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A
Corporate and social responsibility report
Annex III -
Being a responsible employer
292
Worldline
2016 Registration Document
Worldline
2016 Perimeter
2015 Perimeter
GRI code KPI Name
2016
2015
2014
employee
Per
revenue
Per
Per
employee
Per
revenue
GRI418-1 Customer complaints
regarding breaches of customer privacy
higher than € 100,000
Number of third party complaints
0
0
0
-
100%
- 100%
higher than € 1,000,000
regarding breaches of customer privacy
Number of customer complaints
0
0
0
-
100%
- 100%
AO3
Data Security incidents
Number of security Incidents
110
126
89
-
100%
- 100%
Percentage of Open Security Incidents
Open vs closed
1.06% 0.79% 1.12%
-
100%
- 100%
Percentage of Employees attended Safety
& Security E-learning
90% 86% 77%
-
100%
- 100%
Protection E-learning
Percentage of Employees attended Data
89% 77.86% 77%
-
100%
- 100%
Defense Policy
Percentage of Compliance to Virus
75% 79% 75.55%
-
100%
- 100%
Being a responsible employer
A.3
Ambition, challenges and opportunities
A.3.1
Wellbeing@worldline program
places them at the heart of its business plans as the true catalyst
Worldline pays very special attention to its employees and
wellbeing, health, motivation and creativity of its employees.
Resources department in 2015, Worldline’s priorities are the
Wellbeing@worldline program initiated by the Human
the driver of growth for the Company. Through its
for innovation and the creation of value for its customers and
encourage a work-life balance for its employees. That is why
conditions for the development of skills and talents and to
Worldline therefore fosters a working environment and the right
Place to Work.
Worldline’s company strategy is to be acknowledged as a Great
top-down and bottom-up actions.
The Wellbeing@worldline program is structured around
qualifications and technical or digital oriented courses, as well as
the deployment of staff development programs, training,
strengthen the skills and talents of Worldline’s employees with
(integration@worldline). These actions are also intended to
learning@worldline).
leadership
programs
(growing@worldline
and
them
during
their
career
with
the
Company
young digital technology talents and experts and supporting
Top-down actions consist mainly of the hiring and integration of
the bottom-up actions are rolled out in all areas of the Company:
commitment among employees at all levels of the organization,
In order to ensure a greater sense of belonging and
workingconditions@worldline;
●
sharing@worldline;
●
recognition@worldline.
●
plans.
staff for the deployment of the wellbeing@worldline action
between Worldline employees, and are systematically approved
consultation, discussions and sharing the best practices
These pragmatic and realistic action plans are the result of
country is involved in the process of motivating its management
and implemented on a global basis. Senior management in each
practices produced by these local working groups are shared
each country before being implemented. Furthermore, the best
by the local management and Human Resources department in
human resources and further strengthen the local and global
Company must be beyond reproach in its management of
Worldline is thus more exposed than ever to the human
Netherlands, Germany, Belgium, Poland, Italy and Finland.
of payment services in Europe, which has a presence in the
The year 2016 saw the acquisition of Equens, a major provider
European market for payment consolidation means that the
Worldline’s strategic goal of being one of the leaders in the
international mobility. This decisive step toward achieving
challenges represented by cultural integration, diversity and