Magazine SUEZ ENVIRONNEMENT...SUEZ ENVIRONNEMENT GROUP DEVELOPMENT: AN INTERNATIONAL FOCUS |...
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| P02 DESALINATION MISSION IN MELBOURNE | P12 SAFETY AT THE HEART OF THE GROUP’S | P24 PRIVATE INVESTMENT, A SUSTAINABLE AND INNOVATIVE SOLUTION IN THE USA | Number 12_March 2013 Magazine SUEZ ENVIRONNEMENT GROUP DEVELOPMENT: AN INTERNATIONAL FOCUS | SUPPLEMENT 4 PAGES ON SUEZ ENVIRONNEMENT IN AUSTRALIA
Transcript of Magazine SUEZ ENVIRONNEMENT...SUEZ ENVIRONNEMENT GROUP DEVELOPMENT: AN INTERNATIONAL FOCUS |...
| P02 DESALINATION MISSION IN MELBOURNE | P12 SAFETY AT THE HEART OF THE GROUP’S | P24 PRIVATE INVESTMENT, A SUSTAINABLE AND INNOVATIVE SOLUTION IN THE USA |
Number 12_March 2013
MagazineSUEZ ENVIRONNEMENT
GROUP DEVELOPMENT:
AN INTERNATIONALFOCUS
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SUPPLEMENT4 PAGES ON SUEZ ENVIRONNEMENTIN AUSTRALIA
02_ The project operated with a peak of 4,500 workers on site each day.
03_ On 17 December 2012, the Victorian Desalination Plant successfully completed reliability tests. The operations team now manages the facility for the next 27 years.
01_ Construction work began on the desalination plant in September 2009 near Wonthaggi, a town located 135 km southeast of Melbourne.
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SUEZ ENVIRONNEMENT MAGAZINE2 _PORTFOLIO
MELBOURNEDRINKABLE SEAWATER!IN AUSTRALIA, WATER ISA PRECIOUS COMMODITY.WITH THE VAST MAJORITY OF THE POPULATION LIVING ALONG THE COUNTRY’S COASTAL AREAS, SEAWATER DESALINATION HAS EMERGED AS A VIABLE SOLUTION FOR THIS ISLAND-CONTINENT. FOLLOWING PERTH’S EXAMPLE, MELBOURNE HAS GIVEN DEGRÉMONT THE JOB OF MAKING ITS SEAWATER DRINKABLE! LET’S LOOK BACK ON THIS HUMAN AND TECHNOLOGICAL ADVENTURE.
PHOTO REPORT: THIESS / DEGRÉMONT
w Watch the video on the Melbourne desalination plant
No.12 - MARCH 2013 3PORTFOLIO_
SUEZ12UK_002007_PORTFOLIO.indd 3 11/04/13 13:32
30 yearsis the length of the contract with the State of Victoria (from construction of the plant, through to operation).
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2 billionis the amount of investment needed for the construction contract.
SUEZ ENVIRONNEMENT MAGAZINE4 _PORTFOLIO
01_ 35,000 tonnes of equipment were used and 1.4 million cubic metres of earth was excavated.
02_ 84 km of pipes had to be laid to allow transportation of the drinking water from the plant to the Cardinia Reservoir.
03_ The tunnels that draw in the seawater measure 4 metres in diameter.
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No.12 - MARCH 2013 5PORTFOLIO_
01_ The plant’s racks are almost 10 metres high and the plant houses more than 55,000 reverse osmosis membranes.
450,000 m3 of water can be available every day to over four million people living in Melbourne and the surrounding area if needed.
03_ More than 180 indicators are checked by 250 analysers on the production line to ensure the drinking water meets the Victorian Government’s health standards.
02_ 87 kilometres of underground electric cables supply the plant with the power it needs.
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25,000people from 20 different countries were involved in the construction of this mammoth plant.
SUEZ ENVIRONNEMENT MAGAZINE6 _PORTFOLIO
2009, Degrémont, a subsidiary of SUEZ
ENVIRONNEMENT, as part of the
AquaSure consortium (1), was awarded the
world’s largest public-private partnership contract for water
services. Its aim: to fi nance, design, construct and operate the
largest reverse osmosis seawater desalination plant in the
Southern Hemisphere.
This challenging project and feat of human endeavour is
based near Wonthaggi, a small coastal town 135 km southeast
of Melbourne.
In total, 35,000 tonnes of equipment and 25,000 people
from 20 different countries were required to produce those
fi rst few drops of desalination water in June 2012. By mid-
December 2012, the reliability testing of the plant operating
at full capacity was completed. That marked the beginning of
27 years of operations, after which the plant will be handed
back to the Victorian Government in perfect working order.
Following a total construction investment of 2 billion, the
plant now has a production capacity of 450,000 m3 of water per
day. This provides the 4.1 million people of Greater Melbourne
with a rainfall independent source of drinking water to supple-
ment catchments and storages if required.
Does the plant have any stand-out characteristics? Its
structure has been designed to be visually integrated into the
countryside (2), particularly through the main building having a
26,000 m3 green-roof, and the entire facility being surrounded
by reconstructed coastal sand dunes, planted with millions of
native species. And all of the energy required to operate the
plant is 100% offset by renewable energy!
(1) The AquaSure consortium is comprised of SUEZ ENVIRONNEMENT/Degrémont, Thiess (an Australian construction and services company) and the Macquarie Group (an international banking, fi nancial and fund management services provider). See the inset “SUEZ ENVIRONNEMENT in Australia”.(2) The site is spread over a total of 263 ha, 38 ha of which is covered by the plant, while the coastal park covers the remaining 225 ha.
In July
THE DESALINATIONCYCLE—On the Wonthaggi site, the production cycle is made up of 7 key stages. First, water is pumped from the sea (water intake) via a 1.2-km long tunnel before being pre-treated through a sieving and filtering process which removes algae, suspended solids and other particles. Next, it is injected into reverse osmosis racks, where the water is filtered and desalinated through semi-permeable membranes. Then comes the purification phase when the water is remineralised (calcium and carbonates), giving it all of the necessary properties to make it safe for consumption. It is then sent to the Cardinia Reservoir via an 84 km-long feeder pipe before entering the Melbourne water supply, wich is connected to the regional areas. The first two stages of the cycle include the optimal treatment of sludge and the brine produced during the reverse osmosis process being returned to the sea via a special 1.5 km-long tunnel.
No.12 - MARCH 2013 7PORTFOLIO_
02 PORTFOLIO Melbourne: water, water everywhere! A closer look at the largest
seawater desalination plant in the Southern Hemisphere.
10 INNOVATIONS Innovative, ecological treatment A look back at the implementation
by Degrémont Industry of a BTEX stripping process.
11 TALENTS Emmanuelle Brisemur,
Degrémont in Qatar A meeting on Qatari soil with
a woman of character.
12 CHALLENGES Safety at
SUEZ ENVIRONNEMENT Status update and perspectives with
Jean-Marc Laouchez and Ivan Boissières.
16 TALENTS Laure Girodet, SAFEGE The path taken by an executive
who has grown up with the Group.
17 INNOVATIONS Robotised sorting,
a model for the future? SITA Suomi innovates
in the high-tech recycling sector.
28“With nearly 80,000 employees in seventy countries across five continents, SUEZ ENVIRONNEMENT is a global player in the water and waste sectors.”
18 IN BRIEF A look back on the latest news from
SUEZ ENVIRONNEMENT.18 In France20 Around the world
22 SOLIDARITY INITIATIVES Transferring know-how Focus on the ParisTech
“SUEZ ENVIRONNEMENT/WATER FOR ALL” Chair.
24 EYEWITNESS Private investors: Moving towards
sustainable solutions? Interview with Raj Agrawal, Director of
North American Infrastructure at KKR.
27 INNOVATIONS Vivacity, for sustainable projects A tool for urban planning implemented
by SAFEGE.
28 SPECIAL REPORT When international activity takes
on another dimension Consolidation, conquering new
markets, developing its range...SUEZ ENVIRONNEMENT faces new challenges as it continues its international expansion.
38 TALENTS Shyam Bhan,
SUEZ ENVIRONNEMENT India The director of the new entity takes a
look back over his career and how water and waste is managed in his country.
39 INNOVATIONS Solar Active System,
a collaborative innovation Focus on the “2-in-1” solar panel.
40 TALENTS Carlos Campos, CIRSEE Profi le of the new director of the Group’s
main research and technological centre of expertise.
41 MILESTONES Must-sees on the web, trends and
some dates for your diary.
42 PERSPECTIVES François Ghislain Morillion
and Sébastien Kopp, creators of the Veja brand
The story of Veja, the fair-trade sports shoe company.
MagazineSUEZ ENVIRONNEMENT
is published by SUEZ ENVIRONNEMENT. Tour CB 2116, place de l’Iris 92040 Paris la Défense, France.
PUBLISHING DIRECTOR: Jean-Louis Chaussade.
EDITORIAL DIRECTORS:Frédérique Raoult, Nathalie Parinaud-Gouédard.
EDITOR-IN-CHIEF: Méloé Debiais.
ISSN NUMBER: 2108-3762.
COVER: © CHAT ROBERTS/CORBIS
DESIGN:55, rue d’Amsterdam, 75008 Paris. Tel: 01 53 32 56 29.
EDITORIAL TEAM: Nelly Buffon, Cécile Collette, Florence Donnarel, Emmanuelle Gautier, Cécile Perrin, Olivier Sauvy, Ingrid Seguel.
DEPUTY EDITOR-IN-CHIEF:Hélène Odoux.
THE FOLLOWING PEOPLE CONTRIBUTED TO THIS ISSUE: Anne Couderc, Constance Covillard, Hugues d’Antin, Gaëlle Darras, Jasmin Ellik, Johana Fergani, Natacha Grondin, Rich Henning, Florence Humeau, Éléonore de Larboust, Simon Lee, Sevashree Mohaptra, Abderrazak Moussadek, Hélène Parent, Anne-Laure Paté, Madeline Power, Sabine Rous.
TRANSLATION: RR Donnelley.
PRODUCTION MANAGER: Bruno Garnault.
PRINT RUN: 20,000 copies
PRINTER: SIRA 46, rue Constantin-Pecqueur95150 Taverny Tel: 01 34 18 62 00This document is printedon PEFC paper. 10-31-1342.
Printed by an Impim’Vert-certified printer on paperfrom sustainably managed forests.
You can write to us at: [email protected]
YOU CAN FIND US ON:
WEB w www.suez-environnement.fr
EMAG w www.emag.suez-environnement.com/
TV w www.suez-environnement.tv
YOUTUBE w www.youtube.com/user/suezenvironnement
TWITTER w twitter.com/suezenv
w As you read the magazine, scan the QR codes withyour QR code reader to see videos or websites relatedto the subject (mobile Internet connection charges apply).
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08 _CONTENTS
Dear readers,
Let me fi rst of all talk about our annual results, which we announced
in February.
In 2012, we saw solid operating performance, in a diffi cult economic
environment in Europe. These results confi rm the relevance of our
model, which is based on strong expertise in our businesses as well as
on our ability to adapt to their new challenges, whether technological,
commercial or societal.
Throughout the year, we spearheaded a dual approach to continuously
improve our performance and build our future growth. In this way,
we are continuing our transition towards more new value-added
services in the water sector, more recovery in the waste sector, more
industrial water and more growth across the world.
At the international level, which is the subject of the this issue’s special
report, we know how to adapt our models according to local challenges
and contexts. Already established in 70 countries across fi ve continents,
with nearly 80,000 employees, we aim to strengthen our presence in
the world through selective investments and the development of new
models for innovative contracts, such as the one in Bayonne,
New Jersey with our partner KKR, which you can fi nd out about in an
interview featured in this magazine.
Happy reading!
JEAN-LOUIS CHAUSSADE / CEO OF SUEZ ENVIRONNEMENT
“OUR EXCELLENT RESULTS CONFIRM THE RELEVANCE OF OUR MODEL,WHICH IS BASED ON SOLID EXPERTISE FROM OUR BUSINESSES, AS WELL AS ON OUR ABILITY TO ADAPT.”
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No.12 - MARCH 2013 09EDITORIAL_
INNOVATIVE AND ECOLOGICAL TREATMENT FOR WATER FROM GAS EXTRACTION
DEGRÉMONT INDUSTRY
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WATER RESULTING FROM THE EXTRACTION OF NATURAL GAS, commonly known as “produced water”,
contains soluble hydrocarbons and BTEX (1) in particular, which
are volatile organic compounds (VOCs) that are toxic to the
environment. The discharge of these pollutants into the envi-
ronment is heavily regulated. Degrémont Industry, through
Ondeo IS, has created an innovative process for the treatment
of this type of water. Rather than releasing the pollutants into
the atmosphere or into water, they are instead treated or
even recovered.
The innovative technique used involves applying a treatment
line to “produced water” that includes stripping the natural gas.
Thanks to a stream of gas passing through the liquid against
the current, the BTEX in the produced water are captured by
this fl ow, thus ridding the water of these toxic compounds.
In this way, Ondeo IS successfully managed to divert these toxic
components, while using them to enrich natural gas.
Cathy Fuchs, in charge of developing the oil and gas market
at Ondeo IS is behind this innovation : “We owe this innovative
treatment line to our ability to listen to the needs and diffi culties
of our customers, and to more than 20 years of experience in
industrial wastewater treatment”, she says.
This method has many advantages. It allows discharge stan-
dards to be met, as well as considerably reducing operating
costs and enhancing the calorifi c value of BTEX.
“In fact, some natural gas used for stripping has a higher calo-
rifi c value, due to the increased rate of BTEX”, says Cathy Fuchs.
Ondeo IS has already signed a contract to treat produced water
from a gas production facility capable of distributing an output
of up to 500 MMscfd (2) of gas per day.
“The outlook for this innovation which is internationally
patented, are very promising in terms of future contracts,” says
Cathy Fuchs. What’s more, although it was developed for gas,
this innovation can be applied to other types of industrial water
with similar characteristics...
(1) BTEX stands for the following aromatic chemicals: Benzene (B), Toluene (T), Ethylbenzene (E), Xylenes (X) (ortho, meta and para). (2) Million Standard Cubic Feet per Day: the number of cubic feet per day. Unit of measurement used in the United States. In Europe we commonly use Nm3/hr (Normal cubic meters per hour). Upon conversion, this fi gure is equal to 558,140 Nm3/hr.
“THIS IS ULTIMATELY A SIMPLE YET ORIGINAL CHEMICAL ENGINEERING PROCESS, WHERE WE SIMPLY DEFLECT BTEX (1) WITHOUT THERE BEING ANY DANGER TO THE ENVIRONMENT AND AT LOW OPERATING COSTS.”
SUEZ ENVIRONNEMENT MAGAZINE10 _INNOVATIONS
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“I QUICKLY UNDERSTOODTHE CULTURAL PARTICULARITIES
OF QATAR AND ITS ENORMOUSCOMMERCIAL POTENTIAL.”
“I QUICKLY UNDERSTOODTHE CULTURAL PARTICULARITIES
OF QATAR AND ITS ENORMOUSCOMMERCIAL POTENTIAL.”
EMMANUELLE BRISEMUR / DEGRÉMONTOPERATIONS DIRECTOR IN QATAR
EMMANUELLE BRISEMUR / DEGRÉMONTOPERATIONS DIRECTOR IN QATAR
BEINg A woMAN ANd A LEAdER is a situation that may seem unique in Qatar. But Emmanuelle Brisemur, appointed Director of Operations at Degrémont in Qatar in September 2011, is a woman of character. She even goes so far as to say that “Being a woman with this level of responsibility doesn’t pose a problem for anybody here in Qatar. My Qatari work partners are extremely respectful.”
In everyday life, everything related to the operation of wastewater treatment plants falls under her responsibility: plant management, operational pricing services during calls to tender and the operational aspect of commercial development projects, especially in new cities that are springing up on the outskirts of Doha, the capital.
Days start early. “Customers sometimes arrange to meet us at 6.30 a.m. I had to learn to adapt to this new environment and to new ways of working.”
In the various facets of her mission, Emmanuelle can rely on skills acquired over a thirteen-year career within the Group. Her initial experience as a financial analyst in Hong Kong, Paris and then Indonesia, taught her to manage budgets, size up projects and negotiate financing. And her previous position as plant agency head in the Orleans region for Lyonnaise des Eaux comes in very useful when dealing with her 120 employees.
In a team made up mainly of Indians and Filipinos, Emmanuelle is the only French national, apart from three international interns (VIEs) (1). This is of little importance in an ultra-cosmopolitan emirate: 85% of inhabitants are expats.
Emmanuelle moved there along with her three children aged seven, five and two. Her husband, who runs a construc-tion company in France, lives there half the time. From camps in the desert to prestigious concerts given by the Qatari Philharmonic Orchestra, her weekends, just like her weekdays, are very busy…
(1) Volunteer for International Experience.
Degrémont in Qatar— By 2016, Qatar will see its population double, from 1.7 million to 3 million inhabitants. In order to upgrade its sanitation facilities, the emirate has drawn up ambitious masterplans. With substantial development potential that is key to Degrémont which, with four wastewater treatment plants built and/or managed in operation, is already the leading market operator. Another prospect is seawater desalination. To acquire relative agricultural independence, Qatar intends to develop mass irrigation capacities.
No.12 - MARCH 2013 11TALENTS_
PEOPLE AT THE HEARTOF THE CHALLENGEAND PARTICIPATINGIN THE PROCESS
SAFETYATSUEZ ENVIRONNEMENT
PEOPLE, FACILITIES, WORK ORGANISATION… THE SAFETY OF PEOPLE AND PROPERTYIS A KEY PART OF THE GROUP’S SOCIAL POLICY AND STRATEGY. WITH ENCOURAGING RESULTS.SAFETY STATUS UPDATE AND PERSPECTIVES WITH JEAN-MARC-LAOUCHEZ, HEALTH AND SAFETY DIRECTOR AT SUEZ ENVIRONMENT, AND IVAN BOISSIÈRES, DIRECTOR OF THE INSTITUT POUR UNE CULTURE DE SÉCURITE INDUSTRIELLE (INSTITUTE FOR A CULTURE OF SAFETY IN INDUSTRY - ICSI).
JEAN-MARC LAOUCHEZ /HEALTH AND SAFETY DIRECTORAT SUEZ ENVIRONNEMENT
“A SAFETY SYSTEM’S STATEOF MATURITY IS OFTEN A MARKEROF THE OVERALL PERFORMANCEOF THE COMPANY.”©
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How would you defi nethe concept of safety?
J e a n - M a r c L a o u c h e z : A t S U E Z ENVIRONNEMENT, conducting our busi-ness in a professional manner means ensur-ing the complete safety of our employees, our customers, our subcontractors and third par-ties. In our on-site activities (water treatment plant, waste sorting centre, etc.), equipment standards, procedures and frequent checks are the mainstays of solid protection against major risks, such as fi res or road traffi c accidents. In our “off-site” activities, such as waste collection or road works for water networks, we must be able to anticipate human behaviour (that of our employees as well as others) through training or awareness-raising.Ivan Boissières: Safety in major companies is built around three cornerstones: technical aspects, management systems and procedures, and human and organisational factors. Based
on human and social sciences, this third cor-nerstone is the one on which all attention is focused today.
Can we talk of a safetyculture?
J.-M. L. : At the moment, we are laying the foundations of a genuine safety culture within the Group. Today, we want the same safety standards to apply across all of the countries in which we operate.In fact, beyond the heterogeneous cultural aspects, safety is a unifying theme that can be understood by all. Homogeneous rules and training courses (see “Details on training for managers” p. 14), accountability of all parties, and the sharing of best practices gradually bind together a common safety culture. This is an illustration of our commitment in terms of social responsibility. A safety system’s maturity is often a marker for the overall w
ICSI, a non-profit association created in 2003, has three aims: to open up discussions around the various aspects of risk and provide a forum for dialogue and the sharing of best practices and innovation; to contribute to improving safety in industrial companies of all sizes and in all sectors; to encourage the acculturation of all players within the company to safety problems and risks.
ICSI, A PLACEFOR REFLECTIONAND ACTION
IVAN BOISSIÈRES / DIRECTOR OF THE INSTITUTE FOR A CULTUREOF SAFETY IN INDUSTRY (ICSI)
“RELAYED BY MANAGERS, THE IMPETUS GIVEN BY MANAGEMENT IS ESSENTIAL IN CREATING THE CONDITIONS FOR SUCCESS.”
To ensure the safety of people in most “off-site” activities, you must above all be able to anticipate human behaviour.
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DETAILS ON TRAININGFOR MANAGERS
performance of the company. Little by little, safety must be recognised as one of the hall-marks of our identity.I. B.: An analysis of the causes of serious accidents and incidents in increasingly com-plex facilities reveals that only a minority are caused by technical faults (design, equipment), whereas the vast majority are organisational or behavioural in origin, factors common to all companies regardless of their line of business. As such, regulation, which is diverse, is not enough on its own. Progress in terms of indus-trial safety can only come from the companies themselves, within which a true safety culture must be developed.If we look at the history of safety in large indus-trial groups, we see that after progress in technical and organisational domains, today the trend is to study individual behaviour so as to reduce risks.
How are you spreading your message?
J.-M. L. : To create a “safety culture”, we have established fi fteen “rules” on how to manage health and safety. To this was added twenty or so industry standards over the years on the main so-called “risky” activities”: on-site traffi c plans, consignment, waste collection, confi ned spaces and so on.To implement all of this in the fi eld, we work with an “inner circle” of 32 Business Units (BU) or subsidiaries. Annual action plans defi ne pri-orities, while assessments and regular audits ensure monitoring of satisfactory deployment. An annual seminar of the sector rounds off this safety scheme. In addition, any new company joining the Group undergoes an audit of its “safety culture”.I. B.: Safety should not be considered as a fi eld separate from that of corporate life. Improving safety means optimising the overall perfor-mance of the company. In order to obtain good results, this concept must fi lter right through the entire organisation. Relayed by the man-agers, the impetus given by management is essential in creating the conditions for success.
What are the resources implemented?
J.-M. L. : Safety does not necessarily require considerable resources. In practice, most accidents are the result of organisational failures and human errors rather than a lack of resources. The idea is thus to concentrate on the organisation of work and focus our training efforts on improving individual behaviour and involving managers.To do so, risk analyses are conducted within the BU based on the Group’s rules which lead to solutions that are tailored to the local context. Answers can be found through training our employees (for instance, training on a driving simulator for our waste collection lorry drivers in the Netherlands and Germany) or by informing local people (distribution of 1,500 instructional road safety DVDs to teachers in Germany). The organisation of work can be improved by optimising our waste collection routes or by working to improve the use of machinery at our sorting sites.When this risk analysis shows that works are necessary, fi nancial resources can be released as part of action plans, which are often spread over a
The creation of a safety culture begins with managers. They attend a joint training programme that is gradually deployed worldwide.
Number of managers trained in 2010, 2011 and 2012
In 2012, investment in training managers (650)was in the region of 500,000.
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number of years (e.g. 1 million on a green waste recovery site in France and 400,000 to make belt conveyors or balers safe in the Netherlands).
Have recent results been satisfactory?
J.-M. L. : We share the same observation as the other major industrial service groups. We manage to regularly reduce our accident fre-quency rate for accidents with work stoppages, but sadly we still have fatalities. Our results vary according to activity, and are encouraging, but there is still work to do. With a frequency rate of around five at worldwide level (five accidents per million hours worked), SUEZ ENVIRONNEMENT is among the leaders in the water business. Group subsidiary Lydec, a water distribution company in Morocco, actu-ally won the national safety prize in 2012 along with an award for its CSR procedure, follow-ing an assessment carried out for the fi rst time in Morocco by Vigeo, the European expert in responsible performance.For waste, again at worldwide level, we posted an above-average performance with a frequency rate of eighteen.
I. B.: After a phase of continuous improve-ment , major g roups such a s SUEZ ENVIRONNEMENT are today at a plateau. The consensus between scientists and industri-alists clearly indicates that in order to improve behaviour, staff must be trained at all levels of the hierarchy, with the relevance of systems of work organisation and the development of new indica-tors being analysed to assess the effects of change.
What are the areas for improvement in the short and medium term?
J.-M. L. : In 2013, we will continue our grass-roots action involving all line managers and employees. We will base a lot of our commu-nications around the “10 rules that save”, new behavioural recommendations from the analy-sis of fatalities over the last ten years.I. B.: Developing a safety culture involves ensuring that there is consistency between rules and behaviours, between what is said and what is done in practice, to make safety a value shared by everyone within the company. Safety is a fi eld of consensus that can bring together all of a company’s stakeholders. Even in a crisis situation, investing in safety is a smart strategy.
To minimise accidents,we must focus on the organisation of work and on training teams, while involving managers.
Taking into account the human factor to reduce risk is at the centre of a pilot operation carried out within Degrémont Services (DS) to test the “safety culture diagnosis”, an innovative change process developed by the ICSI. Its objectives? To assess and promote the development of a safety culture. To begin with, the ICSI drafted a diagnosis on the pilot site at Valenton (France). The next phase consisted of building a three-year action plan including all the traditional safety features and adding new tools to them. Given the already measurable positive impact, the decision was made to roll out the process to all sites by integrating it into training courses for managers.
DEGRÉMONT SERVICES: AN EXAMPLE THAT CAN BE REPLICATED
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“I’VE GROWN UP WITH THE GROUP!” So says Laure
Girodet, appointed last August at the age of 40 to head up the
brand new Strategy and New Markets department at SAFEGE. In
fact, as a young engineering student at the Ponts et Chaussées
school, she completed a one-year internship in Buenos Aires
for Lyonnaise des Eaux. And as soon as she got her degree in
1996, she joined the Group and she’s been with us ever since...
From corporate missions, as Special Assistant to Bernard
Guirkinger, who was at that time Chairman & CEO of Lyonnaise
des Eaux, to more operational responsibilities as Head of Agency,
not forgetting functional roles as Director of support functions
at Lydec Morocco, Laure has learned to move from one universe
to another. In doing so, she has developed a multitude of skills:
managerial and commercial at Lyonnaise des Eaux, project
management and governance at Lydec and strategic at SAFEGE.
Throughout her career she has shown energy, an appetite for
building relationships and a passion for environmental businesses.
“So when Benoît Clocheret, Chairman & CEO of SAFEGE, told me
of his ambition to transform the company into a multidisciplinary
integrator of sustainable development solutions, I was thrilled,” she
confesses. “SAFEGE is an agile company, constantly at the leading
edge commercially: a real culture shock for me, coming from a
world where timescales are long.”
Laure now oversees the support departments in charge
of innovation, development, marketing and communication,
along with two subsidiaries, Actimar (1) and Explicit (2) and, since
January 1, “business” directors in the fi elds of urban water, the
environment, hydraulic works, marine and port facilities, waste
and urban mobility.
And the stakes are high. The teams must be tight-knit, thus
giving identity and unity to this new department, through the
creation of links and synergies. The construction of innovative
comprehensive offers and the development of a private custo-
mer base must also be accelerated, by strengthening links with
SUEZ ENVIRONNEMENT and GDF SUEZ entities.
A new dynamic has been launched to enable SAFEGE to
enhance its position as a multi-business strategic consultant,
capable of providing total solutions for the development of cities
and regions in France and internationally.
(1) Specialist in oceanography.
(2) Specialist in Energy/Climate studies, integrated into the Group in September 2012.
Time for diversifi cation at SAFEGE
— Since 2009, SAFEGE has strengthened its position in its
traditional businesses (water and the environment) and
accelerated the development of its skills in a comprehensive
offering that includes waste, urban planning, mobility
and energy. This new dynamic was embodied by major
international expansion, a more assertive “business-
based” strategy and several acquisitions that help make
SAFEGE the benchmark in multidisciplinary engineering
for the development of sustainable cities and regions.
SAFEGE’s volume of business has increased by nearly 30%
in three years.
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“I WANT TO CREATEEVEN MORE VALUE FORSAFEGE OPERATINGENTITIES”
LAURE GIRODET / STRATEGYAND NEW MARKETS DIRECTOR AT SAFEGE
SUEZ ENVIRONNEMENT MAGAZINE16 _TALENTS
ROBOT – BASED SORTING – MODEL FOR THE FUTURE ?
SITA SUOMI
WASTE RECOVERY IS NOW A MAJOR ISSUE. However,
in order to recover waste effi ciently, it must be sorted correctly
in the fi rst place. State-of-the-art technologies and innova-
tive new systems are therefore being developed to optimise
selective sorting.
SITA Suomi (Finland), a pioneer in this field, is about to
integrate the very fi rst multi-robot sorting process into its recy-
cling process. This technological innovation was designed by
Finnish start-up ZenRobotics, who are specialists in high-tech
recycling. This logistical development is the result of more than
three years of successful collaboration.
“Our teams met in 2009 and we decided to start a pilot project
with ZenRobotics for sorting construction waste. Our aim was to
achieve more qualitative, faster sorting. After two years of inten-
sive work and discussions, we created a prototype in 2011. We have
now purchased a construction waste sorting function from
ZenRobotics as a part of our construction waste process line.
We hope that start-up of the process line is early summer 2013”,
says Jorma Kangas, Chairman & CEO of SITA Suomi, which is
now the world leader in robotised sorting.
The ZRR robot, developed by the ZenRobotics research team,
identifi es waste with the help of various sensors, including
3D scanners. It then automatically separates the raw materials
from the unwanted waste. The analysis is precise and the reco-
very efficient. Through artificial intelligence, the system is
controlled autonomously like a human brain.
“This system can potentially be used in all plants receiving
construction waste.” Indeed, there are many advantages and
minimal maintenance requirements. “The robot doesn’t take
up much space and it’s safer than doing the work manually.
What’s more, compared with traditional sorting, the cost is low.
We have high hopes that these robots will give us a cutting-edge.
With the prototype, we achieved a waste recovery rate of
75% to 85%. Our ultimate aim is to achieve a rate of 95%”, Jorma
Kangas adds.
ABOUTSITA SUOMISITA Suomi (Finland in Finnish) is a subsidiary of SUEZ ENVIRONNEMENT, the European leader in comprehensive waste management. SITA Suomi employs 400 staff. The company posted revenues of 80million in 2012.
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No.12 - MARCH 2013 17INNOVATIONS_
GDF SUEZ
News from France…
CHAMPAGNE
TWO NEW LOCAL GOVERNANCE CHARTERSFOR WATERIn January, Espelette, in the Basque Country, and the resort of Saisies in Savoie, signed their local governance charter for water with Lyonnaise des Eaux.These contracts show the commitment made by local authorities and their willingness to involve users in water management, in particular to cope with seasonal tourism.
VAUCLUSENEW BIOGAS RECOVERY UNIT On 14 January, SITA
Méditerranée inaugurated a
biogas recovery unit at the
waste treatment plant in
Entraigues-sur-la-Sorgue.
Since 2001, SITA has
developed six solutions for
waste management,
including a refuse treatment
centre, a sorting centre and a
biological sludge recovery
unit. This multi-business
hub, now equipped with a
biogas energy recovery unit,
has become a producer of
renewable energy.
By recovering waste from the
Vaucluse area, the site
should produce 10,000 MWh
per year, equivalent to the
electricity consumption of
some 1,770 homes.
LAUNCH OF ATEACHING TOOLGDF SUEZ innovates by launching a
teaching tool designed in partnership with
education professionals, available at
www. japprends- . fr.
Teachers and primary and secondary school
pupils will be able to access free interactive
tools. The first serious, but fun, energy
game developed for secondary school pupils
in France asks players to balance power
generation with the demand of their virtual
population.
In addition, an inter-school competition
based around “My city of tomorrow 2020”
will reward the 20 best suggestions for a
more sustainable city. The awards ceremony
will take place in June!
ÎLE-DE-FRANCEAIR FRANCE RECYCLES ITS UNIFORMSFrom 21 January to 15 March 2013, French
airline Air France launched an operation to
collect used uniforms from its ground staff and
cabin crew based at the Paris-Orly and Paris-
Charles de Gaulle airports.
SITA France and uniform supplier CEPOVETT,
partners in the operation, took responsibility
for managing the operation, collection, sorting
and recycling. The clothing recovered, includ-
ing old uniforms and possibly some items of
personal clothing, are to be destroyed, before
being turned into fibre insulation for vehicles
at a specialised recycling plant.
The experience is a first for Air France, and it
may be repeated depending on the level of par-
ticipation.
Over time, the operation may be extended to
cover all 35,000 of the company’s employees,
representing a potential 30 tonnes of clothing
collected.
That’s enough to equip 1,350 vehicles with
insulation material.
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SUEZ ENVIRONNEMENT MAGAZINE18
IN BRIEF_
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REIMS MÉTROPOLE CONFIRMS ITS TRUST IN SITAChazelle, a SITA subsidiary,
has just won a contract
worth 5 million to manage
operations at the Reims
Métropole sorting centre.
This is yet another major
win for SITA, after it was
awarded the household
waste collection and selective
collection contracts for the
area’s 211,000 inhabitants.
SAFEGEACQUIRES EXPLICITThe acquisition of this leading
player in energy-climate
consultancy and studies
strengthens the skills of
SAFEGE in both energy and
adapting to climate change.
With this recognised know-
how spanning more than
20 years, the engineering
subsidiary of SUEZ
ENVIRONMENT can thus
broaden its offer for the
sustainable development
of cities and regions,
covering all their energy and
environmental challenges,
from strategic reflection to
operational support.
“THE 17”
SPACE OF SKILL VALORISATION AND EXPERTISE OF SUEZ ENVIRONNEMENTSince its opening in May 2012, “Le 17” - named
in reference to its location in the SUEZ
ENVIRONNMENT’s HQ at the CB21 Tower in
La Défense, Paris - has already welcomed more
than 1,700 visitors: customers, partners, inves-
tors, shareholders...
“Le 17” is an experience-based immersive site
dealing with the challenges and businesses of
water and waste. Invited visitors are guided along
a journey of discovery where ideas abound and
the sharing of expertise meets. This is a unique
experience at the heart of the Group’s know-how
in terms of innovation and sustainable develop-
ment. Both businesses are explained, and
then demonstrations are used to give an in-depth
presentation of SUEZ ENVIRONNEMENT’s
services, solutions and offers.
ALSACE
OUT OF THE ORDINARY: A TREATMENT PLANT IS RECYCLING SAUERKRAUT JUICE!A wastewater treatment plant with a twist was inaugu-
rated in November… Located in the town of Meistratzheim
in the Ehn basin in the Lower Rhine region, its purpose is
both to collect and clean up wastewater from eleven munic-
ipalities, and to treat effluents from sauerkraut manufac-
turing plants in the area, which account for nearly 70% of
French sauerkraut production! Commissioned by the
Multiple Vocation Inter-Municipal Union (SIVOM), designed
and built by Degrémont and operated by Lyonnaise des
Eaux, both SUEZ ENVIRONNEMENT subsidiaries, this new
wastewater treatment plant is high-performance in terms
of energy and ecology, as well as being most original...
SUSTAINABLE DEVELOPMENTNEW 2012-2016ROADMAPSUEZ ENVIRONNEMENT published its first
roadmap for Sustainable Development in 2008.
By the end of 2012, the Group had already achieved
a number of the objectives set. Presented to the
Board of Directors on 12 December, phase two
(2012-2016) of the roadmap sets out the ambitions
of SUEZ ENVIRONMENT, focusing on three pri-
orities and twelve commitments. Through the
management of major water and waste cycles,
the Group wants to contribute to more sustainable
growth and to support its customers, employees
and regions in the transition to a green economy.
SOLID PERFORMANCE
15,102 m +1,8 %in revenues madeby SUEZ ENVIRONNEMENT in 2012.
gross growth in revenues madecompared to 2011.This figure has increased across all segments and demonstrates our solid economic performance despitea difficult economic climate in Europe.
The results, which are in line with our objectives, underpin the Group’s growth prospects in 2013.
PALLET RECYCLING
HOME PALETT,REPAIRS DAMAGED PALLETS ANYWHEREIn February, EPALIA, a SITA subsidiary, launched Home Palett, a
mobile workshop for sorting and repairing pallets. The workshop
can be installed directly at a customer’s premises for the time
needed to repair their stock of damaged pallets. Operational and
innovative, the service ensures immediate availability of pallets,
lowers repair costs, and reduces the carbon footprint of the com-
pany concerned. EPALIA is thus expanding its services to industrial
customers, after launching Bank Palett in November 2011, which
provides a stock of pallets anywhere in France.
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No. 12 - MARCH 2013 19
… and around the world
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ECO-GESTURES AT WORK IN THE UKSITA UK launches the www. yourgreensteps.co.uk website to provide better guidance for its corporate clients and encourage them to take environmentally-friendly actions in the workplace. The result is improved environmental performance and a reduced carbon footprint.
UNITED KINGDOM
SITA UK WINS CONTRACT WORTH
130 MILLIONOn 1 February, SITA UK, a subsidiary of SUEZ
ENVIRONNEMENT, annouced it had been
awarded the contract to manage household
waste in County Durham, north east England.
140,000 tonnes of waste per year will now
help to generate 10 MW of electricity in a
plant under construction on Teesside. This is
enough to power 17,000 homes.
This eight-year, 130 million contract may be
extended by a further four years and total
185 million. HONG KONG
STRENGTHENED DEVELOPMENT FOR THE WASTE SECTOR IN ASIA
220 million is the combined total value of the two ten-year
contracts SITA Waste Services Ltd has just signed in Hong Kong.
These contracts cover the transfer of more than 3,500 tonnes
of waste per day to treatment and disposal sites, as well as the
daily recycling of 470 tonnes of food oil to make biofuel.
The subsidiary is now managing 2 landfills, 12 waste transfer
stations, 5 Restored Landfills and also provides waste collec-
tion, composting and recycling services for the city.
UNITED STATES
UNITED WATER REWARDED FOR ITS WORKPLACE HEALTH AND SAFETY POLICYIn February, the wastewater treatment
plant in Wixom, serving 3,600 people in
Michigan, was rewarded for its excellence in
terms of workplace health and safety by the
Michigan Occupational Safety and Health
Administration (MIOSHA).
By making occupational health and safety
its number-one priority, the United Water
site’s incident rate has been below the aver-
age for firms in the region for more than
three years.
CHINA
FIRST PARTNERSHIP FORSINO FRENCH WATER IN SICHUANOn 31 January, Sino French Water, a 50%-owned subsidiary of SUEZ ENVIRONNEMENT, formed a joint venture with Sichuan Dayi Water Company Limited for wastewater management in Shuangliu County for an expected revenue of 156 million over 25 years. The new company, which is 65% owned by the SUEZ ENVIRONNEMENT subsidiary, will operate eight wastewater treatment plants across the county. It will also build and operate a wastewater treatment plant in the Tianfu area, which is currently enjoying a population boom. This strategic partnership strengthens the opportunity to develop SUEZ ENVIRONNEMENT’s water management services in the very dynamic province of Sichuan, as well as new cooperation projects in the environmental protection field.
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SUEZ ENVIRONNEMENT MAGAZINE20
IN BRIEF_
DEGRÉMONT
A 3D ONLINE ENERGY EFFICIENCY OFFERDegrémont, a subsidiary of SUEZ ENVIRONNEMENT, responds
to its customers’ energy saving issues. To present its various
solutions, the www.degremont.com website now includes four
3D platforms which guide users through the very heart of its
treatment plants. Visitors can discover all of the strategies used
to improve energy efficiency in water treatment, for plants
producing drinking water, plants using desalination by reverse
osmosis or wastewater treatment plants.
cUP
ANOTHER CONTRACT FOR AQUALOGYAqualogy Environment has
won the contract for water
health monitoring at Tenerife
South Airport.
This one-year renewable
contract was signed with AENA,
the public body responsible for
operating Spanish airports.
HYBRID ACQUISITION IN SWEDENSITA Sweden has just taken
delivery of a new diesel-
electric hybrid collection truck.
It creates no noise pollution,
and through its collection of
recyclable waste, it reduces
CO2 emissions and uses up to
30% less fuel.
DEGRÉMONT: OPERATIONAL SPEED IN THE PRODUCTION OF DRINKING WATERDrinking water production
began on 7 February near
Riyadh, Saudi Arabia, only four
months after the signing of
two supply contracts worth
40 million. These contracts
cover 14 sites around the
city and the installation of
33 modular units for the
treatment of brackish water.
This first unit produces drinking
water for 3,000 households,
which were previously supplied
by tanker truck.
POLAND
SITA POLSKA: FIRST PUBLIC-PRIVATE PARTNERSHIP IN THE ENERGY FROM WASTE SECTORIn December 2012, the city of Poznan,
Poland, awarded the contract to build and
operate for 25 years an energy from waste
plant to SITA Zielona Energia, a joint- venture
between SITA Polska, a subsidiary of SUEZ
ENIVRONNEMENT, and Marguerite Waste
Polska, a subsidiary of the Marguerite fund.
Estimated to 180 million, the construction
of this plant, with a capacity of 210,000 tons
per year, should generate revenue of
850 million for SITA Zielona Energia during
the period of operation.
SITA Zielona Energia thus won the largest
public-private partnership tender ever
conducted in Poland and the first to be
conducted in the energy from waste sector.
CZECH REPUBLIC
SITA CZ LAUNCHES SMART COLLECTION TRUCKSSITA CZ now fits its collection trucks with a
fully-automated monitoring system, thus
further developing the Smart Containers
project, which was awarded the Grand Prize
at the Innovation Awards in 2012.
Information from containers equipped with
RFID (Radio Frequency IDentification) chips
is sent via GPS from trucks to an online
database. A true collection management
tool, this monitoring system is currently in
its test phase.
UNITED KINGDOMAQUALOGY UK USES ICE TO CLEAN LONDON’S PIPES25,000 litres of ice will be provided by Aqualogy UK, a subsidiary of
Agbar, to clean the water distribution network in north-west
London. The ice-cleaning technique, which is faster and more
efficient, will help rid the pipes of sediment and biofilm, from the
treatment plants at Roydon and Blackford to the far reaches of
the network.
The contract was signed with Affinity Water, Britain’s largest water
supplier, which serves more than 3.2 million people.
MOROCCO
GDF SUEZ TO BUILDAND OPERATE AFRICA’S LARGEST WIND FARMIn February, GDF SUEZ announced the construction of the Tarfaya wind farm, in collaboration with Moroccan energy company Nareva Holding. Located in southern Morocco, this farm with a capacity of 300 MW will account for 40% of the country’s total wind power capacity. It is the largest wind farm in Africa and the largest ever built by GDF SUEZ.A twenty-year electricity purchase contract was signed with the National Office of Electricity and Drinking Water in Morocco. Commissioning is scheduled for late 2014.This project is part of the Group’s strategy. The Group already owns 3,907 MW of wind power generation across the world and has entered into exclusive negotiations for the construction of a 94 MW wind farm in South Africa, known as West Coast 1.
GDF SUEZ
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No. 12 - MARCH 2013 21
THE PARISTECH ”SUEZ ENVIRONNEMENT/WATER FOR ALL” CHAIR
TRANSFERRING KNOW-HOW
To this end, the Chair created a specialised International Executive Masters programme (the “OpT Masters”) (4). Since its inception in 2009, it has trained some forty professionals from around the world, each with their own very different issues and needs. “More than simply experts or skilled technicians, the trained professionals are also able to engage a strategic long-term procedure to inspire and drive change in order to achieve the objectives of this great human adventure: water for all”, says Jean-Antoine Faby, Director of the Chair.
IN 2008, SUEZ ENVIRONNEMENT, PARISTECH (1) AND THE SUEZ ENVIRONNEMENT INITIATIVES FUND (2) LAUNCHED THE PARISTECH ”SUEZ ENVIRONNEMENT - WATER FOR ALL” TEACHING AND RESEARCH CHAIR. IT AIMS TO REINFORCE THE SKILLS OF FUTURE MANAGERS FROM DEVELOPING, EMERGING OR TRANSITIONAL COUNTRIES TO FACILITATE UNIVERSAL, SUSTAINABLE ACCESS TO WATER AND WASTE TREATMENT IN THEIR COUNTRY OF ORIGIN.
SUPPORTED BY TWO OF THE MOST
PRESTIGIOUS FRENCH ACADEMIC
INSTITUTIONS, AgroParisTech for teaching and MINES ParisTech for research, this Chair aims to be an international reference hub in an attempt to achieve the Millennium Development Goals (3). This partnership is one of SUEZ ENVIRONNEMENT’s contributions to the implementation of the “right to water” recognised as a fundamental human right in 2010 by the General Assembly of the United Nations.
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ISSUEZ ENVIRONNEMENT MAGAZINE22 _SOLIDARITY INITIATIVES
ZAKARIA A. LAWANDJI / DIRECTOR OF SALES AND MARKETING AT SOCIÉTÉ TCHADIENNE DES EAUX (STE) IN CHAD
students arrive with a problem and leave not only with new achievements but also with a solution,” says Myriam Bincaille, Managing Director of the SUEZ ENVIRONNEMENT Initiatives Fund.
Thanks to the SUEZ ENVIRONNEMENT Initiatives Fund which has devoted a substantial budget of 2 million over six years and to the 120 specialist speakers (more than a third of whom are SUEZ ENVIRONNEMENT employees in skills-based sponsorship), the Chair has already strengthened the managerial skil ls of professionals from over 30 different countries. “The transfer of skills and know-how is essential for us. Our great pride in a project is to see that we are no longer needed when it is fi nished,” confirms Myriam Bincaille. “Today, good results are measured by the positions of higher responsibility offered to our students when they
return to their department. This is the positive outcome of the participation of numerous partners (5), as well as the commitment, dynamism and huge motivation aroused by the noble subject of ‘Water for All”, Jean-Antoine Faby concludes.
(1) Paris-Tech is a Research and Teaching hub bringing together twelve of the most prestigious French higher education institutions, including AgroParisTech and MINES ParisTech. (2) The SUEZ ENVIRONNEMENT Water for all Foundation at the Institut de France was superseded by the “SUEZ ENVIRONNEMENT Initiatives Fund” on 1 January 2011. It aims to perpetuate the achievements of the Fundation. (3) The Millennium Development Goals (MDG) were adopted in 2000 by UN Member States, who agreed to strive to achieve them by 2015.(4) The OpT Masters course alternates between French-speaking and English-speaking students. (5) The French Development Agency, and the water agencies of Seine-Normandy, Rhone-Mediterranean and Corsica, and the Languedoc Roussillon region are also partners of the Chair.
“Beyond the technical and operational aspects, the coaching we provide also enables students to become aware of their possibilities, and build their confi dence.”
Taught at the Montpellier AgroParisTech centre, the Masters course actually trains professionals with over ten years’ experience and who are destined to become future directors. The Chair provides an innovative link between training in service management and a research programme born of questions arising in the field. After 18 months of training shared between lessons and field missions, students must draft a diagnosis and an operational action plan for the department in which they work in their own country. Each student is supervised by an individual coach responsible for guiding them towards achieving this mission. “The benefit of this training course is that
When he started the specialised
Masters in September2011, this
water treatment and industrial
fluids engineer had 14 years’
experience as a Department Head in
the Chadian water company, Société
Tchadienne des Eaux. Following the
course, he received a promotion,
and he has held the position of
Director of Sales and Marketing
since January 2013. Here is his view.
“This training course completely
transformed me. First of all, I met
some wonderful people, who could
help to achieve what we thought
was impossible: making our
dreams come true! They turned
us into ‘warriors’, ready to defend
the commitment we have to the
community at all costs and to turn it
into an operational project. I am so
glad that I met people like Jacques
Bertrand, my coach, Jean-Antoine
Faby and all the other student
coaches. They are exceptional people
that taught us so much. This Masters
course has given me the tools to
lead the water-based change in my
country.
As part of the strategic action plan
that I have drawn up, our mission
will be to ensure and develop the
operation of drinking water services in
Chad’s urban centres and to complete
infrastructures wherever necessary.
This project covers nine major cities
in Chad, representing more than one
million inhabitants. It is expected
to raise the water service rate from
23% to 100%. For now, negotiations
are progressing quite well. I was
recently promoted to Director of Sales
and Marketing and I am hopeful that
the budget adopted to implement this
ambitious project will enable there to
be a 24/7 drinking water connection
for all by 2025.”
“BEFORE I TOOK THIS MASTERS COURSE, I LOOKED AT THE HORIZON FROM A CHAIR… NOW I LOOK AT IT FROM THE TOP OF A HILL.”
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02_ The OpT Masters to Class of 2013-14. 03_ The Masters is taught at the AgroParisTech Centre in Montpellier, France, since its launch in 2009.
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PRIVATE INVESTMENT
A SUSTAINABLESOLUTION FORAMERICA’S TOWNSAND CITIESRAJ AGRAWAL / KKR'S HEAD OF NORTH AMERICAN INFRASTRUCTURE
The private equity group fund KKR (1) and United Water, a subsidiary of SUEZ ENVIRONNEMENT based in the United States, have entered into a new type of public-private partnership with the City of Bayonne, New Jersey. Raj Agrawal, KKR’s Head of North American Infrastructure, refl ects on this innovative partnership.
Raj Agrawal is a graduate of Stanford University. He joined KKR in 2006 and is the company’s Head of North American Infrastructure.A member of the Boards of Directors of Colonial Pipeline, El Paso Midstream Investment Corp and Dollar General, he has also been a Vice-President with Warburg Pincus and has worked with Thayer Capital Partners and McKinsey & Company.
SUEZ ENVIRONNEMENT MAGAZINE24 _EYEWITNESS
The goal is two-fold: it aims at supporting the
city in investing in its infrastructure leading to
improved service reliability and water quality
while maintaining rate stability. Also, it is meant
to provide improved operation and maintenance
of its water and wastewater systems by an
experienced water services fi rm.
Within the context of this partnership, KKR has
invested in the water and environment sectors.
Is this a fi rst for the company?
Raj Agrawal: Not quite. We’ve been on the lookout for opportunities in this area for a number of years. In addition, we have also recently invested heavily in this sector in Asia. Furthermore, in 2008, we launched a ‘green portfolio programme’ in partnership with the Environmental Defense Fund (EDF), an association which helps companies to defi ne and draw up their sustainable development policy. In
10% of the capital respectively, with the particular feature that the City of Bayonne retains ownership of the infrastructure. This agreement has also been awarded for a very long period: 40 years. Generally speaking, operational agreements are drawn up for periods of between three to ten years maximum. This long-term perspective allows us to make effective infrastructure decisions and to take a long-term view of the investments we make. This is precisely what municipal authorities, with budgets that are voted on annually, are simply unable to do.
Through this partnership, we have therefore been able to present the heavily indebted City of Bayonne with an innovative and creative solution, and to provide the city with a way out of the impasse in which it found itself.
The cornerstone of this unique project is the combination of United Water’s fi eld of expertise, water system management, with ours, in the fi nancial sector. United Water’s reliability and credibility were also a key factor in our decision to invest in this sector.
How can private funding benefi t America’s
towns and cities?
The economic crisis has left America’s towns and cities facing structural liquidity problems. The lack of Municipal and Federal government liquidity has acted as a brake on investment at a time when it was badly needed. In fact, in many towns and cities, water infrastructures have become obsolete. In some cases they haven’t been updated for over fi fty years! The Federal government estimates that renovating water
The partnership between KKR and United Water will enable Bayonne to renovate its infrastructure and provide a high-quality service to its residents. This city is now an example for many other US cities.
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our role as an investor, the environment is now one of our primary concerns. We recognise that every environmental challenge also involves a financial challenge. The agreement with Bayonne is also helping to develop our reputation for being a responsible investor (2). You could still say it was a fi rst, though, as it’s the fi rst public-private partnership that we have established in the water sector. And it’s undoubtedly a huge challenge for us, given that it means providing the residents of Bayonne with high-quality water and wastewater services for the next 40 years!
What makes it such an innovative agreement?
It’s certainly a novel concession model in that it separates the management of assets from operational activities (3). The agreement is based on the concession of water and wastewater services to a company in which KKR and United Water, as external funding bodies, hold 90% and
25No.12 - MARCH 2013 EYEWITNESS_
infrastructures will require more than $600 billion of investment over the next 20 years. This new type of partnership enables municipal authorities to improve their infrastructures at the same time as reducing their debt.
Can you tell us more about the key aspects
of the agreement which mean that the
investment includes an element of public
debt reduction alongside an improvement
in infrastructure?
Yes, that’s right. We were awarded the concession on the basis of a signifi cant investment, totalling $257 million. $150 million has been earmarked to reduce the City of Bayonne’s debt burden, and $107 million will be invested throughout
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BERTRAND CAMUS / CEO OF UNITED WATER
both the Clinton Global Initiative (CGI)
and by the professionals at American
Water Summit, the SOLUTIONSM
model introduces an innovative
cross-functional approach and a new
financial model to address problems
faced by many American municipal
authorities.
This type of agreement is a cost-
effective option for US towns and
cities because they are able, in a
single transaction, to entrust water
management to a professional
operator, ensure that their future
requirements are appropriately
funded and recover their financial
capacity by reducing their debt.
Public bodies are therefore released
from balance sheet pressures and
can also make investment available
for other public services.
United Water’s SOLUTIONSM aims to
modernise water treatment systems
and operate them more efficiently.
This is the first time we have worked
with KKR and we certainly hope to
repeat the experience. We share the
aim of developing global solutions
to strengthen the performance of
businesses working to protect the
environment.
And with this new business model, as
with the Alliance or the Management
Contract, SUEZ ENVIRONNEMENT
is continuing to pursue international
growth which strikes a balance
between economic profitability and
sustainable development, in line with
the Group’s strategy.’
“We are one of the US market
leaders for water and wastewater
services. Coupled with private sector
investment, our innovative solutions
and our ability to improve water quality
mean that our clients can respond
effectively to the challenges they face.
The active involvement of KKR and
United Water in this joint venture
offers a new, long-term solution for
meeting water requirements now and
in the future. Recognised in 2012 by
The model offered by KKR and United Water for the City of Bayonne received an award at the Clinton Global Initiative in September 2012 (Bertrand Camus, CEO United Water, pictured third from right).
the life of the agreement to manage, repair and renovate the networks. Without external funding or expertise in such a specialised fi eld, the City of Bayonne would have found it impossible to modernise its infrastructure. That’s the benefi t of this agreement. In the US, private investors now represent a solution to the growing diffi culties that municipal authorities encounter in upgrading and modernising their infrastructure when they lack both the funding and the technology to do so.
Can the agreement signed with Bayonne start
to bring about real change in the funding of
public infrastructure development and
environmental protection?
Most certainly! We and United Water have made a commitment to provide the City of Bayonne with high-quality service. Our hopes of success are well-founded, because we’ve joined forces with a partner who has the respect of the public authorities, both on an operational level and for its protection of the environment.
The City of Bayonne has become the example that others will want to follow. Many other towns and cities are keeping a close eye on this initiative.
“LONG-TERM FUNDING AND RENOWNED EXPERTISE CREATE AN INNOVATIVE, RELIABLE SOLUTION.”
We are beginning to bring about real change, because the increasing scarcity of water resources and the depletion of public funds mean that the role of the private sector is more important than ever. Continuity, reliability and accountability are the watchwords that underpin our involvement in such a vital sector as water.
(1) Founded in 1976, the American investment fund KKR owes its name to its three founders, Jerome Kohlberg, Jr., Henry Kravis and George R. Roberts. It is the world’s biggest investment fund.(2) KKR has signed up to the United Nations Principles for Responsible Investment (UN PRI).(3) An asset is a fi nancial resource with a monetary value, defi ned as all of the property that is owned by a business. Operational activities are the usual, day-to-day business of the company, excluding fi nancial activities.
SUEZ ENVIRONNEMENT MAGAZINE26 _EYEWITNESS
A TOOL FOR DESIGNING SUSTAINABLE DEVELOPMENT PROJECTS
SAFEGE
WATER MANAGEMENT, ENERGY CONSUMPTION
MONITORING, waste management optimisation, inhabitants’
comfort, respect for biodiversity... For a local authority, there are
numerous sustainable development challenges to consider when
it comes to development projects.
Thanks to its experience and myriad of expertise in the area,
SAFEGE launched Vivacity®, an innovative approach, in late 2012.
This methodology enables territorial challenges to be identifi ed
and prioritised, to set specifi c targets and to assess development
projects in the context of sustainable development, in consultation
with stakeholders. “This approach allows us to conduct sustainable
development projects in a spirit of teaching and consultation. It can be
used as a support for workshops, working groups or public meetings”,
explains Camille Poiroux, Vivacity® design pilot within the SAFEGE
Research, Innovation and Sustainable Development department.
A checklist of key criteria helps to ensure that all topics have been
considered. A grid sets out quantifi ed goals and monitoring indica-
tors. A chart allows a visual comparison to be made of the sustain-
able development performance of several separate projects, or of
the same project over time. This new key for reading development
scenarios facilitates the inclusion of sustainable development in
local authorities’ selection and decision criteria.
Vivacity® is perfectly consistent with existing repositories and
certifi cation processes: eco-neighbourhood label, environmental
urban planning approach, HQE development.
“This methodology is based on our experiences of providing support
for territories in terms of sustainable development to structure and
enhance our project management and environmental consultancy
services,” says Camille Poiroux.
“Vivacity® allows us to meet the increasingly frequent desires of
local authorities to see sustainable development integrated within
our technical study services.”
Thanks to Vivacity®, SAFEGE has an asset which sets it apart
from its competitors and strengthens its position in the fi eld of
sustainable urban development, its main ambition for 2015.
SAFEGE DESIGNS ECO-NEIGHBOURHOODSA reference player in sustainable urban development, SAFEGE develops decision support tools and assessment methods to support its customers in their choices when facing the complex challenges of sustainable development, thus helping them to become leaders in environmental performance.
“VIVACITY® IS A TEACHING TOOL ALLOWING THE DESIGN OF CONSISTENT, SUSTAINABLE URBAN DEVELOPMENT PROJECTS.”
To find out more:w www.safege.fr
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31% of the Group's revenues were generated internationally (1) in 2012
(1) Outside Europe
SUEZ ENVIRONNEMENT MAGAZINE28 _SPECIAL REPORT
AT SUEZ ENVIRONNEMENT, INTERNATIONAL
DEVELOPMENT TAKES ON ANOTHER DIMENSION
TO SUPPORT ITS GROWTH DYNAMIC, SUEZ ENVIRONNEMENT IS CONTINUING ITS INTERNATIONAL EXPANSION THROUGH THE CONSOLIDATION OF ITS
HISTORICAL PRESENCE, THE CONQUEST OF NEW GEOGRAPHICAL MARKETS AND THE EXPANSION OF ITS OFFER FOR INDUSTRIAL CUSTOMERS.
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01_ In China, the Group operates in seven major Chinese industrial parks, such as here in Suzhou.
02_ Through United Water, its subsidiary in the United States, the Group is present in the water sector in 26 US states.
03_ Aqualogy is the integrated services brand of Agbar, a SUEZ ENVIRONNEMENT subsidiary.
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direct consequence of population growth and rapid urbanisation, waste and water treatment requirements are constantly increasing all around the world. As such, the drinking water market is growing by 6% per year, with increasing opportu-nities for diverse forms of public-private partnership (1). As regards the global waste market, this is estimated at €300 billion, all economic activities combined, from collection to recycling (2). SUEZ ENVIRONNEMENT’s activities are at the heart of major global issues.
Outside Europe, SUEZ ENVIRONNEMENT continues to expand its activities in its traditional markets and seeks to strengthen its presence through selective investments and the development of new contract models with low capital intensity. These efforts have already resulted in a signifi cant increase in revenues internationally. Thus over the past four years, this fi gure has risen from €2.5 to €4.6 billion, and now represents 31% of Group revenues. By 2018, the Group forecasts growth of 8% per annum. It also wants to expand in growth areas such as water and waste management for industrial customers, which today have high ambitions in terms of environmental performance.
GROWTH MARKETSON ALL FIVE CONTINENTS— Established in China for more than 30 years, the Group is pursuing its successful development in water and waste treatment (15% of revenues in the country in 2012), specifi cally through local partnerships, whose solidity over time has been proven. It is also developing its activities in industrial parks, with a presence
on seven major Chinese parks. In addition, the Group has signed an agreement for the creation of an environmental excellence centre with the Chonquing Water Group, its partner for 10 years, in which it is also a shareholder.
SUEZ ENVIRONNEMENT is also strengthening its positions in the rest of the Asia-Pacific region. In India, the market is stimulated by a vast government programme for the rehabilitation of infrastructures over the period 2013-2018. Degrémont, which has already built more than 150 plants, is currently putting the fi nishing touches to the country’s largest water treatment plant in Bombay (Mumbai), which will produce 1 billion litres of water per day. The subsidiary will also build and operate a wastewater treatment plant in New Delhi for 11 years. Furthermore, the Group will work to improve the water distribution service via a 12-year contract with the Delhi Jal Board authority.
In Australia, where SUEZ ENVIRONNEMENT operates in both its businesses, the Group offers adapted environmental solutions and renewed contractual models. In 2012, the Group increased its revenues there by 9%, thus exceeding €1 billion. As a result, Australia became the third largest market for the Group, after France and Spain.
ADAPTING TO THE SPECIFIC FEATURES OF DIFFERENT MARKETS
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THIERRY MALLET / SENIOR VICE PRESIDENT IN CHARGE OF THE INTERNATIONAL SECTOR
“The Group builds adapted solutions not only meeting the technical needs of its customers, but also their desire to be involved in contract management”
WITH NEARLY 80,000 EMPLOYEES IN 70 COUNTRIES ACROSS 5 CONTINENTS, SUEZ ENVIRONNEMENT IS A GLOBAL PLAYER IN THE WATER AND WASTE SECTORS. ITS INTERNATIONAL DEVELOPMENT IS BASED ON PROVIDING VALUE-ADDED SERVICES AND THE ESTABLISHMENT OF INNOVATIVE CONTRACTS MODELS THAT MEET THE SPECIFIC NEEDS OF COUNTRIES, AND THE EXPECTATIONS OF CUSTOMERS AND POPULATIONS.
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In the United States, the Group is expanding at a rapid pace in the water sector through its subsidiary United Water, the second largest private operator, established in 26 states, offering innovative working models for its customers, local authorities.
SUEZ ENVIRONNEMENT is also present in the water sector in Mexico and South America, particularly in Brazil, where strong growth has been recorded in the water sector, and in Chile
with Aguas Andinas which provides drinking water and sanitation services for 6 million people.
Countries in North Africa and the Middle East are growth markets for SUEZ ENVIRONNEMENT. In the Middle East, the Group operations are based mainly on the historical presence of Degrémont, an international player in the design, construction and operation of equipment on the water treatment market as well with public and industrial customers. This presence also enables the Group to form partnerships in the region, for instance in the management of water and sanitation services for the city of Jeddah in Saudi Arabia.
Lastly, Eastern Europe, particularly Poland, is a growing market for the development of the Group’s activities in the waste sector.
STRONG OPPORTUNITIES— SUEZ ENVIRONNEMENT naturally focuses its develop-ment at an international level on organic growth in countries where it is established, whilst also aiming to benefi t from areas of strong growth. Large areas in the heart of industrialised regions are now under severe water stress (North-Eastern China, the South-Eastern United States, vast portions of the Indian subcontinent) and need to implement solutions that will allow them to cope with usage confl icts. Similarly, due to economic development, waste management is becoming a priority for the governments of some emerging countries, which represent new commer-cial opportunities for the Group outside its traditional markets (Morocco, Algeria, and China). In addition, the development of non-conventional energy (in the United States, China, Poland, Australia and so on) requires leading-edge environmental exper-tise around which SUEZ ENVIRONNEMENT can provide substantial added value.
SHARED GOVERNANCE— “In many countries, governments and municipalities wish to reinvest in the daily lives of their citizens, especially in terms of all aspects of the environment,” said Thierry Mallet, Senior Vice President of SUEZ ENVIRONNEMENT in charge of the inter-national sector “They want to play a key part in decision-making and are unwilling to entrust their services to a company without being directly involved. From our perspective, we bring our know-how that allows elected offi cials to achieve their goals in terms of quality of service, environmental quality and service coverage.”
SUEZ ENVIRONNEMENT adapts to this new situation by offering solutions that meet the technical needs of its customers and their desire to be involved in contract management.“This is a radical change and we are learning from past mistakes,” acknowledges Thierry Mallet. “Weak or inappropriate govern-ance may lead to project failures, regardless of the technical, human and fi nancial investment involved. All our new models are focused on the high added value we provide our customers and have shared governance.”
FOCUSING ON ADDED VALUE— SUEZ ENVIRONNEMENT builds its international devel-opment around fi ve innovative contractual relationship models. These complement the traditional Group offer by highlighting its high added value, with the advantage of adapting to the new characteristics of markets and countries. • The management contract provides an innovative ser-vice for sharing expertise that puts the transfer of know-how at the heart of the contractual relationship. To this end, a SUEZ ENVIRONNEMENT management team runs a company on behalf of the customer. In addition to the payment received for putting the team together, a variable fee is subject w
“All our new models are focused on the high
added value we provide our customers.”
THIERRY MALLET /SENIOR VICE PRESIDENT IN CHARGE OF THE INTERNATIONAL SECTOR
+ €2.1 billionBetween 2008 and 2012, the Group’s international revenues increased from 2.5 to 4.6 billion (1)
(1) Outside Europe
North Africa and the Middle East are growth markets.
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ALEXANDRE BRAILOWSKY / DIRECTOR OF SOCIETAL RELATIONS.
Why is there a Societal
Relations Department (SRD)
within a group like SUEZ
ENVIRONNEMENT?
— The environment in
which the Group operates
has changed dramatically
in recent years. The
expectations of governments
and municipalities are ever
increasing in terms of quality
of service, transparency and
strict adherence to roles
and responsibilities. The
concerns of stakeholders
regarding environmental
protection and access
to services for all are on
the rise. Another notable
development is the
Internet, which allows
the immediate and
widespread dissemination
of information. Our role
is to integrate these new
requirements to better
meet the expectations of all
SUEZ ENVIRONNEMENT
stakeholders. We ensure
that the solutions proposed
to water and sanitation.
For instance, in emerging
countries, this may
result in the construction
of infrastructures
in disadvantaged
neighbourhoods. In other
countries, our actions
may also involve technical
support or resolving pricing
issues for low-income
households.
As part of our dialogue with
stakeholders, we developed
a full service offer for our
subsidiaries which includes:
a diagnostic tool for regions
allowing an action plan
to be developed and its
impact to be measured, staff
mobilisation programmes
focusing on CSR (Corporate
Social Responsibility)
aspects in Group businesses,
and skill-strengthening
programmes for managers.
are tailored to territories
and are appropriate for all
players (public authorities,
users, civil society).
What are the missions
of the SRD?
— We have two missions.
On the one hand, we must
ensure that our contracts
include universal access
to essential services as
part of our Water for All
programme. On the other
hand, in respect of the
contracts entered into by the
Group, we must establish a
dialogue with stakeholders.
In real terms, what actions
are carried out by the SRD
on the ground?
— In the water sector,
we launched the Water
for All programme. We
work in countries where
the Group is established,
helping our subsidiaries to
support public authorities
in implementing the right
“THE EXPANSION OF OUR ACTIVITIES INTERNATIONALLY MUST BE IN HARMONY WITH OUR ENVIRONMENT.”
The Group's actions may include technical support, as was the case in Haiti after the 2010 earthquake.
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to the achievement of objectives. This type of contract schedules a transfer of know-how from the SUEZ ENVIRONMENT team to that of the customer. This type of contract has already been implemented successfully in Algiers, Oran (Algeria) and also in Jeddah (Saudi Arabia).• The Alliance contract, devoted to local authority customers, is based on a partnership of joint governance (public-private partner-ship). It is based on the sharing of risks and benefi ts between the operator and the customer. SUEZ ENVIRONNEMENT and the customer are both responsible for management of the local authority with mixed teams. This model has been very successful in Australia, for instance in Adelaide and Perth.• The SOLUTIONSM model advocates the separation of asset management and operational activities. The dealer part which invests is thus wholly separate from the operator part provided by SUEZ ENVIRONNEMENT. A team from the Group may also support the dealer in its search for investors. SOLUTIONSM was developed and deployed for the fi rst time by United Water in Bayonne (New Jersey, USA).• Mobile Units provide industrial customers with fl exible solu-tions as a replacement or complement to existing treatment facilities in order to ensure the continuity of water treatment. The Mobile Units provided by Degrémont Industry can be used in emergency situations in the event that a facility should mal-function, or during scheduled maintenance operations or when plants are commissioned. They can also be rented on a long-term basis for customers who are unwilling to invest in expensive, fi xed equipment. The Mobile Units are generally used for the produc-tion of process water, but they can also be used to treat wastewater. • Packaged Services are provided in the form of contracts that focus on specific SUEZ ENVIRONNEMENT know-how or added value. In the water sector, this may be resource manage-ment, infrastructures or customer relations, along with the devel-opment of human resources. These various Packaged Services can be integrated into a more comprehensive agreement.(see examples on pp. 36-37)
PROMOTING LOCAL TALENT— Human resources are also a key factor on which the Group relies for its successful international expansion. To date, SUEZ ENVIRONNEMENT has over 80,000 employees worldwide, of whom only about 200 are expats. In fact, the Group gives priority to local establishment by recruiting the majority of its staff in the country in which it is present. It also pays specifi c attention to the development of talents and skills internationally (3). “We need more international management,” says Thierry Mallet. One of the best tools to this end is geographic mobility and talent management around the world. “We want to encourage a dual culture: a local employee culture, linked with the SUEZ ENVIRONNEMENT culture”, he states. The Group needs professionals with many strings to their bow who can move from one country to another and from one subsidiary to another. “The management of inter-national projects is also a refl ection of this wealth, which is both multi-skilled and multicultural,” says Marie-Ange Debon, General Secretary of the Group and Director of International Projects. Working closely with the International Department, specifi-cally on the preparation of tenders, the teams that make up the international projects department come from all walks of life and from all countries. “At the heart of the Group’s expertise, they gain from their mutual expertise and aim to bring together all stake-holders around a common business project”, she says. “The teams provide upstream skills in the technical, marketing, fi nancial and contractual fi elds.”
In this way, SITA UK has benefited from the expertise of the Waste Projects Department for all its incinerator construction contracts in the UK. Similarly, in early January 2013 SITA Polska won a 25-year contract to build and operate an energy recovery unit in Poznan. For this contract, SITA Polska also benefi ted from the skills of the Projects Department’s expert fi nancing team.
Proof if any were needed that the Group can pool its expertise and reap the benefi ts of cooperation between its various entities.
(1) According to an article published in Le Figaro on 22 October 2012. (2) From scarcity to infi nity – A worldwide waste overview, by Philippe Chalmin and Catherine Gaillochet, Economica, 2009. (3) You can read about two exemplary and international career paths in the features on Shyam Bhan, the new Director of SUEZ ENVIRONNEMENT INDIA, on page 38, and Carlos Campos, Director of CIRSEE, on page 40.
“Human resources are a key factor in
ensuring the success of our international
expansion.”
MARIE-ANGE DEBON /GROUP GENERAL SECRETARY
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+1,9 % growth in the CEMME region(Central Europe, Mediterraneanand Middle East)
+10 %growth in revenuesin the Asia-Pacific region
SUEZ ENVIRONNEMENT MAGAZINE34 _SPECIAL REPORT
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03_ With Australia committed to a sustainable waste management policy, SITA Australia is strengthening its leading position in recycling and waste treatment.
01_ The development of its offer to industrial customers is strategic in order to support the Group’s dynamic international growth.
02_ SUEZ ENVIRONMENT employs nearly 80,000 staff worldwide, while focusing on its local establishment.
02_
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AN INTERNATIONAL PRESENCEADAPTED TO EACH COUNTRY
THE GROUP IS NOW EXPANDING INTO NEW GEOGRAPHICAL AREAS AROUND THE WORLD, WHILE CREATING INNOVATIVE CONTRACTUAL RELATIONSHIP MODELS. TAKE A CLOSER LOOK AT THE INTERNATIONAL PRESENCE OF SUEZ ENVIRONNEMENT AND ITS SUBSIDIARIES, AND AT FIVE MANAGEMENT MODELS.
MOBILE UNITS
Mobile units to countera cold front in TexasIn February 2011, Texas had to cope with an extended period of freezing weather. Demand for energy increased, causing failures in the network and a 15% reduction in generation. As such, it was imperative that the facilities in working order offer the maximum capacity for
generation. However, the sub-zero temperatures damaged the demineralised water systems required to produce energy. To cope with this critical situation, Degrémont Industry, via WPT, provided mobile units to operators working in the energy industry. Trailers containing a water demineralisation system meant that energy production facilities could continue to operate. During this difficult period, many plants were only able to continue to operate thanks to these mobile units provided by Degrémont Industry.
THE SOLUTIONSM MODEL
United Water singled out for praise by President Bill ClintonUnited Water and KKR, an investment company, entered into a partnership in late 2012 for the operation of water and sanitation systems
in the city of Bayonne (New Jersey, USA).This contract model, known as SOLUTIONSM, is based on a concession granted by the city to a company, of which 90% of the capital is held by the KKR infrastructures fund with the remaining 10% being held by United Water. The joint venture is investing to improve the city’s water and sanitation
systems, while the city remains the owner. The city can thus modernise its facilities while solving its financing difficulties. The novel approach of this contract meant that United Water was singled out for praise by former U.S. President Bill Clinton at the annual Clinton Global Initiative (CGI) forum.
NORTH AMERICA
United WaterBal OndeoDegrémont/Degrémont IndustrySENA Waste Services
SOUTH AMERICA
AgbarDegrémont/Degrémont Industry
SUEZ ENVIRONNEMENT MAGAZINE36 _SPECIAL REPORT
THE MANAGEMENT CONTRACT
Drinking water continuously on tap in AlgiersTo improve the sanitation and water supply services of the Algerian capital, in 2006 the country's authorities (SEAAL) signed a five-year management contract with SUEZ ENVIRONNEMENT.Giving SUEZ ENVIRONNEMENT joint management of SEAAL, it has provided drinking water continuously and made
beaches accessible and safe for swimming.The Group has provided substantial resources and expertise, and has developed a specific methodology, known as WIKTI. It enables the transfer of know-how between its teams and those of its customer.Given the success achieved, a new five-year management contract has been signed. In addition, this management contract model was replicated in Oran (Algeria) and Jeddah (Saudi Arabia).
PACKAGED SERVICES
Customised services for New Delhito improve water distribution in a district of New Delhi (India), SUEZ ENVIRONNEMENT recently entered into a public-private partnership contract with the Delhi Jal Board (DJB), an Indian local authority. Spread over a term of 12 years, it aims to ensure continuity of service, reduce water losses in networks and improve customer services.This new packaged service model better targets customer needs and designs customised solutions. In real terms, in New Delhi SUEZ ENVIRONNEMENT will be in charge of upgrading the water management and distribution network, as well as customer relations. The establishment of a call centre and several customer agencies are planned, in order to deal more effectively with requests and complaints.
THE ALLIANCE CONTRACT
High-performance PPP contracts in AustraliaThe aim of the Alliance contract entered into by Degrémont in partnership with Transfield Services, a local operator in energy and transportation services, is to manage water
and sanitation services for the people of Adelaide (Australia) and its surroundings.This contract takes the form of an Alliance, that is to say, a public-private partnership (PPP). It brings together the state-owned water utility company (SA Water) within a joint venture between Degrémont and Transfield Services.
Complete collaboration between the two entities (operations, finance, etc.) allows SA Water to take back control of operating the facilities if they wish, relying on the technical skills of a private operator. This innovative model has been replicated in the city of Perth (Australia).
EUROPE
Lyonnaise des EauxAgbarOndeo Industrial SolutionsDegrémontSafegeOndeo ItaliaWater CZSITA FranceSITA UKSITA SwedenSITA SuomiSITA PolskaSITA NEWS (Benelux,Germany)SITA CZ
AFRICA,MIDDLE EAST
AgbarLydecSEEALSITA El Beïda & SITA MarocDegrémontSAFEGESITA Trashco
OCEANIA
SITA AustraliaDegrémont Australia
ASIA
Macao WaterPalyjaSITA Waste ServicesDegrémont / Degrémont IndustrySino French HoldingsSUEZ ENVIRONNEMENT India
Water BusinessWaste BusinessWater and Waste Business
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SHSHHHHHSSSHYAYAYAYAAYAYYAAAYAYAYAAYAYAYAYAYAYAAMMM MMMMMMMM BHBBBHHAAAAANANANNNNNNNANNNNNNNANNNNNNNN / / /// CECEC O OFFFOSSUSUSUUUUUEEZZZZZZEZ EEEEENNNVVVN IRIRROOONONNNNNNNNNNNNNNNNENNENENNENNNNNNN MEMEM NTNT INDDDN IAAAIA
WHEN HE WAS A STUDENT, he wanted to become a fi gh-
ter pilot, but he ended up pursuing a career in environmental
engineering and general management. After beginning his
studies in India, in the Kashmir region in which he was born,
Shyam went on to continue his education in the United States.
After an exemplary career path to date, he is now the CEO
of the new SUEZ ENVIRONNEMENT INDIA organization,
created in November 2012. India is not unknown territory
for the Group, as Degrémont has been operating in India for
over 30 years and is already well-established. “Ask someone
involved in the water sector in India to name the best company
for water treatment, and they will immediately say Degrémont!”,
says Shyam. With the new organization, today he faces
two major challenges: maintaining Degrémont’s number
one position, and building on this reputation to promote
SUEZ ENVIRONNEMENT as a comprehensive provider of
high-quality water distribution services in India. On a daily
basis, he also believes in one of the basic principles of mana-
gement: happy employees make for happy customers.
Shyam has been with the Group for 15 years, having worked
within Degrémont in India, the UK, and North America, as
CEO of Degrémont Technologies. This experience has allowed
him to build up a comprehensive knowledge of the various
markets where he has served, and to develop a clear vision
of the sector. “In contrast to the UK and USA, the water sector
in India is a high-growth market. Millions of people in cities and
rural areas are looking forward to having a better water supply
and services. We are working with many municipal corpora-
tions and public authorities to help them to meet the public’s
expectations. In Delhi, we have recently secured a contract to
improve water distribution services in the Malviya Nagar district.
Contrary to popular belief, the majority of Indians do care about
the environment. Environmental awareness and activism is very
strong in the country”. Shyam is an avid advocate of his country
and its values; as someone who moved to Chicago to study
with just $8 in his pocket, he considers himself “a graduate of
the University of Life and the school of hard knocks!”.
Focus on SUEZ ENVIRONNEMENT India
— SUEZ ENVIRONNEMENT has been present in India for
over 30 years via its subsidiary, Degrémont, which has
built over 150 plants and operates 22 of them. In total,
SUEZ ENVIRONNEMENT produces almost 5 billion litres
of drinking water per day in India, meeting the needs of
44 million people. SUEZ ENVIRONNEMENT INDIA employs
around 700 people, and several thousand more through its
sub-contractors.
SHYAM BHAN / CEO OFSUEZ ENVIRONNEMENT INDIA
“WE ARE WORKING HARDTO IMPROVE WATERSUPPLY AND DISTRIBUTION SERVICES IN INDIA.”
SUEZ ENVIRONNEMENT MAGAZINE38 _TALENTS
A COLLABORATIVEINNOVATION
SOLAR ACTIVE SYSTEM
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THE RESULT OF COOPERATION between several subsidi-
aries of the GDF SUEZ and SUEZ ENVIRONNEMENT groups, the
Solar Active System (SAS) project is based on a simple and prac-
tical principle: a “2-in-1” solar panel which generates electricity,
as well as hot air coming from the ventilation of the rear part of
the photovoltaic panel (1), thus increasing the production yield of
electrical energy.
The heat thus generated can be used in many ways: From the
preheating of air upstream of an industrial process through to
sludge drying processes, not forgetting the frost-proofi ng and
heating of industrial workshops and homes. It also has major
advantages, starting with its simplicity of implementation and
its robustness due to the Clipsol process (a subsidiary of GDF
SUEZ) tested at many industrial facilities (2). In addition, SAS
offers excellent energy effi ciency: 60% recovery of solar energy
captured by the panel while the best traditional photovoltaic pan-
els level off at 12%.
A Design Engineer Developer at SUEZ ENVIRONNEMENT,
Frédéric Duong put forward the idea, with the patent being fi led
in 2008. This research project very quickly sparked ideas for
synergies to develop and industrialise the idea.
“Our customers are on the lookout for innovative green solutions
like this,” says Jean-Michel Terry, Director of Innovation Product
Marketing at SUEZ ENVIRONNEMENT.
Following the adjustment by Clipsol of its original technology
to fi t the SAS process, an initial prototype panel was successfully
installed and tested for a year, on the roof of CRIGEN, the GDF
SUEZ R&D centre. Today, in order to industrialise SAS, it has
been installed to reduce energy costs for sludge drying at the
Aquaviva water treatment plant in the Cannes region, where the
world’s fi rst carbon neutral plant is located (3). Tests are in pro-
gress for a period of 15 months.
“If the tests on this pilot site are positive, which we do not doubt,
this very innovative product will enter the active commercialisation
phase in mid-2013,” said Jean-Michel Terry. “Solar thermal energy
is a solution for the future”.
(1) A solar panel is made of photovoltaic cells. These components convert the sun’s energy into electrical energy. (2) The originality of the Clipsol method lies in its construction system composed of “clippable” elements for easy assembly and rapid implementation. (3) Entrusted by the SIAUBC body as part of a public service delegation made to Lyonnaise des Eaux, this plant, built by Degrémont and operated by Lyonnaise des Eaux, features the latest water treatment technology.
“SOLAR ACTIVE SYSTEM HAS AN OBVIOUS ENVIRONMENTAL BENEFIT. IT PRODUCES FREE, GREEN ENERGY. THIS IS A MAJOR ADVANTAGE FOR ENERGY INTENSIVE INDUSTRIAL PROCESSES.”
No. 12 - MARCH 2013 39INNOVATIONS_
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“CIRSEE IS A KEY COMPONENT OFTHE ECO-SYSTEM FORINNOVATION WITHIN THE GROUP”
CARLOS CAMPOS / DIRECTOR OF CIRSEE
“A CITIZEN OF THE WORLD”, the phrase could have been
coined specifically for Carlos Campos. Indeed, this Catalan
director, educated in Spain and the United States, has split his
career in the Group between France and his native country.
“My international career is a stroke of luck,” he says. “It sculpted
my tri-cultural nature, encompassing French, Anglo-Saxon and
Latin. Speaking several languages is not enough. You must under-
stand the culture. It is a guarantee of effectiveness, particularly
in terms of management, in an international group like SUEZ
ENVIRONNEMENT.”
Since September, Carlos has headed up the Group’s main
research and technological expertise centre, CIRSEE.
A graduate of the most prestigious international schools,
Carlos began his career within the Group as a researcher at
CIRSEE with technical support missions. He then took over
responsibility for research management, fi rst at R+i Alliance,
a Group entity dedicated to steering R&D, then at Agbar, where
he created and developed the CETaqua Technology Centre in
Barcelona and the Agbar innovation department. As head of the
Aqualogy technology branch, an Agbar subsidiary, he was able
to turn research fi ndings into service offers.
Returning to CIRSEE eight years after leaving, Carlos redis-
covered “a cutting edge team with real expertise in water, with great
skills being acquired in the industrial wastewater fi eld and unde-
niable added value as operational support for Group operators.”
His role as director consists of leading the required changes
to the Centre’s skills and organisation.
“The fi rst of the future challenges CIRSEE faces is to acquire and
develop skills in the fi eld of industrial water treatment, for example
in the Oil and Gas sector,” says Carlos Campos.
Another challenge is to capitalise on CIRSEE’s know-how so as
to package it and offer customers a range of innovative services
in technology consulting. “Our customers still see us too often as
asset managers. CIRSEE and the other R&D centres must help to
make the technological expertise of SUEZ ENVIRONNEMENT more
visible and to make it a real factor for differentiation.”
CIRSEE at a crossroads
— The International Centre for Research on Water and the
Environment (CIRSEE) has seen its activity grow. 65% is
devoted to research in support of the Group’s technological
innovation strategy. Today, technical assistance for water
and waste operators accounts for 35% of its business
volume, with more than 5,000 days of expertise per year.
CIRSEE must capitalise on its know-how in selling packaged
services to external customers. A new activity tested and
“incubated” within Group companies.
SUEZ ENVIRONNEMENT MAGAZINE40 _TALENTS
EMAG, THE ONLINE EDUCATIONAL
MAGAZINE THAT SHEDS LIGHT
ON ENVIRONMENTAL BUSINESSES
AND CHALLENGES!
Access to water and sanitation,
different types of waste, biomimicry,
and more. Twice a month, check out
the themed features based around
“Water in Every State”, “The Second
Life of Waste” or “The Green
Economy.”
This new version of the eMag also
offers a wide variety of media such
as graphics, videos, slideshows,
key figures, and a glossary.
Subscribe to the newsletter and
discover new features in the eMag
every month!
w www.emag.suez-environnement.com
SUEZ ENVIRONNEMENT TV
SUEZ ENVIRONNEMENT launches
its Web TV channel!
From the presence of SUEZ
ENVIRONNEMENT in Brazil and
Finland, to biomimicry, not forgetting
toy recycling thanks to Rejoué or an
in-depth look at an Australian
waste recovery plant, discover
magazines, reports, and interviews
related to the challenges of water
and waste, innovation, environmental
businesses and more…
Each month, discover new stories
and images!
w www.suez-environnement.tv
2013, INTERNATIONAL YEAR OF
WATER COOPERATION
01/01/2013 w 31/12/2013
Increasing urbanisation, pollution,
climate change, and people themselves
are inevitably threatening water
resources. The United Nations General
Assembly has therefore decided to
designate 2013 as the “International
Year of Water Cooperation”. The United
Nations recognises that cooperation is
essential to preserve this resource and
to share it fairly. Numerous events will
be held throughout the year.
UNESCO was officially appointed by the
UN to manage these events.
w�www.unwater.org
GLOBAL WATER SUMMIT
22/04/2013 w 23/04/2013
Seville, Spain
The preservation of water resources is
a major environmental challenge for
the planet.
With this in mind, the Global Water
Summit will be held in Seville from
April 22-23.
It’s in the air...Out and aboutOn the Web
You can find us on: w Website: www.suez-environnement.frw eMag: www.emag.suez-environnement.comw SUEZ ENVIRONNEMENT TV: www.suez-environnement.tvw YouTube: www.youtube.com/user/suezenvironnementw Twitter: http://twitter.com/suezenv
LIBERATION-APAJ COMPETITION
French newspaper Libération and
the APAJ association (Association
for Assistance for Young Writers)
have organised the Libération-APAJ
competition since 2008, in which
SUEZ ENVIRONNEMENT is a partner
in 2012. This competition designed for
writers under the age of 30 rewards
great pieces of work, whether in the
form of photographs, drawings, text or
audio compilations on a given subject.
The theme this year was “Portraits
of cities.”
Candidates were to focus on writing,
emotion, a personal and original
approach to a city, a neighbourhood
or its residents. The jury made up of
Erik Orsenna, David Cameo, and Yann
Arthus Bertrand, presented the awards
in December.
The beautiful and sometimes
surprising works of the winners
since 2008 are featured in this book,
published in March by Riveneuve
publishing.
OUR HOUSE OF THE FUTURE
How will the house of the future look?
How can we continue to provide safe
and comfortable accommodation
even though the population is growing
and we must preserve the planet?
The “Living for tomorrow, reinventing
our living spaces” exhibition attempts
to answer these questions by
explaining the links between habitat
and society. It allows visitors to create
their own living space using an
interactive screen.
Thus visitors become participants
since they can build and furnish a
(virtual) home whilst conserving the
environment. The exhibition will be on
show at the Cité des Sciences in Paris
until November 10.
w www.cite-sciences.fr/francais/ala_ala_cite/expositions/habiter_demain
Many government representatives,
entrepreneurs, investors will
meet at this time to discuss
solutions together. As an expert
in water and environnement,
SUEZ ENVIRONNEMENT will also
be there.
GLOBAL CONFERENCE 2013
(8th EDITION)
03/06/2013 w 05/06/2013
Paris, France
The eighth edition of the Global
Conference will be held in Paris at
the beginning of June. Organised
every year by Planet Workshops,
these conferences aim to raise
awareness among operators and
opinion leaders, and stimulate
exchanges regarding environmental
protection.
Some 900 decision-makers and
players committed to sustainable
development, such as SUEZ
ENVIRONNEMENT, a partner of the
event, will be present at this event,
the key theme of which is “Achieving
a successful transition”.
w www.planetworkshops.org
ECONOMIC MEETINGS
AT AIX-EN-PROVENCE
05/07/2013 w 07/07/2013
Aix-en-Provence, France
The Circle of Economists is organising
the 13th edition of the Economic
Meetings at Aix-en-Provence, of
which SUEZ ENVIRONNEMENT is
a partner and a participant. This
year’s theme will be “The impact of
time, the global economy, between
emergencies and the long-term.”
Every year, this event welcomes more
than 2,000 people.
w www.lecercledeseconomistes.asso.fr
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41MILESTONES_No. 12 - MARCH 2013
VEJA brand products have been designed around three principles: The choice of environmentally friendly materials, the use of cotton and rubber from fair trade sources in Brazil and their manufacture in a setting where workers’ rights are respected.
FRANÇOIS GHISLAIN MORILLION AND SÉBASTIEN KOPP / CREATORS OF THE VEJA BRAND
VEJA, THE CHALLENGE OF FAIRTRADE SPORTS SHOES
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The Veja trainer brand was founded in 2005 by two French entrepreneurs, François Ghislain Morillion and Sébastien Kopp. It was an instant success with 5,000 pairs sold in the first season. After starting by launching a children’s collection in 2008, then moving on to bags and small leather goods in 2009, Veja opened a store in Paris in 2011. Ironically named “Shopping Centre”, the store sells brands that manufacture goods “the right way”.Since the project began, Veja has bought 130,000 kg of organic fair-trade cotton, 80,000 kg of fair-trade rubber (or 60,000,000 m2 of primary rainforest preserved (1)) and made over 500,000 pairs of trainers.
(1) Forest clearing protected by the production of Veja rubber
in Portuguese. Our idea was to get
people to look at the label and think
about the raw materials and the way in which the products are
manufactured. We wanted to offer a new way of acting, com-
bining entrepreneurship, preservation of the environment and
fair trade. In 2004, upon returning from a journey around the
world auditing sustainable development activities carried out
in the fi eld by CAC 40-listed companies, we came up with the
idea of Veja. In fact, in these projects, we thought there was a
massive gap between communication in terms of sustainable
development and reality.
So with Veja, we wanted to try and manufacture products ‘the
right way’ by applying three principles: prioritise green materials,
use cotton and rubber from fair trade sources and manufacture
products in a way that respects workers’ rights.
We were great collectors of trainers so the idea for the product
came all by itself. The same happened when it came to choos-
ing Brazil, where our raw materials and production are based.
We use organic cotton and natural rubber, grown respectively
by 300 and 60 families organised into cooperatives and paid a
fair price. The organic cotton, made according to agroecology
principles, is certifi ed by the IBD (2). Leather tanning is performed
using acacia extract, a natural non-polluting tannin, unlike
chrome. We then outsource product assembly to workshops
with stringent environmental and social standards, audited by
FLO-cert (3). In France, we entrusted logistics management to
Atelier Sans Frontières, a professional integration association.
Receiving products and sending out orders... 25 people work on
our activities.
Given our manufacturing principles, the production costs of
our trainers are seven to eight times higher than other shoes of
this type. Thus, in order to sell them at a competitive price, we
work without advertising or stock. We work on orders, which are
taken each season. No restocking is possible. Our customers are
aware of our constraints and understand them.
What’s the key to success to our trainers? Their sustainable
creation, and perhaps even more, their design. From the outset,
we wanted our products to be fashionable. Media personalities
such as French actress Marion Cotillard and one of the pioneers
of organic farming, Pierre Rabhi, became ambassadors of our
project without being asked.
Of course, not everything is perfect. The small producers with
whom we work are subject to the vagaries of the weather or
insect infestations, which can reduce the amount of raw mate-
rial available and threaten production. Our trainers are not yet
recyclable. The leather and rubber inserts complicate this step,
but their fair-trade certifi cation by Max Havelaar, is in progress.
Veja remains a work in progress...
(2) The Biodynamic Institute (IBD) is the reference certifi cation body in Brazil. (3) FLO-cert is Max Havelaar’s certifi cation body, a label that guarantees fair trade.
To find out more:w www.veja.fr
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No. 12 - MARCH 2013 43PERSPECTIVES_
