Worldline Sa · EURONEXT:WLN
Worldline Sa — Investor Day (November 2025)
92 slides from Worldline Sa's investor day presentation, Nov 6, 2025
Slide 1: Worldline Capital Markets Day 2025
ww, /, WORLDLINE CAPITAL MARKETS DAY 2025 November 6th, 2025 - Par
Slide 2: Disclaimer
Disclaimer “This document contains forward-looking statements that involve risks and uncertainties, including references, concerning the Group's expected growth and profitability in the future which may significantly impact the expected performance indicated in the forward-looking statements. These
Slide 3: Opening remarks
Opening remarks Wilfried Verstraete Chairman 3
Slide 4: Agenda
Agenda 01 Worldline in motion Pierre-Antoine Vacheron 02 North Star 2030 Candice Dillon CEO CTOO Break and product demonstrations 03 Financial Institutions 04 Small & Medium 05 Enterprise Businesses & Global Commerce Madalena Cascais Tomé Joachim Goyvaerts Pierre-Antoine Vacheron Chief Processing an
Slide 5: Worldline in motion
Worldline in motion Pierre-Antoine Vacheron CEO 5
Slide 6: Our executive team
Our executive team Pierre-Antoine Vacheron Madalena Cascais Tomé Candice Dillon Anika Grant CEO Processing Technology People & Financial Institutions & Operations Joe Katz Maëlle Lafont de Sentenac Srikanth Seshadri Charles-Henri de Taffin Risk Transformation Finance Legal & Compliance & Performance
Slide 7: Target assets in place. Plan underway. Momentum building.
Target assets in place. Plan underway. Momentum building. 7
Slide 8: Worldline is a leading pan-European acquirer and operator of critical infrastructure
Worldline is a leading pan-European acquirer and operator of critical infrastructure for merchants and financial institutions Leader Challenger 8
Slide 9: Worldline today
Worldline today: €720M 2025 pro forma c. €4.0B 1 to €745M 1 based on latest Total revenues guidance Adj. EBITDA 16,000 + 2 47B+ €480B Employees Transactions processed Acquiring MSV3 1. Excl. MeTS Worldline North America NA and Cetrel (Source: 2025 Worldline guidance) 2. Including subcontractors, emp
Slide 10: A strong and diversified foundation
Financial Institutions c.20% A strong Financial institutions 20% and diversified Small and foundation Global commerce 14% €4.0B medium businesses 46% with shared assets between go-to-markets Enterprise 21% Merchant Services c. 80% REVENUE BY GO-TO-MARKET1 1. Figures are based on FY 2025e proforma sc
Slide 11: A modern target infrastructure
A modern Invested target infrastructure target Comprehensive hosting set up infrastructure Diverse talent pool that serves all types Scaled GCCs 1 of merchants and financial institutions Proven deployment of GenAI capabilities 1. Global Competence Centres 11
Slide 12: Worldline is acting on innovation fronts
AI/Smart Routing Tap on Mobile SmartPOS Worldline Worldline One is acting on for Platforms Commerce innovation Stablecoin settlement Agentic Commerce fronts Verification Issuing / Acquiring of payee as a Service A2A and instant payments 12
Slide 13: Keeping CSR embedded in our business model
Keeping CSR embedded 2024 extra-financial ratings in our business model AA B- A- Study on Publish Plan for 10+ years of ESG engagement Decarbonisation Climate & Transition of Payments (scope 1 & 2) CSR Commitment is a key differentiator valued by customers CSR driven by programs and linked to Delive
Slide 14: A unique footprint in Europe
A unique footprint in Europe Merchants Partners Financial Institutions 156M+ European cards c. 1.2M merchants 23K branches distribution 320+ banks €480B acquiring MSV1 400+ ISV2 and ISO3 47B+ transactions processed 1. MSV: Merchant Sales Value 2. ISV: Independent Software Vendor 3. ISO: Independent
Slide 15: Our selected markets are expected to grow at 4-5% p.a.
Our selected +5% +4% p.a. p.a. markets are expected 2026 2030 2026 2030 to grow at Merchant Services Financial Institutions 4-5% p.a. Worldline core addressable markets1, €B Worldline core addressable markets2, €B Drivers SMBs Enterprise Global Commerce Financial Institutions • Gig economy • Omnicha
Slide 16: 2025 actions building momentum, challenges to address
2025 actions Challenges building momentum to address • New management team Commercial • Assessment of merchant portfolio • Decision to reduce HBR2 exposure • €50M cash cost savings • Dip in Financial Institutions revenues • 4 new Android devices • Merchant mix • 3 divestments announced for €350M- In
Slide 17: North Star 2030
North Star 2030 Back to growth alongside sustainable and increased free cash flow generation 17
Slide 18: Be the European payments partner of choice
OUR NORTH STAR Be the European payments partner of choice for merchants and financial institutions 18
Slide 19: What we strive to be
Innovative, Integrated Scaled, multi-local, & efficient robust & What end-to-end operating sovereign we strive value chain model to be 19
Slide 20: North Star 2030: four drivers of transformation
North Star 2030: four drivers of transformation Simplify Converge Integrate Grow and streamline platforms operations through the operating and automate through GCC efficiency, model operations to access talent sales productivity and drive GenAI and revenue deployment management 20
Slide 21: North Star plan to deliver €210M additional recurring EBITDA in 2030
North Star transformation plan is expected to deliver €210M of additional recurring EBITDA in 2030 2026-2030 in €M For North Star 210 North Star adj. … … c. €620M 80 EBITDA impact, 10 Adj. EBITDA 2026-2030 Cumulative 2027 2028 2029 2030 2026 contribution Transformation (40) (50) … … cash costs 0 Acc
Slide 22: Why we will succeed
Why we will succeed Already Committed Phased Focused proven management transformation perimeter execution team 22
Slide 23: North Star 2030
North Star 2030 Be the European payments partner of choice for merchants and financial institutions 4 2025 Plan to deliver €210M transformation showing we are of additional recurring drivers in full motion Adj. EBITDA 23
Slide 24: Growth targets
Worldline 2030 Growth targets Revenue : 4% CAGR 2027-2030 €1B+ Adj. EBITDA / €300M-€350M FCF in 2030 2030 targets North Star additional recurring Adj. EBITDA €210M Organic growth additional Adj. EBITDA €150M 24
Slide 25: North Star 2030
North Star 2030 Candice Dillon Chief Technology & Operations Officer 25
Slide 26: Ongoing transformation initiatives paving the way for a new Worldline
Ongoing transformation initiatives are paving the way for a new Worldline 2027-2030 2025-2026 Scale the new Worldline Reset and lay the new foundation Ongoing Transformation initiatives Grow through Simplify and streamline Converge platforms Integrate operations efficiency and revenue the operating
Slide 27: Ongoing transformation initiatives paving the way for a new Worldline
Ongoing transformation initiatives are paving the way for a new Worldline 2027-2030 2025-2026 Scale the new Worldline Reset and lay the new foundation Ongoing Transformation initiatives Grow through Simplify and streamline Converge platforms Integrate operations efficiency and revenue the operating
Slide 28: Simplify and streamline the operating model
Simplify and streamline the operating model Go-to-market unit Boosted tech Corporate functions enhancement operating model simplification • Simplified go-to-market • Strong enterprise architecture • Simplified group structure organisation • Centralised critical operations • Impactful shared services
Slide 29: Ongoing transformation initiatives paving the way for a new Worldline
Ongoing transformation initiatives are paving the way for a new Worldline 2027-2030 2025-2026 Scale the new Worldline Reset and lay the new foundation Ongoing Transformation initiatives Grow through Simplify and streamline Converge platforms and Integrate operations efficiency and revenue the operat
Slide 30: Converge platforms and automate operations
Converge platforms and automate operations Platform Hosting AI Operationalise Convergence Transformation Excellence Compliance 30
Slide 31: Rationalisation of digital, acquiring and processing platforms
Converge platforms and automate operations Rationalisation of digital, acquiring and processing platforms Merchant Services 40% of North Star 2030 Adj. EBITDA Contribution Acquiring 9 8 8 2 platforms Volumes 2030 targets + 2024 2025 2026 2030 • €80M recurring savings in 2030 (in-flight initiatives d
Slide 32: Optimise our hosting services
Converge platforms and automate operations Optimise SHIFTING TO MODERN HOSTING Consolidate and optimise data centres our hosting Scale and enhance Worldline Sovereign Private Cloud services Leverage public cloud for scale and innovation 5% of North Star 2030 Adj. EBITDA Contribution OUR CURRENT POSI
Slide 33: Gen & Agentic AI: automate, innovate, accelerate
Converge platforms and automate operations Gen & Agentic AI: automate, innovate, accelerate Strong foundation Today AI Driven Payments Company Tomorrow CORE FOCUS 2026 • Employee Gen AI and Agentic AI platform • Build a company wide agentic AI platform • GitHub Copilot • Automation in operations, ri
Slide 34: AML operations through more automation and technology
Converge platforms and automate operations AML operations through more automation and technology Automate first line AML operations Enhance harmonised operationalisation ▲ Smart and faster decisioning ▲ Align and strengthen compliance operating ▲ Accelerated monitoring model and processes across pla
Slide 35: Ongoing transformation initiatives paving the way for a new Worldline
Ongoing transformation initiatives are paving the way for a new Worldline 2027-2030 2025-2026 Scale the new Worldline Reset and lay the new foundation Ongoing Transformation initiatives Converge platforms Grow through Simplify and streamline Integrate operations and automate efficiency and revenue t
Slide 36: Integrate operations through GCCs
Integrate operations through GCCs 20% of North Star 2030 From GCC as pure delivery Adj. EBITDA Contribution Achieved 16% overall near-shore and offshore in 3 centres To GCC as an innovation hub Successful migration of projects • Develop critical payment talent • Transfer of some payments solutions p
Slide 37: Ongoing transformation initiatives paving the way for a new Worldline
Ongoing transformation initiatives are paving the way for a new Worldline 2027-2030 2025-2026 Scale the new Worldline Reset and lay the new foundation Ongoing Transformation initiatives Grow through Simplify and streamline Converge platforms Integrate operations efficiency and revenue the operating
Slide 38: Grow through efficiency and revenue management
Grow through efficiency and revenue management Product & services Commercial Revenue simplification productivity management • Streamlined product • Next gen sales tooling • Scheme fee optimisation • Digital journey • Improved sales practices • Value-based pricing • State-of-the-art • Targeted advice
Slide 39: North Star 2030
North Star 2030 Converge Grow Simplify Integrate platforms and through efficiency and streamline operations through automate and revenue the operating model GCC operations management 5% of North Star 2030 55% of North Star 2030 20% of North Star 2030 20% of North Star 2030 Adj. EBITDA Contribution A
Slide 40: Agenda
Agenda 01 Worldline in motion Pierre-Antoine Vacheron 02 North Star 2030 Candice Dillon CEO CTOO Break and product demonstrations 03 Financial Institutions 04 Small & Medium 05 Enterprise Businesses & Global Commerce Madalena Cascais Tomé Joachim Goyvaerts Pierre-Antoine Vacheron Chief Processing an
Slide 41: Financial Institutions
Financial Institutions Madalena Cascais Chief Processing and Financial Institutions Officer 41
Slide 42: Financial Institutions at a glance
Financial Institutions at a glance 320+ 80% 47B+ 156M+ Financial Of top-20 Transactions European Institution clients banks served processed cards 4,900 Critical payment infrastructure c. €800M 1 Payment experts with provider Revenue diverse capabilities in 10 countries 1. Figures are based on FY 202
Slide 43: Industrial scaled payment processing
Digital Services (15%) Industrial scaled payment Account Payments Issuing Solutions (38%) processing (15%) with innovative multi-rail solutions Acquiring Solutions (32%) 43
Slide 44: Starting from strong positions in Europe and Asia
Starting from Europe Asia strong positions in Europe and Asia Solid client base Credit Institutions Leader Challenger Active player Supporting global, regional and local schemes and networks Communities and central banks PSPs, Fintechs and corporates 44
Slide 45: Comprehensive multi-rail solutions
Comprehensive multi-rail serving current and future client needs Multi-rail and interoperability Seamless operations across product silos SEPA and non-SEPA payments Multi-currency enabled Connecting local, regional and global solutions Issuing processing Acquiring processing Account & Instant paymen
Slide 46: Support clients' transformation to modern solutions at their own pace
Support client’s transformation to modern solutions at their own pace …consolidating on modern European cloud-based solutions …. assisting gradual payment target technology transition … 2 Payment suites Supporting our clients Enterprise PaaS / Software on their current platforms… Our distinctive cap
Slide 47: Successfully addressing our challenges
Successfully addressing our challenges Performance challenges Significant improvements already visible1 Order entry new business Lack of strategic focus From 14% to 29% Share of new clients in new business Persistent impact of From 15% to 46% historical contract loss Contract renewal rate From 87%
Slide 48: Three focus areas to reinforce our core role as trusted partner
Three focus areas to reinforce our core role as trusted partner Ramp-up Improve Accelerate sales and quality of service innovation and growth and delivery target platforms Streamline sales execution Enhance service with expertise Evolve to flexible and efficient Provide additional services Use AI &
Slide 49: Snapshots of innovations shaping today and tomorrow
Snapshots of innovations shaping today and tomorrow Multi-rail QR code payment Tokenised Fraud control scheme interoperability payments 49
Slide 50: What our clients are looking for
What our clients are looking for Advice and expertise to simplify growing complexity Help navigate constant Find new and differentiating regulatory change revenue pools Reduce reliance on Ensure full chain non-European solutions reliability and resilience Unlock new value propositions to compete wit
Slide 51: Be the trusted partner to financial institutions
Be the trusted partner to financial institutions, delivering tailored, modern and global solutions at scale. 51
Slide 52: Merchant Services
Merchant Services Pierre-Antoine Vacheron CEO Joachim Goyvaerts Head of SMB 52
Slide 53: Merchant Services at a glance
Merchant Services at a glance c. €3.2B €480B c.1.2M Revenues1 Acquiring MSV Merchants (c. €2.3B NNR) >150 3.5M 28B Local payment Managed Transactions methods in Europe terminals per year2 1. Figures are based on FY 2025e proforma scope 2. Acceptance and acquiring 53
Slide 54: SMBs, Enterprise, Global Commerce
SMBs Enterprise Global Commerce Customer specific • Digital-first servicing • Omnichannel journey • Control of payment journey needs • Plug-and-Play product • Multi-acquiring, local EU • Multiple payment methods • Bundled solutions payment methods • Seamless experience • Verticalised solutions • Ver
Slide 55: A strong leader with market share gain in challenger markets
A strong leader with market share gain in challenger markets Leading positions in a 17M merchant market Key differentiation with 1.2M merchants served, and 14% market share in MSV Mature, Western European countries • Local payment methods at the checkout • Strong leader • Local best-in-class acquiri
Slide 56: Go-to-market mix
% sales in 2030 Go-to-market mix 30% % sales in 2025 20% 400+ ISV and ISO partners ISV & ISO partners (small and micro businesses) 30% 23k branches Banks distribution (small businesses) c. 1,200 50% Salespeople Direct & Digital sales (medium businesses) 2020 2021 2022 2023 2024 2025... 2030 Worldlin
Slide 57: Our priorities
Our priorities Payment Commerce Digital merchant Digital partner solutions solutions experience experience Android terminals Worldline Web Launchpad Worldline for Platforms Tap on Mobile Merchant Cash Advance 57
Slide 58: Our priorities
Our priorities Payment Commerce Digital merchant Digital partner solutions solutions experience experience Android terminals Worldline Web Launchpad Worldline for Platforms Tap on Mobile Merchant Cash Advance 58
Slide 59: Payment solutions
State of the art Payment solutions SmartPOS Tap On Mobile • Live in 16 countries • Live in 23 countries • Worldline payment • Triple digit growth in apps MSV • Android app store • Multiplying payments touchpoints • Worldline app Enable merchants to run with a seamless, all-in-one point-of-sale solut
Slide 60: Our priorities
Our priorities Payment Commerce Digital merchant Digital partner solutions solutions experience experience Android terminals Worldline Web Launchpad Worldline for Platforms Tap on Mobile Merchant Cash Advance 60
Slide 61: One-stop web solution
Commerce solutions One-stop web solution • One solution • One partner • Ready from day one • Worldline online payments Worldline Web: Supporting merchants to expand online 61
Slide 62: Innovative merchant cash advance
Commerce solutions X Innovative merchant cash advance Instant funding for SMB merchants by leveraging real-time payment data. Worldline merchant cash advance: helping merchants grow and reducing churn 62
Slide 63: Our priorities
Our priorities Payment Commerce Digital merchant Digital partner solutions solutions experience experience Android terminals Worldline Web Launchpad Worldline for Platforms Tap on Mobile Merchant Cash Advance 63
Slide 64: A radical step-change in the digital merchant experience
A radical step-change in the Digital merchant experience Worldline Launchpad • From one market in 2026 to full scale • Integration with 3rd parties • Full agentic experience • Demonstrably in control 64
Slide 65: Our priorities
Our priorities Payment Commerce Digital Merchant Digital partner solutions solutions Experience experience Android terminals Worldline Web Launchpad Worldline for Platforms Tap on Mobile Merchant Cash Advance 65
Slide 66: Worldline for Platforms
A tailored solution for ISVs Worldline for Platforms Worldline for Platforms ISV/SaaS powered by OPP Worldline acquiring POS payment Merchant Onboard Technology powered by WL Bank account Merchant A Online Control Payment payment ISV Payment Report Technology Bank account powered by WL Applications
Slide 67: Payment solutions, Commerce, Digital experience
Payment Commerce Digital merchant Digital partner solutions solutions experience experience In the medium term, we will grow faster than the addressable market 67
Slide 68: Enterprise & Global Commerce
Merchant Services Enterprise & Global Commerce Pierre-Antoine Vacheron CEO 68
Slide 69: A market leader in tier 1 retailers, kiosks and self-service
A market leader in tier 1 retailers, kiosks and self-service Current market Retail (70%) Kiosks & self-service (30%) positioning Leader in retail in Europe for Tier 1 retailers Leader in vending, public transport and energy Key metrics Challenger markets targeted for growth Challenger in and Eastern
Slide 70: Worldline One Commerce: a modular approach
Worldline One Commerce: a modular approach Portal • OMNI-usecases • Customer success • Dashboard • Transaction management Online • Single reporting & financial reconciliation Core payments Single API Unattended POS • Worldline acquiring Acquiring Hub • Third-party acquirers • Bank transfer by WL APM
Slide 71: Retail wallet share gains and expansion in kiosks & self-service
Retail wallet share gains and expansion in kiosks & self-service Our ambition Initiatives 2026 Targets Become the European 1. Cross sell acquiring champion in omnichannel Increase 2. Deliver the convergence of platforms our acquiring share enterprise, leveraging our omnichannel upgrades and 3. Bring
Slide 72: Global Collect: at the edge of next gen commerce
Global Collect: at the edge of next gen commerce Our full-service model gives access to 150+ Domestic Payment Processing Capabilities via local partners countries via Deep local Alternative Payment Methods coverage Global Recently added popular payment methods 1 Contract API Integration + 15 more Al
Slide 73: Focus on segments where we have a strong position
Focus on segments where we have a strong position to grow further Travel & Hospitality Digital Market Airlines/OTAs1 Hospitality Strong portfolio of digital goods positioning • Top 2 PSP2 • 22,000 hotels covered and services • Strong ecosystem integrations • 12% market share in Europe • Strong histo
Slide 74: Finalise the full modernisation by mid-2026
Finalise the full modernisation by mid-2026, paving the way for greater focus on innovation & growth Finalising our full tech stack … innovate at faster pace our global payments solutions modernisation... • Fully modernised API now • Virtual Pay1 live • Digitalised & modern merchant • AI smart-routi
Slide 75: North Star 2030 for Merchant Services
North Star 2030 for Merchant Services Radical step-change in Converge SMB digital experience platforms Expand Integrate through acquiring upsell operations through GCC and differentiate by accelerating innovation 75
Slide 76: Financial Strategy
Financial Strategy Srikanth Seshadri CFO 76
Slide 77: 2025 guidance confirmed and pro-forma perimeter
2025 guidance confirmed and illustration based on pro-forma perimeter as a starting point to mid-term trajectory Scope Adjustments Sale of MeTS1, Illustrative 2025 Pro-forma Our 2025 Guidance North America2, (updated pro-forma perimeter post-estimated impact of divestments and accounting changes) et
Slide 78: A strong and diversified foundation to drive profitability and FCF
A strong and diversified foundation to drive profitability and FCF generation REVENUE BY GO-TO-MARKET REVENUE BY GEOGRAPHY Our portfolio Financial Services (c.20%) Diversified across Other Financial 10% segments, products, institutions 20% and geographies to Northern Southern Europe deliver resilien
Slide 79: Target 2030
Target 2030 2025 Pro-forma Target 2030 Revenue/ growth c.€4.0B Match and beat market revenue growth (c.4% CAGR 2027-30; 5% in 2030) Adjusted EBITDA €720M to €745M Full benefit of North Star 2030 plan (€1B+ Adj. EBITDA) Free cash flow €(85)M to €(55)M 30-35% FCF conversion1 (€300M to €350M FCF) 2026
Slide 80: 2025-2026 adjusted EBITDA and FCF
2025-2026 adjusted EBITDA and FCF Slightly lower c.€720-745M Adj. EBITDA Adj. EBITDA drivers Financial Institutions overhang partially Adjusted offset by Merchant Services delivery EBITDA (€M) Investment in remediation measures Marginal transformation benefits FY25 Organic Remediation Transformation
Slide 81: 2025-2030 revenue building-blocks
2025-2030 revenue building-blocks c.+4% CAGR with c.5% exit rate in 2030 2026: +c.€130M €4.7B+ Low single digit +c.€570M organic growth 2027-2030: c.4% organic growth Low-Single Digit organic growth CAGR c.€4.0B 2027-2030 Growth accelerating above market in our FY25 (Pro-forma) Merchant Services Fin
Slide 82: 2025-2030 adjusted EBITDA and FCF building-blocks
2025-2030 adjusted EBITDA and FCF building-blocks c.€210M €1.0B+ Slightly lower c.€150M c.€720-745M Adj. EBITDA 2026 transition Recurring Adj. EBITDA benefits year from North Star Adjusted EBITDA By 2030: (€M) €1.0B+ adj. EBITDA & FY25 Organic Transformation FY26 Organic Transformation FY30 (Pro-for
Slide 83: Strong cash costs management to uplift free cash flow conversion
Strong cash costs management to uplift free cash flow conversion c.€720-745M €1 B+ Cash costs drivers adj. EBITDA adj. EBITDA Capex & CapDev intensity from 6% to 5% of revenue c.€800M c.€650M cash consumption cash consumption 900 c.€220M reduction in RI 800 50 (from €240M to €20M) 700 140 600 120 13
Slide 84: Capital allocation strategy
2027-2030: Capital allocation strategy Balance sheet Invest in Worldline Portfolio strengthening and transformation streamlining deleveraging 84
Slide 85: Critical step to support Group transformation
Critical step to support Group transformation €500M contemplated capital raise Consolidate balance sheet and anchored by Worldline’s strategic accelerate deleveraging to investors < 2.0x by end 261 Operational Return to profitable growth and transformation plan cash flow generation in 2027 Pruning €
Slide 86: Contemplated €500M capital increase
Contemplated €500M capital increase enhancing strategic flexibility for the new Worldline • €500m equity capital increase, in the form of c.€110m Reserved Capital Increase (RCI) at a Transaction price per share of €2.75, and subsequent c.€390m Rights Issue (RI) structure • Reserved Capital Increase
Slide 87: Balance sheet strengthening & Liquidity
Balance sheet strengthening & Liquidity Liquidity & Bond Maturity Profile (€M) Deleveraging to <2x by 2026 Undrawn 1,125 RCF Equity2 500 c.€600-700m FCF cumulative operational generation 3 2.6x Cash1 1,100 2,5 414 500 600 500 550 59 <2.0x4 2 Liquidity CP Convertible Bond Bond Bond Bond 2025 2026 202
Slide 88: The new Worldline
The new Worldline Incremental North Star 2030 : €210m Organic €150m Simplify Converge Integrated Grow the operating platforms and operations through revenue Volume Growth & model automate operations GCC Management Contract margin stabilisation 5% 55% 20% 20% 2030 Targets Revenue: c.4% CAGR 2027-30 A
Slide 89: By 2030, Worldline will have achieved…
Profitable organic Efficient and agile By 2030, growth acceleration operating model Worldline will have achieved… Renewed Capital allocation FCF generation optionality Creating value for all stakeholders 89
Slide 90: The European payments partner of choice
The European payments partner of choice Pierre-Antoine Vacheron CEO 90
Slide 91: Closing remarks
Closing remarks Commitment to be back Past headwinds Focus on core markets to sustainable growth addressed, and with strong right to win with solid FCF benefits already visible and scale generation North Star relies on Robust financial 4 drivers Simplify, Renewed structure, improved Converge, manage
Slide 92: Worldline Capital Markets Day 2025
ww, /, WORLDLINE CAPITAL MARKETS DAY 2025 November 6th, 2025 - Par