, Head of Legal Two committees have been established
that they can safely report situations and Contract Management, the CIO and comprising members from Worldline’s
that they feel might be non-compliant the Head of Quality, Security, Risk and global compliance, CSR, risk management
with Worldline’s Code of Ethics via the Compliance. Special guests are invited to and procurement department.
dedicated Integrity Line and email. meetings if required.
Worldline also reminded employees of the
updated Worldline Global Data Protection
Policy throughout the year.
Risks identified as part of the Vigilance Plan
Based on its business and geographic presence, Worldline has identified and decided to monitor the risks listed below
Human rights Health & safety Environment
Personal rights Physical hazards (ergonomic, Waste management

noise, temperature)
• Discrimination Pollution (CO2, chemicals)
• Sexual harassment Chemical hazards
• Mobbing/workplace harassment Resources efficiency (energy,
• Discrimination towards indigenous population1 Inadequate workplace (building, water, raw materials)
access, asbestos)
Working conditions2 Biodiversity
• Freedom of association
• Child labour
• Forced labour
• Modern slavery
• Rest & leisure
Conflict minerals (3TG + Cobalt)
• Risk that they are mined through forced labour

• Risk to finance armed conflicts/groups
1 It might be affected through our carbon offsetting.

2 These risks may be increased through offshoring.

Our
environment
challenges
Risks Opportunities
• Climate change • Energy efficiency

• International environmental standards & initiatives
• Developing sustainable solutions
Trust key ambitions

2025
#7 Contribute to carbon neutrality
Climate change CO2 emissions reduction (scopes 1,2)1 -49% -25%
% of CO2 offsetted emissions for scopes 100% 100%

1, 2, 3a
1
he first indicator represents the reduction in CO2e emissions on scopes 1 and 2 with regard to the CO2e reduction objective validated
T
by the SBTi. The objective is as follows: Worldline SA commits to reduce absolute scopes 1 and 2 GHG emissions by 25% by 2025
from a 2019 base year. The 2019 baseline covers scopes 1 and 2 for the Worldline and Ingenico scope, including TSS, and is therefore
not equal to the emissions presented in this report. In view of this scope Worldline emits in 2019 on scopes 1 and 2 20,296 tons CO2e.
In order to align with the emissions presented in this report, we have recalculated the 2019 baseline by excluding the emissions
related to TSS. In view of this new perimeter, the 2019 baseline for scopes 1 and 2 is 17,679 tons CO2e. With Worldline’s carbon
footprint on scopes 1 and 2 in 2021 being 8,993 tons CO2e, Worldline’s emissions have decreased by 49% compared to its baseline.

[GRI 201-2] [GRI 103-3] [GRI 103-2] [GRI 419-1] [GRI 305-7] [GRI 305-6)] [GRI 305-5] [GRI 305-4] [GRI 305-3] [GRI 305-2]
[GRI 305-1] [GRI 302-5] [GRI 103-1] [GRI 302-5] [GRI 302-4] [GRI 302-3] [GRI 302-2] [GRI 302-1x] Reinforcing trust & security in our societies
[WL 10 waste WL 10 ISO 14001 Certification]

Eco-responsibility
in payment services
While the growth of digital is increasing energy demand, Worldline is pursuing a low-carbon
environmental strategy designed to create sustainable value for all our stakeholders.
Our environmental challenges A low-carbon leader Our environmental priorities

The Intergovernmental Panel on In 2021, the integration of Ingenico To achieve our Trust 2025 ambitions, we
Climate Change defines carbon neutrality, increased Worldline’s carbon footprint will reduce our energy consumption and our
also known as net-zero, as a balance by 40% (for scopes 1, 2 and 3a). carbon emissions while also offsetting all
between CO2 emissions and absorptions To mitigate the risks of climate change, remaining emissions – mainly by supporting
on a global scale. we have focused our efforts to reduce forest preservation. We are also actively
our energy consumption and lower assessing opportunities for capturing CO2.
Maintaining global warming below our carbon emissions.
1.5°C will require drastic action by We are in the process of implementing
2050. The planet’s limited availability We have aligned our carbon accounting a far-reaching energy efficiency plan for
of carbon sinks (for example in the methodologies and set challenging our offices and business travel. At the
form of forests, soils, and possibly new targets for reducing our carbon same time we are decreasing the energy
technological solutions), means that footprint. Using the pre-pandemic consumption of cooling equipment and
deep cuts in greenhouse gas emissions baseline year of 2019, as part of the Trust increasing the use of virtualisation in our
will be necessary to achieve net- 2025 roadmap we commit to reducing data centres. We are also researching
zero carbon emissions by 2050. our scope 1 and scope 2 emissions by innovative ways to optimise server use
25% by 2025 and our scope 3 emissions and minimise the energy needed to
These extreme challenges are by 7.4%. These targets, validated by the process transactions.
shaping Worldline’s strategies in Science Based Targets initiative (SBTi),
relation to our production and are fully aligned with the 1.5°C trajectory,
consumption patterns. improving on our previous objective of
below 2°C.
Worldline was included in the CDP’s A

list for the first time, putting us among
the leaders of the IT services industry
A
CDP rating
in tackling climate change. (up from A- in 2020)
18
Offices of more than 500
employees ISO 14001 certified
1.65
average Power Usage
Effectiveness of our strategic
data centres
“Following the integration of Ingenico,

we have aligned our carbon accounting
methodologies, overhauled our GHG
reduction strategy and established even
more ambitious targets for the future.”
Pierre Decrocq,
Global Environment Manager

[GRI 103-1] [GRI 302-5] [GRI 302-4] [GRI 302-3] [GRI 302-2] [GRI 302-1] [WL 10 waste WL 10 ISO 14001 Certification] Reinforcing trust & security in our societies
Switching to Walking for Refining our eco

electric cars a better world designs through
As part of our ambitious plans for At Worldline, we encourage initiatives life cycle studies
reducing carbon emissions, we are rapidly to promote awareness of sustainable
increasing the use of electric vehicles in development. In 2021, we organised Worldline is using the most advanced and
our company car fleet and ensuring there sustainability initiatives to support detailed methodology of its kind in the
are adequate facilities for charging eCars. the agenda of the UN Sustainable field of products and services eco-design
Development Goals programme by to analyse the life cycle of its digital
When their company car lease reaches raising awareness of sustainable payment services.
renewal, Worldliners in participating mobility, consumption and cities
countries will no longer have the option for example. In 2021, Worldline carried out a number
of choosing a car powered by fossil of life cycle analysis studies of its main
fuels such as gasoline or diesel. Instead, In 2021 Worldliners participated digital services, including in-store card
they will be able to opt for either a in the Worldline Global Walking payment transactions and e-commerce
hybrid electric car or a battery-run Challenge in support of the world’s payment transactions. These studies
electric vehicle. commitments to tackling climate indicate the many different environmental
change under the UN Kyoto Protocol impacts during the various phases of the
This strategy was rolled out in Belgium and the subsequent Paris Agreement. service life cycle and are being reviewed
in 2021 and will soon be implemented in In a symbolic reminder of these by an independent third party. Using
France and Germany. It will significantly commitments, Worldliners collectively this knowledge, Worldline will be able to
reduce the carbon footprint of Worldliners walked the distance between Kyoto target its activities to reduce the most
for essential business travel. and Paris (9,608 km). significant impacts.
Collaborating on eco-responsible Our commitment

digital services to global carbon
As the European leader in digital payments The objective of the AFNOR-SPEC neutrality
and transactions, Worldline has been reference document is to establish a
contributing to the work on eco-responsible consensus on good practices in the design In 2021, the French government agency for
digital services of the French national of digital services and to help reduce the energy (ADEME) issued a recommendation
organisation for standardisation AFNOR impact of digital services (applications, that companies should not claim to be
(Association Française de Normalisation). websites, mobile applications) in terms of “carbon neutral” and that the phrase
energy and use of resources. “carbon neutral” should only be used at
AFNOR enables stakeholders to meet a global or governmental level. Instead
within dedicated working groups to This project aims to build a robust companies should refer to the ways in
discuss their practices, and together methodological document for international which they contribute to this broader
to create an AFNOR-SPEC reference application. The document covers the carbon neutrality, so as to prevent the
document. Worldline is member of AFNOR entire life cycle of a digital product phrase “carbon neutral” itself from being
SPEC Z77-102-0 on eco-responsible digital or service: overused. Worldline has decided to follow
services. The outcome of this working this ADEME recommendation from an
• Design and development
group was the publication in April 2022 by ethical standpoint.
AFNOR of a reference document that sets • Upstream indicators and measures
out principles relating to the indicators
• Best practices and guidelines
and methods for measuring resource
consumption necessary for a digital • Downstream measurement
service to qualify as eco-responsible.
• Packaging/recycling
“The Breton members of Worldline had the opportunity

to get involved in the Worldline Global Walking
Challenge to compete with their colleagues from other
sites and above all respond to the call for solidarity.
The Breton sportsman, once he had put down
his galette saucisse and Lancelot beer, was able
to make the kilometres count to reach the Grail
and win a nice reward for a noble cause!”
Olivier Focqueur, Project manager

Our
local community
challenges
Risks Opportunities
• Philanthropy
• Positive impact solutions
Trust key ambitions

2025
#8 Help our local communities through positive impact solutions and local initiatives
Local communities Volume of collected donations in €m 310.8 500

[GRI 201-1] [GRI 203-1] [GRI 203-2] [GRI 103-1 Economic performance]
[GRI 103-1 Indirect economic impact] [GRI 201-4] Reinforcing trust & security in our societies

Making a positive difference in our local communities

Because we consider the development of communities locally a part of our responsibility,
Worldline is stepping up its engagement efforts by encouraging users to make donations via
its payment solutions. Furthermore, our green banking solutions help Worldline customers
do business in an environmentally friendly way. Worldline is also involved in technical
sponsorships or mentoring with local community charities and non-governmental organisations
on topics relevant to their organisations – including financial inclusion, philanthropy and
academic research.
Helping local communities through positive impact solutions

Every little helps: supporting micro-donations on terminals Facilitating green banking
More and more consumers consider their purchases as an In 2021, Worldline partnered with the fintech ecolytiq to provide
act of citizenship by favouring responsible brands. Since sustainable banking solutions across the European market.
2016, Worldline has supported this movement by offering
its retail customers an in-store donation service. We enable Worldline’s Green Banking offering is a 3-step approach:
consumers to make micro-donations on payment terminals in an
increasing number of countries, including France, Spain and the 1. Deliver carbon footprint insights to end users based on
United Kingdom. banking transactions, allowing them to be more conscious of
their environmental impact.
In 2021 we raised €6,202,553 from 19.4 million transactions from
our solution, representing a 30% growth compared with 2020. 2. Provide features to encourage end users to change their
This initiative is backed by our network of European partners: behaviours in a win-win ecosystem.
3. Promote green bonds or other Socially Responsible

Investment (SRI) financial products and offer an easy way for
end users to subscribe to these products.
Plug in and go with Worldline’s new WL EV charging solution

Supporting NGOs to receive online donations
Worldline EV charging solution, suitable for either big
Worldline also makes an active contribution to fundraising efforts infrastructures or as a one-stop shop for smaller players,
through its online payment services, which it offers to non- addresses the needs of both EV charging geographies and client
governmental organisations (NGOs) at preferential rates. business models. Payments include simplified acquiring coverage
across Europe. The solution is rolled out to infrastructure owners,
Worldline addresses the needs of more than 200 NGOs through charging point operations, electric mobility providers and EV
its partner network and 70+ NGOs directly, including Greenpeace charger manufacturers to help supercharge their businesses.
and Amnesty International. In december, during activity peak,
the transactions number can reach up to 1 million. In 2021, Given the explosive growth of both EVs and digital payments, the
Worldline enabled associations to collect €304 million securely WL EV charging solution is uniquely positioned to impact the EV
via their websites. charging market and to become part of everyday life for millions
of people promoting carbonless mobility.
As part of its Trust 2025 programme launched in 2021, Worldline
is targeting €500 million for the collection of donations. By
the end of 2021, we had reached 62% of this target. This goal
reinforces Worldline’s ambitions in supporting hundred of
charities’ fundraising each year. The total amount of donations is
for in-store micro-donations and for online donations to NGOs.

[GRI 201-1] [GRI 203-1] [GRI 203-2] [GRI 103-1 Economic performance] [GRI 103-1 Indirect economic impact] [GRI 201-4] Reinforcing trust & security in our societies
“We see 2021 as the most successful year since the

introduction of this facility for consumers to round up their
payments in favour of charities when they use payment
terminals. The microdonation solution has been deployed
in a growing number of retailers, both existing and those
that have recently chosen to work with Worldline. We
are proud of this success, and we are already looking
forward to an even more exceptional year in 2022!”
Michaël Amsellem,
Head of Products, Global Sales & Verticals
Helping local communities through social initiatives

Worldline has been helping local Raising funds to help homeless children humanitarian organisation’s effort to
communities in the countries where it use food assistance to build a pathway
operates over the years through social In the United Kingdom, one flagship to peace. Worldline itself, meanwhile,
initiatives which are structured around activity for Worldline employees is donated an extra 10,000 meals to close
three objectives; namely to: supporting the Railway Children charity the campaign.
which raises funds to help homeless
• Provide social care especially children who often seek shelter in Social action in India
for young people and to support train stations. In 2021, due to Covid-19
female empowerment. and the cancellation of many events, In India, besides the traditional donations
Worldline was unable to participate in to the Prime Minister CARE fund or the
• Promote digital inclusion the Railway Children’s annual event and Prime Minister National Relief fund,
and employability through so we made a large donation directly Worldline placed special emphasis
skills sponsorship. to the charity instead. Worldline also on supporting CSA – Catalyst for
supported the actions of its employees Social Action.
• Fight disease and contribute to carried out on behalf of the Railway
social welfare. Children by providing a donation for each CSA is a non-profit organisation focusing
employee initiative. on childcare which believes that adoption
is the best form of child rehabilitation.
Contributing to the UN World Worldline supports four childcare
Food Programme institutions whose aim is to ensure every
c. € 730k
adoptable child finds a home.
At group level, Worldline initiated a
worldwide donation campaign among its
invested in local communities employees in 2020 and 2021 to contribute
to the UN World Food Programme.
Worldline employees donated 12,000
meals to support the world’s largest
Charities Worldline is proud to support

Emergency relief Health
Social Welfare Education
Environment

Corporate governance ...................................................... 82
Performance in relation to main KPIs ............ 86
Auditor’s letter ............................................................................. 88
Information for shareholders .................................... 89
A report aligned with best standards ........... 90

Our
governance

Our governance
Robust
and effective
governance
As planned at the time of the Ingenico acquisition, the new governance of the Group has been
implemented by the Board of Directors, with Bernard Bourigeaud appointed as Chairman on
25 October, 2021 while Gilles Grapinet remains Chief Executive Officer.
Worldline Board of Directors’ decision to separate the roles of Group shareholding structure
Chairman and Chief Executive Officer reflects the application of
the highest standards of corporate governance and ends a brief
period during which Mr Grapinet temporarily held both positions. 84.1%
Mr Bourigeaud’s extensive and long-standing experience in Free float
the IT and payments sectors will be an invaluable asset to 0.6%
Worldline as it progresses in its path towards becoming a global Employees
Paytech champion. 0.1%
Board of Directors
and senior executives
The Board of Directors 0.1%
Worldline SA
9 41% 70%
1 1,2 4.4%
Bpifrance
nationalities women independent

represented 10.6%
SIX Group AG
95% 59.41 13
1 1
attendance rate average age meetings in 2021 Composition of the Board of Directors
in 2021
The current composition of the Board of Directors proceeds
and results from the resolve to achieve a balanced Board and
Role of the Board of Directors
major work on its composition notably to reflect Worldline’s
shareholding structure following completion of the acquisition of
The Board of Directors determines the strategy and
Ingenico in October 2020.
orientations of the Group’s activity and oversees their
implementation. The Board of Directors endeavours to
As of the date of this document, the Board of Directors is
promote long-term value creation by Worldline, notably
composed of 17 Directors plus two Directors representing the
by considering the social and environmental aspects of its
employees. Twelve members (or 70%) were qualified by the
activities.
Board of Directors as Independent Directors in accordance with
1
The Censor and Directors representing the employees are not taken into the criteria set forth in the AFEP-MEDEF Code (including the
account when determining the average age and the independence and Lead Independent Director) and five others qualified as non-
gender diversity ratio.
independent Directors. The Board of Directors also comprises
2
65% before Mr Gilles Arditti became independent. Indeed, since his two non-voting members (one Censor and one representative
retirement in February 2022, Mr Arditti met all the independence criteria, of the Social and Economic Committee). The Board benefits
the criterion of absence of significant business relationships being met from the strong and wide range of complementary skills and
since the date of his departure from Atos.
experiences of its members.
Nonetheless, on the recommendation of the Nomination

Committee, the Board of Directors has decided to reduce its
size with a target Board of 13 Directors (plus two employee
Directors, in accordance with the Pacte law, and a representative
of the Social and Economic Committee) by 2024. This reduction
will be achieved progressively from 2023 when the Board is
due to be reduced by two Directors and the Censor and in
2024 with the contemplated reduction of the positions of two
additional Directors3.
Detailed information on the composition of the Board of Directors is available in
3
the Board’s corporate governance report that is included within the 2021 Universal
Registration Document, in Section G.2.3.

Our governance
List of current members of the Board and roles
Mr Bernard Mr Gilles Grapinet

Bourigeaud Chief Executive
Chairman of the Officer
Board of Directors4
Mr Gilles Arditti Mrs Agnès Audier Mr Aldo Cardoso Mrs Mette Mrs Giulia Mrs Danielle
(Independent (Independent (Independent Kamsvåg Fitzpatrick Lagarde
Director) Director) Director, Chairman of (Independent (Independent
the Audit Committee) Director) Director, Chairwoman
of the Social and
Environmental
Responsibility
Committee)
Mrs Marie- Mr Arnaud Lucien Mrs Caroline Parot Mr Georges Mr Luc Rémont Mr Daniel
Christine Lebert Director representing (Independent Pauget (Independent Schmucki
Director representing the employees Director) (Lead Independent Director, Chairman (Chairman of
the employees Director) of the Remuneration the Strategy
Committee) and Investment
Committee)
Mrs Nazan Somer Mr Thierry Mr Michael Mrs Susan M. Mr Lorenz Mr Jos Dijsselhof
Özelgin Sommelet Stollarz Tolson Von Habsburg (Censor of the Board)
(Independent (Independent (Independent Lothringen
Director) Director) Director) (Chairman of
the Nomination
Committee)
4
Mr Bernard Bourigeaud took up the role of non-executive Chairman of the Board of Directors on 25 October, 2021.
A diverse and inclusive Board
As of the date of this document, eight out of the 19 Directors (including Directors representing the employees) are women.
As well as being committed to the diversity of the Board, Worldline identified and implemented actions in 2021 to strengthen
female representation at all levels of the company.

Our governance
The Executive
Committee
The Executive Committee as of 31st December 2021 (set out below) develops, implements
and advises on Worldline’s strategy and business projects for the benefit of its customers,
shareholders and employees. It is also responsible for promoting effective interaction and
cooperation between Worldline’s global business lines and international business markets.
Each business line is managed by a dedicated member of the Executive Committee.
Mr Gilles Grapinet
Chief Executive Officer
Mr Marc-Henri Desportes Mr Alessandro Baroni Mr Olivier Burger Mrs Lisa Coleman

Deputy Chief Executive Officer Chief Business Divisions Officer Group Head of Group Head of
and Deputy Head of the Financial Human Resources Operational Performance
Services (FS) Global Business Line
Mrs Eglantine Delmas Mr Matthieu Destot Mr Charles-Henri de Taffin Mr Christophe Duquenne

Group Head of Quality, Head of Terminals, Group Head of Legal & Group Chief Technology &
Risks and Security Solutions & Services (TSS) Contract Management Operations Officer
Global Business Line
Mrs Claude France Mr Wolf Kunisch Mr Grégory Lambertie Mr Pascal Mauzé

Head of Mobility & e-Transactional Head of Strategy, Public & Group Chief Financial Officer Group Head of Communication,
Services (MTS) Regulatory Affairs Marketing & Sales Performance
Global Business Line
Mr Roger Niederer Mr Vincent Roland Mr Niklaus Santschi Mr Michael Steinbach

Chief Market Officer, Merchant Head of Merchant Services (MS) Chief Executive Officer, Payone Head of Financial Services (FS)
Services (MS) Global Business Line Global Business Line Global Business Line and
CEO of equensWorldline

[GRI 102-5] [GRI 102-10] [GRI 102-18] [GRI 102-22] [GRI 102-23] [GRI 102-24] [GRI 102-26] [GRI 102-28] Our governance
CSR
governance
at Worldline
Worldline has dedicated governance structures and incentive mechanisms in place to ensure
its Corporate Social Responsibility (CSR) strategy is implemented throughout the company.
SERC’s role in CSR reporting Incentivising

Trust 2025 to Worldline’s a strong
The Social and Environmental executive CSR performance
Responsibility Committee (SERC) is
one of the Board of Directors’ five management Worldline is firmly committed to
specialist committees. Its principal role associating its employees with the
is to support the work of the Board to Worldline’s CEO, Board of Directors and long-term financial and extra-financial
provide effective CSR governance of its committees, as well as the Executive performance of the company. We award
Worldline. This involves overseeing and Committee all play an active role in long-term incentives (LTI) such as stock
evaluating Worldline’s strategy for social overseeing the effective implementation options and/or performance shares to
and environmental responsibility, as well of the company’s CSR strategy. our corporate officers, senior managers
as the CSR risks and opportunities faced and key experts, to help associate their
by Worldline. Worldline’s Corporate Social Responsibility compensation with Worldline’s results
department is an international team of 13 and align it with shareholders’ interests.
The Committee is composed of a people with a network of ambassadors In addition to a series of financial
maximum of five members (which in 15 countries. The department, indicators, the vesting of some of these
currently includes CEO Gilles Grapinet) which is run by the Corporate Social incentives is subject to achieving a CSR
who are appointed by the Board of Responsibility Officer who reports performance condition.
Directors from among its members. The directly to Worldline’s CEO, is responsible
key topics that the Committee reviewed in for the effective roll out of Worldline’s In 2021, the Board of Directors introduced
2021 at its four meetings were Worldline’s action plans across the company. The into the LTIs a series of new CSR
practices in responsible purchasing, the Officer reports on a quarterly basis to indicators that relate to Worldline’s CSR
results of a life cycle analysis of payment the CEO on the company’s CSR actions policy and are in line with the Trust 2025
transactions, our climate strategy, and achievements and also presents the strategic plan. These indicators include
and the company’s annual statement results from CSR initiatives, roadmap Worldline’s EcoVadis and CDP scores, the
on extra-financial performance. The progress and action plans to the Worldline level of employee engagement and the
Committee played an important role Executive Committee as well as to the improvement in the percentage of women
in the development of the Trust 2025 Works Councils. in management.
programme and was closely involved in
a consultation on the Trust 2025 KPIs The CSR Officer reports to the CEO on In addition, Boost, a new shareholding
devoted to the environment and the Worldline’s environmental and climate plan was launched exclusively for
circular economy. change governance, including risk Worldline employees in 2021. For more
management, and outcomes from the details, please see page 58.
quarterly meetings of the company’s
Environmental and Climate Board
which monitors Worldline’s progress in
reducing carbon emissions, extending
ISO 14001 certification and fulfilling the
environmental objectives of Trust 2025.

Performance
in relation
to main KPIs
The following table presents the Key Performance Indicators (KPIs) related to Worldline’s Corporate Social Responsibility performance
in 2021 and our four main challenges. All KPIs are presented in Worldline’s 2021 Universal Registration Document.
Challenge 1: Customer trust with reliable, secured, innovative

and positive impact solutions
Perimeter 2021
Material aspect GRI Standard Indicator 2021 2020 2019 Per employee Per revenue
Market intimacy GRI102-44 Overall customer satisfaction from 8.1 8.2 8.2 - 100%
Tactical Surveys (scope from 0 to 10)*
Available & % of incident responses compliant with 100% - - - 46%
secured platforms Worldline security policy
Available & % of employees trained on dedicated 95% - - 91% -
secured platforms security trainings
Data privacy % of Compliance Assessment of 83.37% 99.7% 99% - 48%
Data Processing performed on active
processing activities
Innovative & Number of patent families 43 - - - 100%
positive solutions
Innovative & Innovation sessions delivered by 35 51 14 - 100%
positive solutions Worldline for customers*
Sustainable Revenue eligible to EU Green 77% - - - 100%
innovation Taxonomy Regulation
*Externally verified
Challenge 2: Being a responsible employer

Perimeter 2021
Training GRI 404-1 % of employees having an Individual 24.71% - - 74% -
& development Development Plan*
Training GRI 404-1 % of employees having two individual 83.97% - - 89% -
& development performance meetings per year
Talent attaction % of jobs filled with internal candidates 63% - - 82% -
& retention and internal promotion
Talent attaction Voluntary attrition 9.7% - - 100% -
& retention
Diversity % of women within the EXCOM and in 18% - - 100% -
& Inclusion the Business Management Committees
Diversity GRI 405-1 % women within company (globally)* 34% 32.7% 31.5% 100% -
& Inclusion
Challenge 3: Ensuring business ethics including Human rights

and increasing sustainable procurement practices within Worldline’s value chain
Perimeter 2021
Ethics, compliance GRI 419-1 Monetary value of significant fines and 0 0 0 - 100%
& human rights total number of non-monetary sanctions
for non-compliance with laws and
regulation (>100K)*
Ethics, compliance GRI 205-2 % of employees trained in Code of Ethics 94.7% 96% 95% 91% -
& human rights - E-learning*
Ethics, compliance GRI 205-2 % of management and exposed function 88% - - 91% -
& human rights trained in anti corruption and anti-
bribery – e-learning
Sustainable % of strategic suppliers evaluated 74% 35% 100% - 100%
procurement by EcoVadis*

[GRI 102-9] [GRI 102-10] [GRI 102-44] [GRI 102-45] [GRI 102-47] [GRI 102-48] [GRI 102-49] [GRI 102-51] [GRI 102-52] [GRI 103-3] [GRI 201-3] [GRI 202-1]
[GRI 202-2] [GRI 103-2] [GRI 204-1] [GRI 205-2] [GRI 103-1] [GRI 419-1] [GRI 418-1] [GRI 405-2] [GRI 405-1] [GRI 404-3] [GRI 404-1] [GRI 403-8] [GRI403-7]
[GRI 403-6] [GRI 403-5] [GRI 403-4] [GRI 403-3] [GRI 403-2] [GRI 403-1] [GRI 305-4] [GRI 305-3] [GRI 305-2] [GRI 305-1] [GRI 302-2] [GRI 302-3] [GRI 302-5]
Challenge 4 : Reducing its environmental footprint
Perimeter 2021
Eco- % renewable energy in data centres 91% 92% 90% 100% -
efficient operations & offices*
Climate change GRI305-4 CO2 emissions by revenue (tCO2/million 2.8 3.9 4.9 - 96%
euros) scopes, 1, 2, 3a*
Climate change GRI305-4 CO2e emissions by employee (t CO2e/ 0.6 0.7 1.0 93% -
employee) scopes 1, 2, 3a*
Climate change GRI305-4 Total CO2 emissions (t) scopes 1, 2, 3a* 9,846 8,262 11,461 95% -
Eco- Number of ISO 14001 certified sites 20 15 11 100% -
efficient operations
% of Compliance Assessment of Data Processing performed on active Regarding data centers, excluding data centers of less than 50m², the
processing activities: Inclusion of Processing Activities that are active and surface area covers 81% of the Ingenico Legacy surface area and 97% of
all Worldline entities within the European Economic Area and the United Ingenico and Worldline surface.
Kingdom. Exclusion of processing activities relating to ex Ingenico entities
for the pre-United times (before 11/2020) as Ingenico group of companies The following countries/entities are excluded from scope as the data is
did not build their inventories (records of processing activities) with a not reliable:
Worldline CADP assessment. The following structures or legal figures are
• Worldline: Hong Kong
considered not relevant, thus excluded: joint-ventures (Payone), branches,
and offices. • Ingenico: Ingenico E-commerce (UK), Ingenico Digital Commerce (US)
Overall customer satisfaction from Tactical Surveys (scope from 0 to Total CO2 emissions (t) scopes 1, 2, 3a: Are included in scope:
10): Payone is excluded from the scope.
• All offices of more than 15 employees
% of employees trained in Code of Ethics - E-learning: Payone is
excluded from the scope. • All DC of more than 50 m²
% of management and exposed function trained in anti corruption and The following countries and entites are excluded:
anti-bribery – e-learning: Payone is excluded from the scope.
• Scope 1:
% of jobs filled with internal candidates: Former Ingenico employees
excluded from scope. - Energy consumption offices & DC: Worldline Hong-Kong, Worldline
USA, Ingenico E-commerce in the US and Ingenico Digital
% of employees having an Individual Development Plan: Worldline Commerce in the UK
Germany (but included former SPS employees in Germany), Equens
Worldline Germany, Worldline Austria, Ingenico Germany and Landi are - Company car: Worldline Hong Kong, Worldline Netherlands,
excluded from scope. Worldline Singapore, Ingenico Austria, Ingenico Argentina, Ingenico
Denmark, Ingenico Finland, Ingenico India, Ingenico Italy, Ingenico
% of employees having two individual performance meetings per year: Norway, Ingenico Romania, Ingenico Spain, E-commerce in the US
Worldline Germany (but included former SPS employees in Germany), and Ingenico Digital Commerce in the UK
Equens Worldline Germany, Worldline Austria, Ingenico Germany and Landi
are excluded from scope. • Scope 2: Worldline Hong Kong, Worldline USA, Ingenico E-commerce in
the US and Ingenico Digital Commerce in the UK
% of incident responses compliant with Worldline security policy:
For 2021, SPS, ex-Ingenico, Equens Worldline Netherlands and Equens • Scope 3:
Worldline Italy security incidents are not included in the scope.
- Private car: Worldline China, Worldline Hong Kong, Worldline
% of strategic suppliers evaluated by EcoVadis: The value for 2019 was Netherlands, Worldline Singapore, Ingenico Austria, Ingenico
recalculated in order to reflect current organisation and exclude former Argentina, Ingenico Denmark, Ingenico Finland, Ingenico India,
Atos suppliers. Ingenico Italy, Ingenico Norway, Ingenico Romania, E-commerce in
the US and Ingenico Digital Commerce in the UK;
% of incident responses compliant with Worldline security policy:
For 2021, SPS, ex-Ingenico, Equens Worldline Netherlands and Equens - Air travel: Worldline Hong Kong, Worldline Lithuania, Worldline
Worldline Italy security incidents are not included in the scope. Poland, Worldline Singapore, Ingenico Austria, Ingenico Argentina,
Ingenico China (Landi included), Ingenico Denmark, Ingenico
% of employees trained on dedicated security trainings: Payone is Finland, Ingenico India, Ingenico New-Zealand, Ingenico Norway,
excluded from scope. Ingenico Romania, Ingenico Sweden, Ingenico Switzerland, Ingenico
Turkey, E-commerce in the US and Ingenico Digital Commerce in
Revenue eligible to EU Taxonomy Regulation: Eligible Revenue amounts the UK;
to €2,832m. Worldline main activities are related to the activity 8.1 Data
processing, hosting and related activities. A consistency review has been - Train travel: Worldline China, Worldline Hong Kong, Worldline
carried out by the auditors. Netherlands, Worldline Poland, Worldline Singapore, Worldline
Sweden; Ingenico Austria, Ingenico Argentina, Ingenico Denmark,
% of women within the EXCOM and in the Business Management Ingenico Finland, Ingenico India, Ingenico Italy, Ingenico Norway,
Committees: GBL Management committee refers to GBL Head and N-1 Ingenico Romania, E-commerce in the US and Ingenico Digital
direct and dotted reports. Commerce in the UK;
% renewable energy in data centres & offices: Are included in scope: - Taxi travel: Worldline Hong Kong, Worldline Netherlands, Worldline
Poland, Worldline Singapore, Worldline Sweden, Ingenico
• Offices of more than 15 employees managed by Worldline and
Austria, Ingenico Argentina, Ingenico Denmark, Ingenico Finland,
third parties
Ingenico India, Ingenico Italy, Ingenico Norway, Ingenico Romania,
• Data centers with a surface area greater than 50m², managed by E-commerce in the US and Ingenico Digital Commerce in the UK.
Worldline and third parties

Auditor’s
letter
This is a free English translation of the report by one of the Statutory Auditors • Forming an independent opinion, based on the evidence we have obtained;
issued in French and is provided solely for the convenience of English-speaking and
readers. This report should be read in conjunction with, and construed in
• Reporting our opinion to the management of the Company.
accordance with, French law and professional standards applicable in France.
As it is our responsibility to issue an independent conclusion on the Information
To the Executive Management,
prepared by the Company, we are not authorised to participate in the
Pursuant to your request and in our capacity as Statutory Auditor of Worldline preparation of the Information, as this could compromise our independence.
SA (hereinafter the “Company”), we performed a review with the aim of
Applicable regulatory provisions and professional guidance
providing limited assurance on selected social, environmental and societal
information published in the Integrated Report (hereinafter “the Information1”) for The work described below was performed in accordance with the professional
financial year ended December 31, 2021. guidance issued by the French Institute of Statutory Auditors (Compagnie
Conclusion nationale des commissaires aux comptes) relating to this engagement and with
the international standard ISAE 3000 (revised) “Assurance Engagements other
Based on the procedures we have performed as described under the paragraph than Audits and Reviews of Historical Financial Information” issued by the IAASB
“Nature and scope of procedures“, and the evidence we have obtained, nothing (International Auditing and Assurance Standards Board).
has come to our attention that causes us to believe that the Information is not
prepared, in all material respects, in accordance with the criteria and procedures Independence and quality control
used by the Company (hereinafter “the Guidelines”). Our independence is defined by regulatory texts (article L.822-11 of the French
Comments code de commerce), and the French Code of Ethics for Statutory Auditors (code
de déontologie). In addition, we have implemented a system of quality control
Without qualifying the conclusion expressed above, we draw your attention to including documented policies and procedures aimed at ensuring compliance
the following elements: with applicable legal and regulatory requirements, professional ethical
requirements, and French professional standards applicable for this assignment.
• As mentioned in the section “Worldline: a snapshot” of the FY21 Worldline’s
Integrated Report, the Terminals, Solutions and Services (TSS) activities, Nature and scope of procedures
accounted for as discontinued operations in the financial statements due to
the on-going divestment process, are excluded from the reporting scope; We planned and performed our work in order to express a reasonable assurance
regarding the following Information.
• As mentioned in the main KPI tables disclosed in the section “Performance
in relation with main KPI” of the FY21 Worldline’s Integrated Report, the The nature, timing and extent of procedures selected depend on professional
reporting scope excludes certain group entities for the following indicators: judgment, including the assessment of risks of material misstatement, whether
average number of training hours per employee per year, percentage of due to fraud or error, in the Information.
employees having an Individual Development Plan, percentage of employees We:
trained in Code of Ethics - E-learning, CO2 emissions (scope 1, 2, 3A) by
employee, the reporting scope on these indicators being superior to 80% of • assessed the suitability of the Guidelines with respect to their relevance,
the consolidated perimeter. completeness, reliability, neutrality and understandability;
Preparation of the Information • verified the set-up of a process to collect, compile, process, and check the
completeness and consistency of the Information;
The absence of a generally accepted and commonly used reference framework
or established practices on which to base the assessment and measurement • interviewed the relevant staff from the Company’s Departments at its
of the Information enables the use of different but acceptable measurement headquarters and for a selection of contributing entities in order to analyse
techniques that may impact comparability between entities and over time. the deployment and application of the Guidelines;
Accordingly, the Information must be read and interpreted with reference to • performed analytical procedures on the Information and verified, the
the Guidelines, available on request from its headquarters from the Direction calculations as well as the consolidation of the data and the consistency of
“Corporate Responsability”. its evolution;
Limits inherent in the preparation of the Information • referred to documentary sources and conducted interviews to corroborate
the qualitative information selected (process, measures and outcomes)
The Information may be subject to uncertainty inherent to the state of scientific
and economic knowledge and the quality of external data used. Some data is • carried out substantive tests using sampling techniques, for a representative
sensitive to the choice of methodology and the assumptions and/or estimates selection of entities that we selected2 to verify the correct application of the
used for its preparation. definitions and procedures and reconcile data with supporting evidence.
The selected sample covers between 13% and 100% of the consolidated
Responsibility of the Company Information.
The Company is responsible for: We consider that the sampling techniques and sample sizes we have used in
exercising our professional judgement enable us to express our conclusion.
• Selecting or establishing suitable criteria and procedures for preparing the
The procedures conducted in a limited assurance review are substantially
Guidelines;
less in scope than those required to issue a reasonable assurance opinion in
• Preparing the Information in accordance with the Guidelines; accordance with the professional guidelines of the French National Institute of
Statutory Auditors (Compagnie nationale des commissaires aux comptes); a
• Implementing internal control relevant to the preparation of the Information higher level of assurance would have required us to carry out more extensive
that is free from material misstatement, whether due to fraud or error. procedures.
Responsibility of the Statutory Auditor Paris-La Défense, June 8, 2022
The conclusion presented in this assurance report only covers the Information One of the Statutory Auditors,
and does not extend to other information included in the Integrated Report. Deloitte & Associés
Based on our work, we are responsible for:
Veronique Laurent
• Expressing limited assurance on the fact that the Information has been
prepared, in all material respects, in accordance with the Guidelines and are Partner, Audit
free from material misstatement, whether due to fraud or error;
1 Quantitative information selected: Overall customer satisfaction from Tactical Surveys, Net promoter score, Monetary value of significant fines and total number of
non-monetary sanctions for non-compliance with laws and regulation, Number of innovation sessions delivered by Worldline for customers, Average number of Training
hours per employee per year, Percentage of employees having an Individual Development Plan, Great Place to Work Trust index rate, Percentage of women within
company (globally) and within management positions, Percentage of employees trained in Code of Ethics - E-learning, Percentage of strategic suppliers evaluated
by EcoVadis, Percentage of total expenses assessed by EcoVadis out of strategic suppliers, Total CO2 emissions (t) scopes 1, 2, 3a, CO2 emissions (scope 1, 2, 3A)
by revenue (tCO2/million euros), CO2 emissions (scope 1, 2, 3A) by employee (tCO2/employee), Percentage of disabled employees, Quality Score - Contracts’ Service
Availability & Response Time (SLA), Quality Score - Platforms’ Service Availability & Response Time (SLO), Percentage of data subject requests answered in time & in
compliance with Worldline privacy policy, Percentage of ISO 27001 certified sites according to Worldline security policy, Percentage of incident responses compliant with
Worldline security policy, Total revenue of “Sustainability offering”, Employee satisfaction as measured by the Trust Index of the Great Place to Work® survey, Percentage
of alerts investigated and related action plan defined within 2 months, Volume of collected donations, Percentage of suppliers evaluated by EcoVadis with a score
below 45 having an action plan to solve critical findings identified, CO2 emissions reduction (scope 1, 2), Percentage of CO2 offsetted emissions for scope 1, 2, 3a
Qualitative information selected: Helping local communities through positive impact solutions, Helping local communities through social initiatives, Eco-responsibility in
payment services (Our environmental challenges, A low-carbon leader, Our environmental priorities, Switching to electrical cars, Walking for a better world, Refining our eco-
designs through life cycle studies, Collaborating on eco-responsible digital services), Well-being and engagement (Putting well-being and inclusion first, Towards ONE Culture)
2 Ingenico Germany, Ingenico United States of America, Ingenico United Kingdom, Worldline Netherlands, Worldline Italy

Information
for shareholders
Information on stock
Number of shares 280,484,817 (as at December 31, 2021)
Sector classification Information Technology
Main index CAC 40
Other indexes SBF 120, CAC Industrials, CAC Sup. Services, CAC All Shares
Market Euronext Paris Segment A
Trading place Euronext Paris (France)
Tickers WLN (Euronext)
Code ISIN FR0011981968
Payability PEA/SRD Yes/Yes
Main tickers are
Source Code Source Code
Euronext WLN Reuters WLN.PA
AFP WLN Thomson WLN-FR
Bloomberg WLN:FP
Shareholding structure
As at December 31, 2021 Number of shares % of share capital % of theoretical

voting rights
SIX Group AG 29,853,529 10.6% 18.8%
Bpifrance 12,477,070 4.4% 3.9%
Employees 1,594,548 0.6% 0.6%
Board of Directors and senior executives 344,977 0.1% 0.2%
Worldline SA 326,517 0.1% 0.1%
Free float 235,888,176 84.1% 76.4%
Total 280,484,817 100.00% 100.0%
Dividend policy Worldline’s share performance
The Group aims to distribute dividends representing approximately 25% Worldline’s share price finished 2021 down
of its consolidated net income, to the extent that it is compatible with the 38% at € 49.01. Worldline market capitalisation
implementation of the Group’s external growth policy. Compliant with this policy, reached € 13,747 million at the end of 2021.
no dividends were paid in 2019, 2020, or in 2021. During its meeting held on
February 21, 2022 and considering the strategic priority given by the Group in
2022 to pursue its development which requires Worldline to preserve its financial
leeway, the Board of Directors has decided to propose to the next Annual General
Meeting of Shareholders not to distribute any dividend on the 2021 results.
Integrated Report 2021 I Worldline 89

A report aligned with

best standards
This report has been prepared in accordance with the GRI Standards: Comprehensive option. Worldline is a member of the
Global Reporting Initiative Community and supports the mission of the GRI to empower decision makers everywhere, through GRI
Sustainability Reporting Standards and its multi-stakeholder network, to take action towards a more sustainable economy and world.
A GRI Content Index is available on Worldline’s website (in the annual reporting section) to present clearly all the GRI references for
all content disclosed in the reports. This table also matches with the United Nations Sustainable Development Goals. As a member of
the United Nations Global Compact community, Worldline also publishes its Communication On Progress report on an annual basis.
More information about the Content Index Table that establishes a cohesive approach for Worldline’s initiatives, our contribution
to the SDGs and the GRI standards can be found at https://worldline.com/en/home/about-us/our-commitment.html.
Examples of Worldline’s internal contributions to the UN SDGs through its sustainable solutions
Good health and wellbeing Climate action

• Flexibility at work • Climate change strategy
• Health care benefits • Carbon reduction strategy
• Psychological support during the pandemic • Environmental targets and policy
• Social initiatives
Quality education Peace, justice and strong institutions

• Training plans for employees • Code of ethics
• Learning@Worldline • Data protection policies
• Experts community • Human rights policy
• Social initiatives • Anti-money laundering policy
• Modern Slavery Statement
Gender Equity Decent work and economic growth

• Gender Equity programme • Fair remuneration
• Diversity & inclusion strategy • Modern Slavery Statement
• Worker’s council consultation
Responsible consumption and production Affordable and clean energy

• Sustainable supply chain • Development of clean energies
• Suppliers’ evaluation
• Waste management
• Carbon reduction strategy

Examples of Worldline’s external contributions to the UN SDGs through its sustainable solutions
Sustainable cities and communities Decent work and economic growth

By ensuring access to adequate, safe and affordable By making payment easier with flexible digital business
basic payment services, Worldline’s offers contribute models, Worldline’s Payment Software Licensing,
to its stakeholders’ satisfaction. In addition, by helping Acceptance, On-Boarding and Digital Retail solutions
transport players in their challenges with quick time- enable the creation of economic value and growth for
to-market solutions such as Rail Operations, Digital customers, via shorter time-to-market and costs reduction.
Ticketing and OP2GO, Worldline contributes to developing
quality, reliable and sustainable transport for all.
Peace, justice and strong institutions Responsible consumption and production

Worldline’s core business is to provide highly secure and Thanks to their recognised expertise, Worldline’s Trusted
traceable solutions. Worldline’s Fraud Risk Management, Digitalisation and Cloud Services solutions get the most
Track and Trace, Acquiring Processing and Trusted out of dematerialisation and act as a strong lever to reduce
Authentication solutions enable the decrease of fraud and paper use and minimise travels to access services.
corruption risks and allow stronger prevention of cyberthreat
thereby contributing to the mantenance of institutions.
Industry, innovation and infrastructure

By making financial services accessible for small
industrials, Commercial Acquiring and Acquiring Processing
solutions favour the development of their network
and their integration into value chain and markets.
Integrated Report 2021 I Worldline 91

About
this report
This fourth edition of Worldline’s Integrated Report aims to provide all our
stakeholders with a comprehensive overview of our company’s financial and
non-financial performance and commitments in 2021. It highlights our purpose
of reinforcing trust and security in our societies, and outlines how our vision is
realised through our strategic roadmap, value creation and governance.
This report draws on data from the Worldline Universal Registration Document 2021.
Worldline is committed to an integrated reporting approach inspired by the International
Integrated Reporting Council’s reference framework. This report has been prepared in
accordance with GRI Sustainability Reporting Standards: Comprehensive option and
integrates Worldline’s contribution to the United Nations Sustainable Development Goals
(SDGs), and has been reviewed by Statutory Auditor Deloitte & Associés. It covers
the 2021 fiscal year (from 1 January 2021 to 31 December 2021) and consolidates
all Worldline Group entities. It is available from June 2022 in French and English.
Worldline 2021 reports
Universal Registration
Document
2021
Including The Annual Financial Report
worldline.com/reports2021
Acknowledgements
The creation of this report was managed by the CSR Department and made
possible through the contributions of the different stakeholders involved.
Photo credit: Frédéric Boyadjian, Getty Images.

About Worldline
Worldline [Euronext: WLN] is a global leader in the payments
industry and the technology partner of choice for merchants,
banks and acquirers. Powered by 20,000 employees in more
than 50 countries, Worldline provides its clients with
sustainable, trusted and innovative solutions fostering their
growth. Services offered by Worldline include instore and
online commercial acquiring, highly secure payment
transaction processing and numerous digital services.
In 2021 Worldline generated a proforma revenue close to
4 billion euros.
worldline.com
Worldline’s corporate purpose (“raison d’être”) is to design

and operate leading digital payment and transactional
solutions that enable sustainable economic growth and
reinforce trust and security in our societies. Worldline makes
them environmentally friendly, widely accessible and support
social transformation.
For further information

infoWL@worldline.com
worldline.com/twitter
worldline.com/facebook
worldline.com/youtube
worldline.com/linkedin
worldline.com/instagram
worldline.com/blog
Worldline is a registered trademark

of Worldline SA. June 2022
© 2022 Worldline.

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Integrated Report

Message from Bernard Bourigeaud, Worldline Chairman 05

Our strategic roadmap

Reinforcing trust in our society

Our people challenges ...................................................... 56 Our environment challenges ..................................... 72

Worldline I Integrated Report 2021 3

It is my pleasure to introduce Worldline’s fourth Integrated Report, which aims to provide

It was a great honour to join Worldline’s Board of Directors as Chairman in October

Worldline I Integrated Report 2021 5

“2021 was the first year of our integration of

Priming our operational performance

6 Integrated Report 2021 I Worldline

Strategy on track Accelerating our progress with Trust 2025

Our substantial investments in our own products and proprietary

Worldline I Integrated Report 2021 7

8 Integrated Report 2021 I Worldline

€3.7 €933 €407

Recognition in 2021 by top non-financial ratings agencies:

Great Place to Work® Argentina, Australia,

10 Integrated Report 2021 I Worldline

Creating sustainable value for our stakeholders

• Points of Sale • Issuing Processing • Omnichannel Contact Centre Solution

c. €2.4 billion c. €0.9 billion c. €0.3 billion

* from continued operations

Payment Terminal Solutions and Services

Worldline I Integrated Report 2021 11

Innovation Excellence Cooperation Empowerment

12 Integrated Report 2021 I Worldline

The launch of Trust 2025

procurement all our activities through positive

Investor Day 2021 Building a premium global

With multiple growth engines, increasing investment

9 to 11% 400bps c. 50% leadership in CSR, in 2022-2024 we will enhance our

Worldline I Integrated Report 2021 13

A trusted partner in Austria

Worlds We launch a full-service cross-border

Expanding in Greece April

Partnering with Klarna

Growing in Greece Lives WhatsApp for business

October January October

14 Integrated Report 2021 I Worldline

January May September

Stablecoins Enhancing customer experience Crypto in Switzerland

Certified by Mastercard Sale of TSS activities

Worldline I Integrated Report 2021 15

A brand fit for our purpose

16 Integrated Report 2021 I Worldline

A global brand identity

Worldline I Integrated Report 2021 17

18 Integrated Report 2021 I Worldline

Worldline I Integrated Report 2021 19

Our partnerships with banks and fintechs contribute significantly

In Mobility and e-Transactional Services we are growing rapidly

“From 2022 to 2024 we will leverage our

20 Integrated Report 2021 I Worldline

Worldline I Integrated Report 2021 21

• Being a responsible employer

• Ensuring business ethics including respect for human rights and

• Reducing our environmental footprint