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an atos company
Annual report 2014
Corporate social responsibility report 2014

40 years of connections and interactions

European leader in its industry, Worldline delivers smooth and innovative payments and transactional-services solutions to end customers. As a key B2B2C actor, Worldline can rely on over 40 years’ experience to apply a unique and flexible business model and help clients in a constantly evolving market. Organized around three axes (Merchant Services & Terminals, Mobility & e-Transactional Services, Financial Processing & Software Licensing), Worldline employs over 7,300 people worldwide and generated 1.15 billion Euros of revenues in 2014.
Thierry Breton

from Thierry Breton

Atos Chairman and Chief Executive Officer,
Worldline Chairman

In the short period since last year’s initial public offering, Worldline has made significant progress in emerging as an independent company. Worldline’s management team has taken needed steps to define the company’s own processes and priorities to respond to the specific characteristics of its business. One of the important areas in which Worldline has advanced remarkably in a very short time is Corporate Social Responsibility (CSR).

The company began with a built-in advantage in being able to leverage its years of experience in contributing to Atos Group’s overall CSR performance. As an independent company, however, it was important that Worldline structures its own approach to CSR, to confirm its priorities and set new objectives, where needed. Following the IPO, Worldline’s management team and more than 60 employees embarked on an intense process of engaging with its stakeholders and reviewing all aspects of the company’s operations to define the company’s CSR approach.

Read the full interview with Thierry Breton
Gilles Grapinet

Talking CSR
Gilles Grapinet

Worldline CEO

What is the context for Worldline's CSR approach and vision?

We are very lucky to have inherited from the Atos Group very high standards and a very well structured approach in terms of CSR. Currently, we are part of it and are taking significant inspiration from this framework. But we decided jointly, as a management team, that we also needed to pursue our own CSR approach, to put more emphasis on some more specific challenges of the Worldline business.

Read the full interview with Gilles Grapinet Read the message from Thierry Breton

2014 Highlights

  • Worldline's initial public offering in June 2014

    Worldline’s initial public offering in June 2014 was a resounding success. The global offering raised approximately 255 million euros for Worldline. “Our new shareholders have given a clear signal of approval for our strategy and for the growth potential of the European and global payments sector,” said Worldline CEO Gilles Grapinet. “The IPO will help us to accelerate our development and to play a key role in the consolidation of the European payments market.

  • 2014 PayForum Award NFC mobile payment solution

    2014 PayForum Award NFC mobile payment solution: Worldline was recognized for its new NFC mobile payment solution using a digital wallet based on HCE (Host Card Emulation). HCE mode enables the storage of a user’s banking data in the “Cloud” as opposed to a secure element in the mobile phone (such as a SIM card). One of the first companies to integrate these technologies, Worldline is pioneering the deployment of mobile applications that enable customers to more easily and securely make payments via their smartphones.

  • Connected Object Trophy won by the Solution Connected Home with SOMFY

    Connected Object Trophy won by the Solution Connected Home with SOMFY: Connected Home is part of Worldline’s innovative Connected Living offer, a unique combination of services, including M2M, mobility, Big data and payment. Worldline is proposing new services to increase home comfort and security for the rapidly growing Domotic (home automation) and connected object markets, which it believes are converging.

  • SESAMES Award Certified Customer Review for banking, payment and e-transactions

    SESAMES Award Certified Customer Review for banking, payment and e-transactions: This solution validates proof of purchase and offers consumers paying with a smartphone the right to write a certified review of their purchase, using a smart app on their phone. Based on the latest cryptography and user authentication, the entire process is conducted through a privacy-by-design approach to guarantee the reviewer’s anonymity. France is the first country to introduce a national standard - AFNOR NF Z74-501- for certified online reviews.

Worldline worldwide

+ 7,300 employees in 2014

Worldline is present on 3 continents

Latin America (Latam): Argentina and Chile
Europe: France, Belgium, Luxembourg, The Netherlands,
Germany, Austria, the United Kingdom and Spain
Asia: India, China, Singapore, Taiwan, Hong Kong, Indonesia
and Malaysia

Extend sustainability

Worldline has been fully engaged in supporting and fulfilling its parent company’s Corporate Social Responsibility (CSR) commitments.
With Worldline listing in 2014, management team had to formalize its own CSR priorities. They defined them by evaluating the importance of sustainability issues to stakeholders and operations. Aligning with Atos Group’s, Worldline’s CSR approach extends further: building client trust through secured platforms and reinforcing value through sustainable and innovative offers.
The priorities are essential for improving our performance, our consistency and reliability, critical to our customers. This Corporate Social Responsibility report provides information for stakeholders on CSR priorities, improvement measured through KPIs. We will move toward our objective, to be our industry’s leader in sustainable business performance.

Read the interview with Sébastien Mandron
Corporate Social Responsibility Officer

Three-pillars of competence for payment and digital services

Worldline delivers new-generation services that enable its customers to offer the end consumer smooth and innovative solutions. With over 40 years of experience, the company is ideally positioned to contribute to the success of all businesses and administrative services, across the globe.

In a perpetually evolving market, Worldline's end-to-end customized solutions help customers anticipate market developments and optimize the performance of their payment and digital transactions. Worldline’s ambition is to support its customers’ top line growth as well as to permanently grow innovation as a key lever to enhance their competitiveness. To optimize its strength and performance, Worldline is strategically organized into three Global Business Lines.

Merchant Services
& Terminals

Weaving seamless experiences

Merchant Services & Terminals (MS&T) helps merchants grow sales by facilitating consumer engagement with payment as the “single point of truth”. This includes design, implementation and day-to-day management. Thanks to Worldline, merchants fully benefit from technological consumer innovations.

  • Commercial acquiring
  • Multi-channel payement acceptance
  • Terminals
  • Private label cards & loyalty services
  • e-commerce & m-commerce

Mobility & eTransactional

Creating new contextual digital products

Mobility & e-Transactional Services (MTS) helps businesses and governments develop new digital services by harnessing technologies and solutions and enabling strategic digital transformation. Our customers need an end-to-end partner to support them in their digital transformation. Worldline creates digital products for business innovation and operational efficiency.

Financial Processing
& Software Licensing

Financial Processing & Software Licensing provides processing services to banks and financial institutions for managing card-based and online cashless payments. Worldline helps customers anticipate regulatory changes, benefit from transformative technologies, optimize processes and mine data. As well as end-to-end payment processing on an industrial-scale, FPL provides software licensing to match the highest expectations and comply with the most stringent international requirements. Worldline shapes its customers’ future and strengthens their competitive advantage with innovative solutions for managing new forms of payment and optimizing data value.

Materiality Challenges

Worldline’s baseline CSR approach
Worldline’s CSR program is consistent with the practices of its parent company Atos Group and to comply with internationally-recognized standards.

To achieve this, Worldline undertook a materiality analysis to define priority based on its activities and stakeholders’ expectations.

In accordance with French law, this analysis enabled to define “material” information that must be reported, making it possible for external audit.

Materiality analysis process
CSR identified relevant sustainability issues. In order to select the most important stakeholders to be engaged, Worldline set up an approach based on :

How are stakeholders influencing Worldline activities?

How does Worldline impact them?

Six key stakeholder groups were identified as having a high influence on and being highly impacted:

Employees: human capital is critical to innovate and deliver on its commitments.

Customers: Their trust is based on security and data protection for which Worldline is known.

Suppliers and partners: They are able to meet high service quality levels and reliability in supporting Worldline’s platforms and services.

Financial community and shareholders: They expect profitability and efficiency from Worldline. They require information and data about strategy and CSR components. Clarity and transparency are requested.

Institutional actors: To sustain the growth of its activities, Worldline must comply with international and local laws, rules and regulations defined by institutional actors.

Communities: The company needs full recognition by local stakeholders in order to recruit the best, comply with standards and create new offers within the community.

Stakeholder expectations are identified through constant exchanges. The group analyzes how its peers are evolving. Business unit leaders involvement in 2014 ensured the participation of stakeholders.
During materiality review, we run interviews to identify impact of these expectations on business strategy. The result has been included in the materiality matrix.
International standards and regulation were taken into account in the materiality review to prioritize our various challenges.
A benchmarking of the e-payment industry captured the industrial best practices.

Identification of priority issues:
Corporate Responsibility approach is based on a materiality analysis to prioritize on the most relevant subjects and stakeholders’ expectations. The most relevant issues were combined with an internal scoring.
This tool helps achieve the organization’s goals, secure its business model and manage its impact on society.

CSR reporting
Worldline reports annually on its CSR progress through two documents:

The Registration Document, in accordance with the requirements of EC regulation n° 809-2004 dated April 29, 2004. It complies with the requirement of the Grenelle II French law;

The Corporate Social Responsibility report, for all stakeholders. It includes information on: CSR initiatives, major challenges, case studies, KPIs, consistency with AA1000 principles and GRI - G4 Guidelines and Grenelle II expectations.

See the Main KPIs Table

Sustainability at our core

We believe that growth should be achieved responsibility. That’s why Worldline operations comply with the best international responsibility charters and are focused on reducing our carbon footprint. And as well as developing innovative and sustainable solutions that meet the demands of our clients, we are continously aware of our need to contribute to the well-being of our employees and the communities in which we operate.



Marc-Henri Desportes, Worldline General Manager

Our customer's priorities

How are customer priorities reflected in Worldline’s CSR approach?

Our CSR approach is embedded within and fully aligned with our business processes. As a company serving customers in the B2B2C domain, everything we do is driven by end consumer expectations because this is the primary focus of our own customers. We have to be particularly focused on the expectations of our customer’s clients in terms of service, security and social responsibility. A prime example is the end consumers’ awareness and concern about data privacy, which has become a major preoccupation of our customers. In making decisions about our priorities and actions in our CSR approach, we look first to the needs and expectations of customers and consumers.

Read more

Customer satifaction

Customer satisfaction

One of the most important means for monitoring performance and driving improvement toward operational excellence is through customer feedback

Each year, CEO and high level contacts are interviewed. The top 250 Atos Group accounts are also surveyed.
Tactical surveys provide feedback on Worldline services. They cover more than 60% of business and are implemented in all 17 countries in which it operates. The results are processed every six months.
For large accounts, immediate feedback is requested, using a statistical approach. These real-time measures on consumer perceptions are regular items at each month’s management committee meeting. Recent steps to further strengthen use of the survey include:
In 2014, Atos reinforced its customer experience approach to go beyond, with Innovation workshops and sharings by local teams.
As part of a program to improve customer experience, the company implemented global “Improving Customer Experience” e-learning to increase employee awareness of client business needs, maximize value and manage customer relationships. In this first year, 63% of employees participated in the program.

  • 8:00 I withdraw cash
    at an ATM.

  • 8:30 I use a contactless card
    to take the subway

  • 9:30 I receive an alert announcing my train’s delay
    and proposing another connection.

  • 10:30 When walking around town, I receive a promotional offer
    from my favorite grocery shop.

  • 11:00 I transfer funds to my mobile wallet
    from my bank’s website.

  • 12:00 I make lunch resevations using
    the restaurant’s smartphone app

  • 13:00 I pay for lunch at my favorite restaurant
    by card.

  • 13:30 I book tickets for a concert
    this weekend using my credit card.

  • 15:30 I check my account

  • 17:15 My connected health monitoring and delivery device
    makes sure I never forget to take my medicine.

  • 18:00 I fill up the car
    with my fuel card.

  • 21:00 We participate in our favorite interactive TV show.
    I check my home temperature on my mobile phone and reduce it.

  • 23:30 Back home, the temperature is perfect.
    I go to sleep.

Cross-channel solution sets new standard
Yapital that aims at becoming the German standard for mobile payments, turned to Worldline for implementation across a wide range of merchants. Worldline’s solution ensured fast, secure and simplified operations with users able to register online, immediately make payments, send and receive money across all channels.
We are extending its host authorization for network operators to readily recognize Yapital transactions. "Worldline’s talent helped us set new standards,” says Yapital Business Development EVP Niels Lohmüller. "It has brought mobile payment where consumers need it.”
Facilitating microcredit financing
In China, Worldline designed a customized Internet-based solution for Tencent subsidiary Shenzhen Tenpay Network Finance MicroCredit Co. Limited. The company provides financing products for enterprise supply chains via the Internet. They needed a simple and flexible credit account management system.
Expressed satisfaction with the Worldline’s solution. “They actively analyzed our requirements, discussed solutions and worked overtime. They explored new domains, including Internet finance and applied new ideas.”

Trusted Third Party

In day-to-day business, Personal Data has a clear value but raises a number of concerns.
Processing of Personal Data requires to adopt strong commitments, implement strong organizational and security measures and a high level of protection. Worldline manages sensitive data related to transactions with the security and reliability of its solutions. Confidentiality is one of the foundations of our business model.

In working with multiple and different clients, in some cases competitors, Worldline must be neutral in working with multiple and various clients, sometimes competitors. Service innovations developed by Worldline on behalf of its customers is another constant point of attention. Such innovation may be granted exclusively to the customer. In other cases, he may wish to share the costs in making the innovation available to other companies. Treatment of the information is explicitly formalized in each contract. Through its innovative solutions and commitment to confidentiality, Worldline’s role as a trusted third party is enabling greater efficiency and growth.

It’s personal !

It’s personal !

Worldline’s comprehensive approach to data protection reflects its customers and employees’ commitment.

“The rising importance of ‘Big Data’ and the need to protect personal data are critical,” says Karl Alles, head of Worldline’s Operational Control team. “Challenging and improving data security helps retain customers’ trust.”
Aligned with Atos Group, our data protection policy approach is focused on four pillars:
EU Directive 95/46 for personal data protection regulation, and Atos Group’s policy;
Privacy embedded in all processing of personal data;
Data protection community with legal experts and data protection officers;
Employees awareness through training for all.

In addition to auditing and improving data protection performance through KPI’s, Worldline is externally assessed.
Annual auditing maintains our PCI-DSS (Payment Card Industry (PCI) Data Security Standard (DSS)) certification. As part of Atos Group, we were certified in 2014 for processing personal data under EU’s Corporate Rules.
In 2015, data security managers will align to support our new operating model. “Matching responsibilities and processes will drive harmonization and strengthen data protection practices,” says Karl Alles. “Training for security managers are increased, such as PCI certification, asset assessment or crisis response.”
Worldline is working closely with the European Commission and the whole payment ecosystem on ways to reduce risks, encourage innovation and standardization. We also play an active role in cloud computing throughout working groups being represented on the public-private European Cloud Partnership.



Enabling digital transformation in a connected world

Today, digital transformation is critical for companies who seek to reduce costs, enhance consumer loyalty and increase profits.
By transforming their business and boosting their processes, Worldline supports it’s customers’ digital transformation. We generate measurable short- and long-term benefits for customers.
It enables them to push targeted services. It also provides a seamless, uninterrupted digital experience between the consumer and the company.
Digitization of processes helps customers in understanding how consumers behave. It helps the environment and preserves resources.
Worldline’s ability to combine innovation with security, speed, quality, experience and flexibility is a recipe few companies can match. This is a real competitive advantage.

Digital Safe Component certified

In November, Worldline’s digital eSafe solution received the first NF Logiciel certification provided to a multinational company in France. The solution guarantees confidentiality and integrity of data stored in a private cloud to facilitate exchanges between companies and customers.
The certification, made under AFNOR NF Z42-020, a French standard for secure storage services. It was made by INFOCERT, an independent company that certifies software compliance and quality.
“NF Logiciel certification confirms Digital Safe Component compliance with the AFNOR NF Z42-020 standard. The new NF software application comes in response to calls from software publishers such as Worldline," said INFOCERT President Jean-Louis Michel.

In 2015, data security managers will align to support our new operating model. “Matching responsibilities and processes will drive harmonization and strengthen data protection practices,” says Karl Alles. “Training for security managers are increased, such as PCI certification, asset assessment or crisis response.”
Worldline is working closely with the European Commission and the whole payment ecosystem on ways to reduce risks, encourage innovation and standardization. We also play an active role in cloud computing throughout working groups being represented on the public-private European Cloud Partnership.

Sustainable Solutions

Sustainable Solutions

Sustainability in Worldline's Solutions

Total Contract Value of Sustainability

Sustainable offers and operations

To better track and value its offers, Worldline conducted an analysis of its portfolio. Five sustainable qualities were identified in each sphere:
Economic: Time saving, Cost Rationalization, Flows and process Optimization and Security Risk Management
Social: Online accessibility and mobility, health & environment, Fraud management, Human activity development and education
Environmental: Multimodal transport, Pollution, Carbon Footprint, Energy and Resource saving

Examples of sustainable impacts of Worldline offers:
In Mobility & eTransactional Services, e-Ticketing at a retail level saves time and rationalizes costs through pooling of resources; on a social level, capability to make remote reservations improves accessibility, paperless tickets eliminates physical materials and reduces pollution. In resource management, e-ticketing has a further social impact in facilitating mobility, while also reducing urban congestion.
In Financial processing and software licensing activities, management of fraud risk reduces losses and enables better management of risk. In the social sphere, benefits include fraud limitation, increased reliability and improved confidence.
In Worldline’s merchant services and terminals accepting multichannel payments reduces arrears, improves security of transactions, risk management and generates higher revenue. On a social level, the environment benefits from it.

Additional examples throughout our range of offers:
increased security of cashless electronic payments;
easier retail and banking transactions;
electronic wallets to securely store card holder information;
facilitated shopping and consumer recognition;
automation of governmental revenue collection;
improved traffic safety and route management by public transport providers;
advanced wellness services throughout e-health and e-hospital systems;
goods tracking to control products’ lifecycle and prevent counterfeiting;
safer, more efficient vehicle traffic and driving behavior;
predictive maintenance for improved performance.

Nicolas Kozakiewicz, Head of Research & Development and Innovationr

Nicolas Kozakiewicz, Head of Research & Development and Innovationr

Innovation according to Worldline

Who would have thought it would be the quaint refrigerator magnet that would render obsolete the writing of our grocery list on a piece of paper or even entering items on our smart phone? Using the Worldline-developed “smart magnet,” you can scan the milk bottle you’ve just emptied or press the magnet button and say “tomatoes” and your grocery list in the cloud is updated.
The end-to-end service, from magnet to the cloud, is one of a myriad of Worldline enabled innovations designed to enhance daily life.

Read the full interview of Nicolas Kozakiewicz
WIN awards 2014: Connected Kitchen Team

Guillaume Lefebvre, Jacques Poly, Jean-Baptiste Drucker and Eric Ptak

Connected Kitchen

In 2013, brainstorming resulted in another innovative idea : a small, magnetic, connected object on the fridge used to scan the barcode of a product to put on shopping list. This functionality already exist for smartphones, but it needs to be operated. Permanently connected, Worldline’s “Connected Kitchen” is instant, fun and easy to use. You can then check remotely and validate what you really need. A retail chain offering this could boostcustomer’s fidelity. It could also amass customer data and personalize suggestions. R&D prototyped the concept in 2014 and quickly developed a pre-industrialization solution with two major clients.

Opening the door to tomorrow

Opening the door to tomorrow Worldline’s Connected Living solutions to make homes increasingly convenient and comfortable were front and center meet in 2014.
In September, Worldline unveiled proof of concepts (POCs) for Connected Home and Connected Car services at the IFA consumer electronics and home appliances trade show in Berlin. Developed in partnership with SOMFY, the leader in connected home devices, the POCs integrated the two companies’ proven solutions to deliver new connected services for the rapidly developing – and converging -- home automation and connected objects markets. Connected Home is a robotic service able to perform a variety of tasks within the home such as opening and closing blinds or operating the lighting. Continued development of sensors and cloud robotics are also creating enormous potential for applications in the emerging markets of telemedicine and household management, including for people with decreased autonomy.



Patrick Degryse, Head of Human Resources

A responsible employer

The quality and engagement of Worldline’s workforce is the linchpin to the company’s past success and future growth. The professionalism, creativity and talent of our employees enable Worldline to deliver highly innovative and sustainable offers to our customers.
As a dynamic, growing company with a strong expertise-oriented culture, Worldline places a strong emphasis on recruiting and retaining employees with highly-specialized IT profiles to ensure the company’s development. We work to develop and maintain a culture in which employees feel motivated and energized to help Worldline achieve its business objectives.
Our recruiting emphasizes the opportunities for career growth as part of our company and Worldline’s commitment to accompanying employees throughout career management programs. Our approach to recruitment includes partnerships with leading universities, attractive internship opportunities and a selective recruitment process.
To enable our employees to develop and grow with our company, we place a strong emphasis on programs that value the contributions of our people. As detailed in our annual Culture Audit and in our 2014 Registration Document, our programs include promoting employee health and well-being at work, mobility, training, talent development, internal promotion, internships and apprenticeships, employee share ownership programs and diversity and inclusion. The following pages in this chapter provide additional detail on our programs to help employees develop and to reinforce Worldline’s culture and status as a great place to work.

Read more

Well-Being @ Work and Health @ Work

Well-Being @ Work and Health @ Work

Aimed at ensuring that Atos/Worldline remains successful and sustainable, the program created by Atos in 2010 makes employees its central focus. It encourages open dialogue and contributes to making Worldline one of the best places to work.
The program has already improved efficiency through lean management processes, leadership skills, training and reward programs. Organized locally throughout the year, Well-Being @ Work activities include celebrations of successes, anniversaries, team building, etc.
The most important tracks in reinforcing culture have been identified, given priority to their development on a global basis.
These include:
– Recognizing and rewarding employees.
– Accolade awards recognize teams for exceptional performance. In 2014, more than 1,600 awards were distributed.
– Success story awards.
– Win awards - recognizing innovation and creativity. More than 150 projects were presented in 2014.
– Employee Stock Ownership Plan. Worldline launched its first employee shareholding plan, “Boost,” in November 2014 with a 22% participation rate.
Developing awareness and encouraging direct dialogue with employees, various networking activities were organized in 2014 including:
– Breakfast with managers, featuring exchanges and Q&A on strategy;
– Special meals for birthdays, work anniversaries or retirements;
– Employee feedback events;
– Discussion sessions on important topics involving workplace;
– Project Prioritization Committee (in India) helped to smooth workflows;
– Sites in France held special days dedicated to special topics such as sports and health, community relations, etc.
Welcoming and orienting new employees
– Newly-hired employees are welcomed during “Start Up Days”. Morning sessions include presentations on the company’s history, businesses and focus on innovation and Q&A sessions. The afternoon features team-building exercises and a “speed dating” session with questions at managers. New employees are accompanied during their first months to talk about opportunities and practices.
Health @ Work - programs are organized locally to promote well-being. Some countries sponsored physical activities for employees (running races, bike outings, yoga sessions…). Ensuring good health extends through encouraging a good work-life balance, adopting flexible work schedules, promoting good nutritional habits and programs to help quit smoking. These programs also contribute to reduce health-related employee absenteeism.



Gender equality
In France, a corporate agreement has been implemented including employee awareness, recruitment applications, equality in professional development and promoting better work-life balance. We promote women into leadership roles and encourage senior executive mentoring of junior women employees.
We deploy a “Disability Referents Network” in France to support individuals with disabilities in receiving official recognition of their status, adapting the work environment and increasing awareness.
Senior Capital
We organize senior employees to transfer knowledge from senior employees to younger colleagues. A career re-orientation program is being developed. Cultural Differences: The module “How to work with German/Indian/etc.?” helps understanding cultural differences in the workplace.
Cultural Differences
The module “How to work with German/Indian/etc.?” helps understanding cultural differences in the workplace.
Talent development

Talent development

We offer employees opportunities to develop soft skills, technical expertise and new creative talents at global and local levels. An annual talent review is being implemented for N-2 and N-3 managers. Increased use of individual development plans will be implemented for identified employees.
Opportunities are provided through an array of Atos/Worldline international development programs, including:

Gold for Managers program
Invites nominees by the Atos/Worldline executive committees to participate in an annual program conducted with HEC Paris seeking to develop leaders.
Gold for Experts program
Conducted with Cambridge University and Paderborn University, it seeks to equip employees with best-in-class capabilities for Atos/Worldline. The three-week modules focus on technical knowledge, business strategies and human insights.
Juniors Group
Is a self-organized, international circle to advance individual potential through development sessions, networking with top management and international colleagues contributing to Worldline’s global business performance.
Junior Career Development program
Provides participants in Belgium with opportunities to develop through a mini-management program. Employees can also participate in Atos Group strategic transformation programs and join Worldline expertise networks.
Lead Global leadership program is designed to help leaders create a shared understanding of leadership, reinforce Worldline’s culture and increase managers’ understanding of their role.
Transconstellation, is a program in Belgium where employees can earn postgraduate-level certificates in financial transaction services


Worldline offers employees access to a wide range of training courses covering subjects relevant to the company’s operations and strategy. In addition to this, courses offered through Atos University are also available to Worldline employees.
Discussion of training matters are part of the regular review of career objectives and development plans may include customized training courses.
Certain country have formal training plans in place and define a minimum of days to be dedicated to employee training.
Leadership training programs include the HR skills development program for managers and annual change management workshops to help managers understand Worldline’s new environment.
We also have launched a consultative sales approach for account managers, presales staff, service delivery managers and customer service employees.
Worldline is also exploring new ways of learning such as online courses, allowing for unlimited participation and open access via the web during the work day.

Value Chain

Value Chain

Nathalie Pousin, Chief Operating Officer

Sustainability throughout the value chain

Our value chain
Worldline’s value chain includes all actions involved in producing and delivering to customers: from managing our innovation and products, from contracting and sales, from workforce management and procurement to end-to-end delivery and risk management.

Effective performance and continuous improvement in these core capability areas is Worldline’s most important priorities as they enable us to provide the best products and services, create value and maximize customer’s satisfaction.

Worldline’s CSR commitments are intimately connected with our value chain core capabilities. Worldline’s high ethical standards, supported by company-wide policies and training, support our ability to deliver top business technology solutions, securely, ethically and responsibly.

Read the interview with Nathalie Pousin

Ethics and Compliance

Ethics and Compliance

Ethics and Compliance
Worldline is required to adhere to multiple, international regulations.
Thus, we implemented processes to ensure effective compliance. The group benefits from the assistance of the Atos Compliance team.

Compliance governance
Compliance, data protection, purchasing and intellectual property matters are overseen by Worldline’s General Counsel, supported by Atos’ global compliance team.
In 2012, the Atos Group created an Ethics Committee, composed of independent and external personalities.

Compliance risk management policies
As a signee of the UN Global Compact in 2010 and member of Atos, Worldline implemented internal policies to manage compliance risk in bribery, corruption or fraud. Examples include:
screening of business partners assisting Worldline in developing/retaining its business prior to the beginning of any relationship;
a contribution policy to screen any contribution to prevent the giving or receipt of any disproportionate contribution by a Worldline employee;
an anti-fraud policy, defining roles and responsibilities for the prevention of fraud and prohibition against disciplinary measures for employees who report practices that contravene the law;
a roundtable policy on fair competition for meetings with potential and known competitors;
an export control policy related to regulations and providing clear processes to mitigate risks;
an anti-money laundering policy, a ‘Know Your Customer’ principle and the allocation of responsibility;
fraud risk management procedures to minimize the risk of data breaches.

Value Creation for Customers

Value Creation for Customers

Worldline affirmed CSR priorities shared with Atos through its materiality review, and put as first priority: Building customer trust through available and secured platforms and reinforcing customer value creation through sustainable and innovative offers.
Our business model is based on sharing risks and rewards of innovative B2C services. It is designed to drive adoption of innovative services and generate maximum revenue for our customers.
We are uniquely positioned to deliver a wide range of solution. Our business today includes traditional core electronic processing as well as extended value-added and innovative services for emerging new digital businesses. This allows us to provide flexible and tailored solutions to address customer needs.
Our experience originates from the various digital transformations we have performed in the last 40 years alongside our Customers. Markets in regions are not as mature. We therefore leverage from our various success stories to suit the best for our Customer’s specific needs. Thanks to our committed and expert people, we can tailor our solution with the best added-value possible.
We also are seeking to fully engage our internal expertise by identifying the employees who help us to create value and differentiate Worldline from competitors.
We also are implementing specific programs to bolster our ability to recruit and retain experts to improve the customers experience across all activities. We are working to institute and reinforce efficient core capabilities across all our value chain to maximize the satisfaction of our customers.

Responsible Procurement

Responsible Procurement

Sustainable Procurement
Like Atos Group CSR policies, we recognize responsibility to promote sustainable behavior by positively influencing stakeholders and suppliers to adopt such practices.
Worldline employees must abide by Atos Group’s Code of Conduct.
Suppliers are expected to Sustainability Supplier Charter, to ensure ethical and responsible behavior. They must confirm their intention to comply with the principles of the United Nations Global Compact with partners.
Worldline defines different levels of engagements with them to reduce risks and protect the brand reputation.
The procurement team is responsible for monitoring suppliers performance indicators that have been put in place by Atos Group.
The rating assessments and monitoring tools of EcoVadis helps manage risks and drive eco-innovations in Worldline’s supply chain. Atos has mandated EcoVadis to assess social and environmental performance of suppliers since 2008. The results provide a high level view of supplier CSR performance.
In 2014, 21% of Worldline’s suppliers were assessed by EcoVadis, representing 30% of total spend. They were selected based on the level of spend, category risk level and geography risk. Any supplier with a score of less than 35/100 is required to propose a corrective action plan. If the supplier fails to improve their results, they can be removed from Worldline’s list.
To reduce its impact on the environment, the proportion of Worldline’s overall spend sourced to local suppliers in 2014 represented 85%.

Responsible Procurement

Social Commitment

A commitment to helping others
The company is engaged in various actions to give back to society through its inclusive business model. Worldline works with non-profit and societal support organizations on tangible initiatives.
Teams throughout the world engage in activities that contribute to their communities. Examples include:
In the UK, raising funds for the British Heart Foundation, sponsoring activities to support homeless children and helping children learn to read;
In Spain, collecting goods for NGOs and providing funds to pay for school meals of children in need;
In the Benelux, helping young families in need, cancer research and sick children;
In France, preventing students from dropping out with the non-profit organization “Energie Jeunes”;
In Germany, supporting the children's home "Monikahaus," for young people from difficult family backgrounds and supporting a children’s day care project in Aachen and a youth welfare service;
In Indonesia, organizing special activities for children from a local orphanage;
In Argentina, assisting people affected by flooding.

Telethon – donating funds and skill-based sponsorship
Worldline has been a partner of France’s annual national fundraising Telethon for 18 years. A variety of activities are organized on each Worldline site to collect funds. Employees are asked to participate in an activity with the proceeds being donated to Telethon. At Worldline’s Seclin site, for example, 40 event organizers were involved in setting up and running a special day in December, they raised € 9,000 for Telethon from our employees’ contributions and hard work.
Worldline also provide secure payment solution to the Telethon website or via mobile phone during the nationwide operation, which last year raised more than 80 million euros.
Performance of suppliers since 2008. The results provide a high level view of supplier CSR performance.
In 2014, 21% of Worldline’s suppliers were assessed by EcoVadis, representing 30% of total spend. They were selected based on the level of spend, category risk level and geography risk. Any supplier with a score of less than 35/100 is required to propose a corrective action plan. If the supplier fails to improve their results, they can be removed from Worldline’s list.
To reduce its impact on the environment, the proportion of Worldline’s overall spend sourced to local suppliers in 2014 represented 85%.



Frédéric Papillon, Technical Operation Head and Global Product Production Services

Value Creation for Customers

Interview with Frédéric Papillon

The priority that Worldline places on protecting the environment is reflected in its position among the four priority challenges identified through the materiality review, specifically, “Leveraging the eco-efficiency of our data centers and offices.”

Operational excellence and environmental efficiency are both intrinsic to sustainable performance. Lowering energy consumption, for example, reduces CO2 emissions and preserves natural resources. But it also enables Worldline to offer sustainable solutions to its customers. By limiting its environmental footprint, Worldline improves its eff iciency and saves money while providing benefits to the ecology and society in general, further building trust and confidence with stakeholders.

With the rapid growth during the past 10 years of the IT sector -- and the corresponding leap in its demand for energy -- Worldline recognizes the importance of a responsible approach toward the environment, not only as an individual company but also as an industry. Through its sustainable solutions to improve environmental performance for its customers, Worldline applies to its own activities the reasoned energy management principle.

Read the interview with Frédéric Papillon

Energy Policy

Energy Policy

Environmental Management System
Worldline’s Environmental System Management (EMS) is designed to reduce the company’s environmental footprint. We achieved in 2014 our 2015 target to implement Environmental Management System and certify all data centers and large office sites. The initiative contributes to our overall performance.

Shifting to low-carbon energy
Some Worldline sites are partially supplied with carbon-free energy. It is part of the effort to reduce carbon footprint. By the end of 2014, 100% of Worldline’s data center services are carbon neutral. About 57.5 tons of CO2 emissions were averted in 2014.

Data centers
As prime candidates Worldline’s strategic data centers are being managed under an optimization program to share and merge resources. (see Seclin Data Center PMP Dassault, page 47)

Buildings efficiency
To reduce environmental building footprint Worldline implemented measures to reduce equipment energy consumption, printing and office waste.

Seclin Data Center PMP Dassault

Seclin Data Center PMP Dassault

As part of its commitment, Worldline undertook initiatives to improve the energy efficiency of its data centers.
PMP Dassault data center, located on Worldline’s Seclin campus in the north of France was built in 2009. In constructing the 4,350-square meter facility, most recent environmental standards and state of the art components were adopted to lower key energy efficiency indicator and Power Usage Effectiveness (PUE).

The actions to maximize energy efficiency:
Increase temperature inside data and technical rooms;
High performance free cooling chillers using external coolness;
Changing Computer Room Air Conditioner fans from fixed to auto adjust;
Increase temperature on the cooling water network, install a Kyoto wheel in the air handling unit;
Installation of UPS, chiller, electricity generators according to load progression;
Using forced air to refresh only computers by specific pipes.

The Seclin PMP Dassault data center is today an example with a PUE value of 1.5 at nominal load compared to a 2.5 and 3 industry average.
As part of Worldline overall optimization plan, the facility targets a reduction in the average PUE for all data centers from 1.75 in 2014 to 1.70 in 2015.


To learn more

For the 2014 report, Atos has succesfully completed the GRI content index service (G4 comprehensive level) in line with the latest Global Reporting Initiatives guidelines which testifies the high level of transparency and exhaustiveness of its extra financial performance. You can find below the entire GRI-G4 content index table with the general standard disclosures and specific disclosures

Click here to consult the integrality of the GRI Content Index Table Click here to get more informations about the Auditor Letter

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