ASSIGNMENT STANDARD RATINGS

CANDIDATES
2020
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Dear candidate,

After your interview we would like to ask you to make a short assignment. This assignment will not take
longer than 1 hour and no preparations are required.

Below you will find three indicators, each focusing on one particular area meant to assess a company’s
commitments or performance. Indicators have specific tick boxes, each addressing particular aspects
within a company’s disclosure. These indicators are:

1. Bribery & Corruption Policy (addressing a Governance-related topic)

2. Human Capital Development (addressing a Social-related topic)
3. GHG Reduction Programme (addressing an Environmental-related topic)

You will see below each indicator the methodology used to analyse it, as well as the relevant document
that you have to read and determine whether or not the company has information that meets the
criteria. Read the scoring criteria and afterwards the information released by companies. Indicate which
scoring criteria are applicable to the companies and which pieces of information were used to assess
each criterion (copy-paste the information or include a snapshot/print-screen under each relevant
criterion).

The objective of the assignment is twofold: it allows Sustainalytics to assess and compare the analytical
skills of the candidates, but it also allows the candidate to get a good impression of the work that he/she
might be involved in if selected for the position. It therefore allows both parties to see whether there is
a good fit between the position and the candidate.

Sustainalytics does not communicate the results of the assignment.

Thank you for your efforts,

Sustainalytics Recruitment Team

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1. BRIBERY AND CORRUPTION POLICY

1.a Scoring Scheme
Read the company documents from 1.b Sources section and tick the boxes for all applicable criterion
listed below; please also insert below each applicable criterion which pieces of information were used to
assess it (copy-paste the relevant sentences/paragraphs).

This indicator provides an assessment of the quality of the company’s policy to combat bribery and
corruption. A policy should have the following elements: applies company-wide or to at least 50% of
total activity, is a formal, written, detailed statement on the issue addressed.

☒ Prohibition of bribery

The company should forbid giving any type of bribes without defining the identity of the other party
involved in the bribery act (e.g. employees must never accept or give a bribe, kickback or other improper
payment for any reason).

It is the policy of Exxon Mobil Corporation that directors, officers, employees, and third parties acting on its behalf are
prohibited from offering or paying, directly or indirectly, any bribe to any employee, official, or agent of any
government, commercial entity, or individual in connection with the business or activities of the Corporation.

☒ Definition of bribery or corruption

We are looking for a clear definition, which should include the defined term, as well as the definition
itself. E.g. a kickback is the giving or accepting of money, gifts, or anything of value that is provided in
return for favorable treatment.

A bribe for purposes of this policy is any money, goods, services, or other thing of value offered or given with the
intent to gain any improper advantage for the Corporation.

☒ Definition of conflicts of interest and commitment to minimize these

We are looking for both a definition of conflicts of interest and a statement to minimize these.

It is the policy of Exxon Mobil Corporation that directors, officers, and employees are expected to avoid any actual or
apparent conflict between their own personal interests and the interests of the Corporation. A conflict of interest can
arise when a director, officer, or employee takes actions or has personal interests that may interfere with his or her
objective and effective performance of work for the Corporation

☒ Definition and prohibition of facilitation payments

The company should prohibit giving facilitation or “grease” payments, defined as payments of small
amounts to foreign officials in order to accelerate a bureaucratic process. Although not meant to
influence a decision, the risk for such payments to turn into bribes is high.

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The Company prohibits facilitating payments except in rare circumstances. Any proposal to make a facilitating
payment must be endorsed by the Law Department in advance, and the Law Department endorsement will only be
provided in circumstances in which the payment would be legal under all applicable laws.

☒ Guidelines of what is considered acceptable behavior

The company should provide clear guidelines and/or examples of what is or is not considered acceptable
behavior.

It is acceptable under the anti-corruption laws to have reasonable, customary interactions with government officials in
the form of gifts, entertainment, and hosting of business meetings.

☐ There is no evidence of a formal policy, but the company has a general statement addressing the
issue

Tick this if the company does not provide a formal policy on bribery and corruption but has a general
statement that addresses the issue

1.b Sources

Anti-Corruption Policy

It is the policy of Exxon Mobil Corporation that directors, officers, employees, and third parties acting on its behalf are
prohibited from offering or paying, directly or indirectly, any bribe to any employee, official, or agent of any
government, commercial entity, or individual in connection with the business or activities of the Corporation.

A bribe for purposes of this policy is any money, goods, services, or other thing of value offered or given with the
intent to gain any improper advantage for the Corporation.

No director, officer, employee, or third party should assume that the Corporation’s interest ever requires otherwise.

Gifts, Entertainment, and Hosting of Government Officials

It is acceptable under the anti-corruption laws to have reasonable, customary interactions with government officials in
the form of gifts, entertainment, and hosting of business meetings. However, any proposal to provide a gift to a
government official, pay for a meal or entertainment for a government official, or pay for a government official’s travel,
transportation, or hotel expenses is subject to the approval and endorsement requirements in the ExxonMobil

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Guidelines for Interactions with Government Officials (“Guidelines”). All employees should be familiar with the
Guidelines and follow them closely.

Facilitating Payments

The U.S. Foreign Corrupt Practices Act (“FCPA”) has a narrow exception for small facilitating or “grease” payments
made to secure routine governmental actions that are non-discretionary. However, these payments are not legal in
most countries around the world. For example, the U.K. Bribery Act of 2010 contains no exception for facilitating
payments.

The Company prohibits facilitating payments except in rare circumstances. Any proposal to make a facilitating
payment must be endorsed by the Law Department in advance, and the Law Department endorsement will only be
provided in circumstances in which the payment would be legal under all applicable laws. Similarly, contractors are
required to comply with all applicable laws and are not authorized to make facilitating payments while carrying out
work for the Company where prohibited by applicable law.

The Company prohibition on facilitating payments does not apply to payments that are made in the face of a threat to
the health or safety of an employee. A demand by a government official for a payment that is accompanied by a
physical threat is extortion, and a payment in this case would not be considered a facilitating payment. Nevertheless,
such a payment should be reported to Management and the Law Department as soon as possible.

Both facilitating and extortion payments, regardless of amount, must be properly recorded in the Company’s books
and records.

Conflicts of Interest Policy

It is the policy of Exxon Mobil Corporation that directors, officers, and employees are expected to avoid any actual or
apparent conflict between their own personal interests and the interests of the Corporation. A conflict of interest can
arise when a director, officer, or employee takes actions or has personal interests that may interfere with his or her
objective and effective performance of work for the Corporation.

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2. HUMAN CAPITAL DEVELOPMENT

2.a Scoring Scheme
Read the company documents from 2.b Sources section and tick the boxes for all applicable criterion
listed below; please also insert below each applicable criterion which pieces of information were used to
assess it (copy-paste the relevant sentences/paragraphs).

This indicator tracks the company’s initiatives to recruit and retain skilled employees and to further
employee development in order to avoid a shortage of skilled labour. Effective human capital
development is key for securing growth, competitiveness, financial performance and innovation. Hence,
while the criteria under this indicator have a positive impact on employees, the focus is largely on
whether the criteria help the company avoid the business risks associated with skilled labour shortage.

☒ Initiatives for talent recruitment

Select this if the company has "outstanding" recruitment initiatives, such as partnerships with
universities or student organizations (e.g. AIESEC), joint graduate programmes, technical/trade school
programs or apprenticeships.

For many years, Worldline has been developing solid and long-standing partnerships with universities,
Grandes écoles and student service departments such as INSA, Polytech, UT, Telecom and Central. A
relationship based on trust which has enabled us to build rich and durable partnerships.

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Worldline also commits to the training of students by getting involved in schools via conferences, workshops and
industrial projects.

☒ Initiatives for talent development

Select this if the company has programmes to develop employee capacity beyond training required for
the job. This may include: corporate academies; leadership development programmes; rotational and
cross-functional programmes; vocational training; formal mentorship programmes; company-funded
university degrees; online training portals.

☒ Regular formal performance reviews for all permanent employees aligned with career
development

Performance reviews should be conducted at least annually, for all permanent employees and be aligned
with payment and career development goals.

Every year, people reviews are held by HR and managers consistently in most of the countries where Worldline
operates and in each of the entities. They aim to anticipate individual and/or collective career moves and skills
development needs in view of changes in the business units in terms of activity, technologies or organization. The
information thus gathered offers a full cartography to identify possible career paths, major high performance and
potentials, key skills, difficult jobs to staff, possible successors, and where support is needed, particularly in terms of
training.

☐ Quantitative targets related to human capital development

Examples: The company has targets to develop and/or train a certain percentage of employees on
capacity building topics, to decrease voluntary employee turnover rate or to increase talent recruitment
ratio, etc.

☒ Formal mechanisms to promote an open feedback culture

Select this criterion if the company reports on initiatives or structures for bottom-up feedback, such as
360 reviews and regular (at least every 3 years) anonymous surveys.

In order to drive this dynamic and strategy of continuous improvement in its performance, the Human Resources
Department at Worldline has committed, through the "TRUST 2020" CSR initiative, to making further progress in
terms of the following objectives:

 To increase employee satisfaction by 10% as measured by the Great Place to Work survey;
 To increase overall employee satisfaction related to training programs offered;
 To be cited in at least five employer brand rankings to promote Worldline's employer brand;
 To promote gender equality within the Company by increasing the number of women in management positions and
a set of measurable actions cascaded down to the Organization

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☒ Reporting on human capital development metrics

Select this criterion if the company discloses quantitative data related to employee development
programs. For example, training hours per employee, training sessions or other transition assistance
programs.

Indicator 2018 2017 2016 2015 2014

Percentage of total employees who received a
regular performance and career development 90,65% 97.40% 94.23% 96.49% 97,15%
review during the year

☐ Reporting on human capital risk assessment

Select this if the company discusses in detail risks related to human capital management, such as
anticipated skill shortages, in the short to medium term.

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2.b Sources

Registration Document 2018

Manage Human Resources Risks

Following the extra-financial risk analysis conducted in 2018 (refer to section D.1.2.2), Worldline has identified 3
significant extra-financial responsible employers risk as described below.

Talent attraction & retention

Description: In the fast-moving sector in which Worldline operates, a wide-ranging set of expertise and intellectual
capital is key to the business’ success. The ability of the company to attract and retain talents able to provide the
expertise necessary to meet its customers’ needs is crucial. Worldline has implemented several programs that
propose different career paths with the aim to offer dedicated, personalized career management to its people. For
more details on recruitment initiatives please access: https://worldline.com/en/home/careers/students.html

Risk mitigation: Delivery quality is dependent on the establishment of robust and stable teams, committed to meeting
client’s needs. In order to attract and retain its talents, Worldline focuses on its people integration and careers
development from one side, and promotes its employer brand from the other side.

Annual People Reviews

Every year, people reviews are held by HR and managers consistently in most of the countries where Worldline
operates and in each of the entities. They aim to anticipate individual and/or collective career moves and skills
development needs in view of changes in the business units in terms of activity, technologies or organization. The
information thus gathered offers a full cartography to identify possible career paths, major high performance and
potentials, key skills, difficult jobs to staff, possible successors, and where support is needed, particularly in terms of
training.

Learning Days

Innovation and technological expertise drive the continuous development of Worldline engineers and, more
generally, of all Worldline’s people. Providing opportunities for all the employees in order to enhance their skills

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throughout their careers has always been one of the core challenges of Worldline. Learning Day” initiative, which
began at Worldline Belgium, has been adopted in every Worldline country.

The Learning Day is an entire day (or several days) dedicated to training. Employees, on a voluntary basis, are
offered a learning experience as well as the opportunity to hear about all the training and development options in
Worldline.

Dozens of topics are scheduled, spread out over five different formats: e-learning, discovering, meeting, self-testing,
sharing and discussion. Each country has developed its own program for one – or several – days of custom-made
training courses, workshops and information sessions. Global webinars are also organized, and can be followed by
employees in Europe, Latin America, India and Asia Pacific.

In total, Worldline had more than 2,600 learners at the local “Learning Days” in France, United Kingdom,
Netherlands, Spain, Belgium, India…

Human Resources Trust 2020 objectives and actions

In order to drive this dynamic and strategy of continuous improvement in its performance, the Human Resources
Department at Worldline has committed, through the "TRUST 2020" CSR initiative, to making further progress in
terms of the following objectives:

 To increase employee satisfaction by 10% as measured by the Great Place to Work survey;
 To increase overall employee satisfaction related to training programs offered;
 To be cited in at least five employer brand rankings to promote Worldline's employer brand;
 To promote gender equality within the Company by increasing the number of women in management positions and
a set of measurable actions cascaded down to the Organization.

Worldline has therefore rolled out a comprehensive strategy and various actions to address these different Human
Capital challenges:
 To meet new employee expectations, Worldline has deployed a strong policy to attract and retain Worldline
talent by improving the recruitment strategy and the sense of belonging with dedicated leadership programs.
Through the Great Place to Work Institute, Worldline has launched a survey to assess employee
satisfaction and areas of improvement. Consistent with this survey, Worldline updates its
Wellbeing@worldline program that is structured around top-down and bottom-up actions.
Top-down actions cover notably global programs fostering employees’ career evolution, skills development
and inclusion. Additionally, a strong focus has been made to develop and improve Worldline employees’
knowledge in term of business and strategy cross all geographies and divisions.
Bottom-up actions aim to ensure a greater sense of belonging and commitment among employees, with a
focus on Working Conditions and Recognition.
 To develop and engage Worldline talent, the Company has implemented a structured and efficient
integration of new employees through several measures such as the individual development plan. The
Company encourages professional mobility and internal promotion as key priorities to allow each employee
to evolve, learn and develop their own professional career path, through diverse programs and trainings
(Growing@worldline and Learning@worldline). Worldline talented individuals follow Worldline and Atos
group’s programs dedicated to talent development to help them in becoming best in class in their actions

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and accelerate their career growth. These programs include: Worldline Juniors Group, Atos Juniors Group,
Gold for managers, Gold for experts, On the job experience.

The Individual Development Plan

The Individual Development Plan (IDP) is a personalized career and development tool that enables each Worldline
employee to take charge of their individual career plan. It allows employees to discuss their career aspirations and
benefit from the advice of their managers as to the feasibility of those plans, and to prepare a suitable action plan.
Trainings for employees and managers, as well as guides and videos for the development of IDPs are provided to
prepare the IDP.

Key results

Indicator 2018 2017 2016 2015 2014

Percentage of total employees who received a
regular performance and career development 90,65% 97.40% 94.23% 96.49% 97,15%
review during the year

Mentoring and Reverse Mentoring development programs

Since its launch in 2014, 800 employees (mentor-mentee pairs) in France and Belgium have taken part in this
program, whose aim is to:
 Boost the development of young employees;
 Develop individual careers, strengthen internal mobility within the Company;
 Share the Company values, develop cooperation, and the network dynamic;
 Develop interpersonal skills and strengthen intergenerational ties.

In parallel of this Mentoring program, Worldline France rolled out the Reverse Mentoring program.
Focusing on digital transition and dialogue with new generations born with digital technology, this six-month program
aims to support personal and professional development, strengthen intergenerational links, and respond to the
issues of digitalization in the Company. It is intended for experienced employees, advanced in their careers and not
accustomed to using digital and social technologies. It aims to improve their digital skills through the help of a
younger worker who is more experienced in collaborative tools, such as new media and social networks. This
initiative was extended to the United Kingdom in 2018 where 5 senior managers expressed their interest in specific
areas in which they want assistance.
Since the start of the pilot program in 2016, more than 350 workers have embarked on the innovative program of
Reverse Mentoring. The Company’s ambition is to deploy Mentoring and Reverse Mentoring in others entities.

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3. GHG REDUCTION PROGRAMME

3.a Scoring Scheme
Task 1: Read the company document from 3.b Sources section and tick the boxes for all applicable
criterion listed below; please also insert below each applicable criterion which pieces of information
were used to assess it (include a snapshot/print-screen of the picture on the next pages using for
instance the Snipping Tool).

Task 2: Please also include a comment to summarize your findings in terms of GHG reduction
programme. The comment should not be longer than a paragraph and should explain what measures
the company has undertaken to reduce its impact.

This indicator assesses the strength of a company’s initiatives to manage and reduce GHG emissions
associated with its manufacturing processes and day-to-day activities. It does not cover initiatives
related to the reduction of GHG emissions by suppliers or the company’s products. The indicator
provides an assessment of whether the company has taken initiatives to reduce its Scope 1 & 2 GHG
emissions OR to increase energy efficiency/reduce energy use relative to its own operations.

☒ Policy commitments to reduce GHG emissions

Select this if there is a stand-alone policy commitment to specifically reduce GHG emissions (e.g. climate
change policy, energy efficiency policy).

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☐ Managerial responsibility for GHG emissions

A level C executive (CEO, COO) or someone directly reporting to this executive or to the board has been
specifically allocated responsibility for managing and reducing GHG emissions.

☒ Initiatives to reduce GHG emissions (if you discovered that the company has initiatives include a
paragraph detailing the initiatives that the company has and justify your selection of that particular text)

Select this if the company provides details on its GHG emission reduction initiatives (e.g. measures to
phase out GHG intensive raw materials or processes, technological improvements to increase energy
efficiency, etc.) within our three-year time-frame.

Setting up a target for reducing the emissions is a good first initiative.

☒ GHG reduction targets and deadlines

We are looking for absolute targets (total GHG emissions) or intensity targets (CO2 per unit of
production).

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☒ GHG emissions monitoring and measurement

Select this criterion if there is evidence that the company tracks its company-wide GHG emissions.

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☐ Regular audits or verification

Select if the company conducts third-party audits of its emissions at least annually, its emissions have
been verified under ISO 14064.

Firstly, the company is advising its coleagues and employees to try to use public transports,cycling or
even walking to avoid using personal cars in order to reduce the emissons.

Secondly,BAM is deploying more electric vehicles and plug-in hybrids to reduce the fuel
consumption ,therefore reducing the carbon emissions and improving the air quality and also trying to
reduce the reliance on diesel and fossil fuel on its construction sites ,wich are the biggest source of
CO2 emissions.

Its pioneering in green-building materials and sustainable constructions also has a big impact on the
fight to reduce emissions.

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3.b Sources

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