318 / 354
A
Corporate and social responsibility report
Annex III -
Being an ethical and fair good player in business
318
Worldline
2016 Registration Document
Worldline
2016 Perimeter
2015 Perimeter
GRI code KPI Name
2016
2015 2014
employee
Per
revenue
Per
employee
Per
revenue
Per
AO11
Collaborative technologies development (Zero email)
Percentage of active Community users
27% 6% 11% 85% -
100% -
Percentage of Collaborative Communities
28% 50% 26% 85% -
100% -
Percentage of Dormant Communities
60% 27% 37% 85% -
100% -
Number of active users in Communities
1,800 474 825
85% -
100% -
communities
Total number of collaborative working
218 271 285
85% -
100% -
Number of Dormant communities
472 146 410
85% -
100% -
Total number of communities
787 539 1,113
85% -
100% -
Internal emails sent per week per mailbox
-
-
77
85% -
100% -
Exclusions:
AO16: On the Global absenteeism rate exclusion of Germany, Netherlands, India, Chile, Taiwan and Belgium;
GRI 404-3: Exclusion of Germany and Austria;
●
GRI 405-1: disabled people: exclusion United Kingdom.
●
not part of this year’s reporting.
Worldline’s scope of coverage has decreased from 100% to 85% because EquensWorldline employees have been included even though they are
*
Being an ethical and fair good player in business
A.4
Socioeconomic Compliance] and [GRI 419-1]
Ethical excellence withinWorldline
[GRI 205-2] [GRI 103-2
A.4.1
[GRI 205-3] and [GRI 419-1]
Compliance
[GRI 102-33] [GRI 102-34]
A.4.1.1
adhere to a number of requirements in the countries in which it
subcontractors of credit institutions, the Group is required to
and in particular to the activities of payment institutions and
controls and reporting rules.
operates, especially as pertains to its IT infrastructure, internal
In order to comply with regulations applicable to its business
is provided via a Group Services Agreement (along with other
Atos group’s Compliance team for all compliance matters, which
group. In particular, Worldline benefits from the assistance of the
to a large extent based on the program developed by the Atos
financial services, legal services, etc.).
acquisitions, internal control, human resources, innovation,
support function services, e.g. management, sales, mergers and
exposed countries) tend to be more and more demanding
In addition, national regulations and customers (including in
Worldline deployed an effective compliance program, which is
ensure efficient compliance. To reduce and prevent these risks,
regarding the compliance processes and procedures in place to
In 2016, any significant fines for non-compliance [GRI 419-1] and
Worldline.
any claims related to corruption [GRI 205-3] were reported for
Compliance governance
A.4.1.1.1
continued in 2016. It is also applicable to Worldline.
group Executive Committee and implemented in 2015; this
Improved compliance governance was approved by the Atos
This governance aims to achieve the three following objectives:
Worldline Chief Compliance Officer;
this program, which is under the responsibility of the
Chief Compliance Officer. Worldline is also entitled to lead
priorities of the Compliance program, as defined by the
Compliance Steering Committee focuses on strategies and
through the Group Compliance Steering Committee. The
An even stronger connection to the top management
●
Group Legal Compliance Team, and is led by the Atos group
cross-functional approach in the Operational Compliance
operational entities within Worldline and increased
A stronger involvement of operations through the different
●
focuses on cross-functional compliance actions;
Compliance Officer, the Operational Compliance Committee
Committee of the Atos group: Chaired by the Group Chief
their prominence, in order to improve the consistency of the
the GBU Compliance Committee meetings and maintain
year. The objective for 2017 is to maintain the frequency of
local Compliance Committees were launched the previous
up GBU Compliance Committees within local operations. All
Implementation of a global compliance approach by setting
●