Shaping a 
sustainable 
environment, 
now!
2020 Integrated Report

Contents
-
02
Governing bodies
 
Ethics, dialogue and vigilance
 
Four trends fundamental  
to the future of SUEZ’s activities
 
Risk and opportunity analysis
 
SUEZ defines its Purpose
 
SUEZ 
responds 
to 
Covid-19
Interview 
with 
Bertrand 
Camus,
CEO of 
SUEZ
Deliver positive-impact solutions
 
Transformative levers  
to serve the Group’s strategy
 
A reinforced climate strategy
 
The key figures for our contribution  
in 2019
 
Serving our local authority customers
 
Serving our industrial customers
 
Serving regions and the environment
 
90,000 employees, the drivers  
of our performance
 
04
06
08
16
24
36
Governance 
underpinning 
the goals of 
the group’s 
new ambition
Performance 
that works 
for 
everyone
The trends  
of a changing 
world
A strategy  
to create 
sustainable 
value

* on 31/01/2020
Profile of SUEZ in 2019
-
 89,000 
employees  
on all five continents
  €18,015 million
in revenue
  4.1 %
of shares held by 
employees* 
→ SDG 8
  60.3 %
of institutional share 
ownership held  
by SRI funds  
→ SDG 8
  28.2 % 
of management positions 
occupied by women 
→ SDG 5, 10
  7.1 billion m3
of drinking water 
produced
→ SDG 6
 2.1 billion m3
of alternative water 
produced  
→ SDG 6, 12, 13, 14
 10.22 MtCO2
avoided  
→ SDG 3, 11 ,12
  4.2 Mt
of secondary raw 
materials produced  
→ SDG 11, 12, 13, 14, 15
  8.7 TWh
of renewable energy
produced
→ SDG 7,12,13
  56 %
of supplier contracts 
include CSR clauses 
→ SDG 8, 11, 12
03

Bertrand Camus has been 
CEO of SUEZ Group since 
14 May 2019. As part of  
the deployment of the 
Shaping SUEZ 2030 
strategic plan, 
Bertrand Camus 
announced a new 
organization for the Group, 
taking effect on 1st January 
2020. Here he sets out the 
ambition and progress of 
the plan.
How is SUEZ responding to the 
Covid-19 health crisis? 
And how is the Group preparing 
to support the resumption of 
economic activities worldwide?   
Our priorities in addressing the Covid-19 
pandemic have remained the same since 
January: to protect the health of our 
employees, while ensuring the continuity 
of the essential services we provide to our 
municipal and industrial customers. 
Not only by guaranteeing drinking water 
distribution, wastewater treatment and 
municipal waste management 24 hours a 
day, seven days a week, but also by 
strengthening our support for the other 
essential strategic players in the crisis, 
such as healthcare manufacturers and 
the agri-food industry. And of course, for 
healthcare institutions, via processes for 
handling and treating hospital waste 
appropriate to the increased risk of 
contamination. Our international presence 
has also helped us to learn the lessons of 
the Covid-19 epidemic in China and 
prepare for its global spread, adapting our 
business continuity plans to the 
exceptional circumstances brought about 
by Covid-19.
Our priority at all times is protecting the 
health of our employees. I would like once 
again to thank everyone working on the 
ground for their unfailing commitment 
and professionalism. Not forgetting their 
colleagues in the support departments for 
But for me, the past year was above all 
the beginning of SUEZ’s transformation, 
with last autumn’s launch of our 
strategic plan, Shaping SUEZ 2030. 
SUEZ drew on the energy and expertise 
of all its teams during the first nine 
months of the year to define our shared 
vision and build this strategy together. It 
aims to make SUEZ the global leader in 
environmental services, offering our 
customers a renewed value proposition 
based on 100% sustainable solutions 
with a reinforced positive impact on 
health, quality of life, the environment 
and the climate. 
The Shaping SUEZ 2030 plan is based on 
three pillars which we are already 
putting into practice in our daily work: a 
more selective path to growth, simplified 
operational processes and a strong 
corporate culture centring on four 
cardinal values (passion for the 
environment, customer first, respect and 
team spirit), spearheading SUEZ’s 
conquering spirit.  
Our sustainable development policy is 
more central than ever to the Group’s 
strategy. I wanted Shaping SUEZ 2030 to 
strengthen the ambition of the Group’s 
commitments to the climate. As for our 
next Sustainable Development Roadmap,  
it will form an integral part of our vision, 
our new value proposition and our new 
corporate culture, as set out in the 
Shaping SUEZ 2030 strategic plan. 
What is your verdict 
on 2019?
2019 was a very good year for SUEZ. 
The Group met or exceeded all its 
financial targets and consolidated 
its excellent performance on the 
criteria applied by the extra-financial 
rating agencies. These results were 
only possible thanks to the unfailing 
commitment of all our employees, which 
enabled us to increase our operational 
efficiency and achieve a number of great 
commercial successes.
All our segments of activity contributed to 
this commercial momentum. In the 
municipal water sector, for example, we 
secured a major contract to produce and 
distribute drinking water in Senegal, 
where we are proud to contribute our 
skills and expertise to improve the service 
provided to all the country’s inhabitants. 
In Recycling and Recovery, the contract 
awarded to us by Greater Manchester will 
constitute a benchmark solution for 
global waste management across a whole 
city. Our technology and environmental 
services activities have also seen 
sustained growth in industrial water, 
hazardous waste management and 
treatment and smart solutions. In this 
last area, our smart city contract with 
Angers Métropole, won as part of a 
consortium, together with the contract 
we are fulfilling with Greater Dijon, 
illustrates our ability to establish and 
support territorial innovation.
Interview with Bertrand Camus  
CEO of SUEZ
-
04

our operational activities, who are also 
delivering remarkable work to assist our 
front-line staff while continuing to move 
forward on the transformation projects 
undertaken as part of our strategic plan.  
I have every confidence in our 
preparations to support the gradual 
restarting of all our activities, in 
consultation with our customers and 
suppliers. We managed the brutal though 
successive entry into the crisis 
remarkably well, and in the same way our 
teams are ready for a progressive 
recovery throughout the world.  
But I am also convinced the current 
unprecedented crisis demonstrates that 
the environment, pollution, economics, 
biodiversity, the climate crisis, health, 
well-being and quality of life are 
inextricably linked. In my view, it is clear 
that the restarting of the economy must 
incorporate these elements to make our 
societies more resilient. The urgency of 
the climatic and environmental crisis has 
not lessened – on the contrary. A more 
resilient society must not only adapt to 
the already-tangible consequences of this 
crisis (flooding, drought, more frequent 
extreme weather, loss of biodiversity, 
etc.); it must also do everything it can to 
limit its scale, for us and for future 
generations. This is why an economic 
recovery only makes sense if it is directed 
towards low-carbon, environmentally 
virtuous solutions. This is the only way of 
helping the preservation of our planet’s 
natural capital, and thus improving the 
well-being and quality of life of its 
inhabitants over the long term.  
These themes are central to the value 
proposition SUEZ has set out for itself 
as part of Shaping SUEZ 2030. Our 
priority following the current crisis will 
thus be to accelerate our 
transformation in order to play a major 
role in this dynamic, which is the core 
of our vision.  
In this context, what will be the 
role of the Purpose the Group 
has defined?   
SUEZ’s Purpose, developed throughout 
2019 via a comprehensive process of 
internal and external consultation, is 
designed first of all to mark the Group’s 
identity and to act as a compass for the 
future. In line with the French PACTE 
law and the worldwide commitments of 
the UN Global Compact, it also aims to 
explain to stakeholders how the 
company intends to contribute to 
resolving the major societal issues, on 
the basis of its history and culture but 
also of the profound changes 
introduced by Shaping SUEZ 2030. 
The current context shows us the 
importance of the Purpose in 
determining our social usefulness and 
providing clear responses to the great 
challenges of our time. •
To make SUEZ
the global leader
in environmental
services 
05

SUEZ works to support communities  
in the global health crisis
-
In all countries affected by 
the Covid-19 pandemic, SUEZ and 
its teams have immediately deployed 
business continuity plans to ensure that 
essential services are maintained and 
support industrial activity – in China, 
France, Europe, the USA, India, Africa, 
Latin America, etc.
In this unprecedented context, SUEZ plays 
a key role in protecting public health, from 
drinking water distribution, wastewater 
treatment and municipal waste collection 
and treatment to supplying high-quality 
As soon as the health crisis began, SUEZ established a 
continuity plan for essential services in all the countries 
where it operates, prioritising the safety of its employees 
on the ground.
water and treating waste from strategic 
industries such as the health and ­ 
agri-food sectors.
Some operational activities are 
digitalised, such as estimating the 
readings from domestic meters and 
providing customer support. In order to 
concentrate the Group’s employees on the 
activities essential to ensure continuity 
of service, some non-urgent work has 
been postponed, including a number of 
maintenance operations.
FRANCE
AUSTRALIA
Water network management 
–
Hospital waste management  
–
JORDAN
Water treatment 
–
THAILAND
Donation of masks to local associations 
–
06

Fondation suez provides support
for the most vulnerable
Fondation SUEZ has set up a special “Covid-19” fund 
to support emergency action in France and in 
developing countries. In France, Fondation SUEZ 
supports two major players: 
→ Le Samu Social de Paris: maintaining social links 
with rough sleepers, supplying food, monitoring 
their health, providing healthcare and operating day 
centres that distribute personal hygiene and clothing 
packs;
→ The French Order of Malta: reinforcing social 
outreach, deploying new services to distribute food 
and hygiene products and setting up emergency 
services to provide health transport and illness 
detection on behalf of the authorities (regional health 
agencies, emergency medical call centres etc.). 
In developing countries, the Fondation provides 
support to:
→ ACTED Haiti: introducing immediate measures to 
prevent the spread of the virus – encouraging social 
distancing and continuing regular programmes to 
ensure access to drinking water and food safety. Hand-
washing stations have been set up in public spaces;
→ ACF Senegal: supporting districts and health 
centres with equipment and PPE for health 
professionals and community health workers in 
the Louga region. A guide to infection prevention 
and control in health and care centres has been 
distributed, together with educational posters.
UNITED KINGDOM
Household waste collection 
–
CHINA
Industrial waste treatment 
–
Call for staff ideas to fight covid-19
In France, SUEZ responded to the call for ideas launched 
by the Defence Ministry and the Defence Innovation 
Agency (AID). In just a week, Group employees posted 
130 suggestions for innovative solutions (technologies, 
processes and organisation) on the Innov@SUEZ platform 
to help in the fight against Covid-19.
Three of these ideas were selected and will be submitted 
to the Defence Innovation Agency (AID), 15 will be 
examined for potential in-house development and 70 are 
being compiled and shared within the Group. 
The three proposals submitted to the AID were chosen for 
their usefulness and the speed with which they can be 
applied:  
→ SIWA-REVEAL – Monitoring the virus in wastewater as 
an indicator of the pandemic’s spread and quantifying the 
virus and its survival in wastewater and sludge;
→ On Connect Generation – Monitoring water 
consumption by isolated people locked down 
in their homes;
→ 3S-Optimatics - Optimising health service logistics. 
Committed employees
To reinforce support for Fondation SUEZ partners, the 
SUEZ France Social Innovation department has launched 
“Vendredi CC”, a web platform for employees in France 
that brings together requests for help and offers of 
voluntary assistance online.
Employees who want to help others are given opportunities 
to offer their skills – support with school work, phoning 
people in isolation to maintain social bonds, French 
conversation – to help partners in the community 
ecosystem of the Fondation and the Group.
A week after it opened, 400 employees had signed up 
to volunteer on the platform.
 
07

There are many global shifts that are affecting and will 
affect SUEZ’s markets between now and 2030. 
Four particularly fundamental trends stand out.
The 
trends 
of a  
changing world
-
08

TRENDS
proportion of water demand that will exceed 
the quantities available in 2030
- 
The development of the circular economy, the 
emergence of new models, stricter regulations, 
biodiversity preservation, increased popular 
awareness of the climate crisis, the health 
emergency and damage to the environment… 
the stakes are rising across the world.
This feeling of urgency is expressed in opinion surveys, which bear 
witness to the vital importance placed on environmental issues by all 
stakeholders. Interviewed a few days before COP25, nearly one in every 
two Europeans (47%) identified climate change as the biggest challenge 
affecting them directly and requiring a response.
2010 -2019
was the hottest decade on record  
since the Industrial Revolution
70 %  
the rise in the volume  
of urban waste by 2050
09

The rise of public concern  
with health and the environment
Growing for a number of years, 
and doubtless reinforced by the 
Covid-19 crisis in the future, 
concern with health and well-
being among citizens and 
consumers is a clear trend in 
today’s societies.
Often going hand-in-hand with 
new modes of consumption 
and more sustainable, ethical 
behaviours, this concern aligns 
with the priority given to the 
environment, particularly among 
the younger generations. This 
was illustrated by the many youth 
marches and school strikes for 
environmental justice and against 
climate inaction in 2019. 
Urbanisation and ageing populations
While the demographic growth 
expected by 2050 (an extra two 
billion people) is already well known, 
attention should also be focused on 
the population’s changing 
distribution.
Urbanisation, particularly in 
emerging markets and especially 
their mid-sized cities, presents a 
considerable challenge in terms of 
infrastructure and the environment.
As the global population grows more 
urban, it is also getting older, due to 
rising life expectancy and falling 
fertility rates.
This situation represents a major 
shift in social and economic 
priorities – services adapted for 
people with reduced mobility,  
the maintenance of social bonds, 
changes in the scope of certain 
networks, mastery of new 
technologies, etc.
2 millions  
protesters 
took part in climate marches 
worldwide in September 2019,  
in the USA, Spain, Italy,  
France, New Zealand and  
other countries
50 %  
of megacities will be located 
in emerging countries by 2030
4 trends 
fundamental to the 
future of SUEZ’s 
activities
-
>1 in 2 consumers  
worldwide say they are willing to pay more  
for eco-designed, recyclable or reusable products. 
77.1 years global average life 
expectancy in 2050, five years 
longer than today
10

TRENDS
90 % 
the target for collecting plastic 
bottles set by European Union 
member states by 2029
2030  
the year when supplies  
of indium are expected to run out. 
Indium is a rare metal that is an essential 
element in the design of many digital 
products. Recycling levels are currently 
low, and most of the reserves are in China
The opportunities and dilemmas  
of digital technology
Whether controlling intelligent cities 
with lower resource consumption, 
deploying smart agriculture that 
can produce more with less or 
optimising the prevention of natural 
risks, the growth of digital technol-
ogy offers many promising re-
sponses to the environmental 
challenges in the form of connected 
objects and data analysis which 
results in increasing agility.
But the environmental footprint of 
digital technology is also causing 
growing concern, from the energy 
needs of smart objects to the low 
recycling rates of waste electrical 
and electronic equipment. Another 
factor is the medium-term threat 
that we will exhaust the resources 
of rare metals and earth elements 
that are essential in the design of 
digital products.
Increased needs for environmental services  
at a time of climate emergency
Under pressure from their citizens, 
governments and regulatory 
authorities across the world are 
increasingly concerned about the 
state of the planet. They are regularly 
publishing and reinforcing regulations 
to secure and improve living 
conditions for future generations.
Businesses are also paying greater 
attention to environmental 
sustainability and the ethics of 
their procurement and supply 
chains, as a means of mitigating 
the risks and boosting their brand 
reputations.
190 number of companies, including SUEZ, that had 
signed up to the UN Global Compact’s Business Ambition 
for 1.5°C: Our Only Future campaign by the end of 2019
+ 9% a year  
growth in the energy consumption  
of digital technology 
11

At a time when these changes 
are accelerating, the need for 
responsiveness and agility in 
SUEZ’s activities and models 
is a constant challenge and 
the analysis of the risks and 
opportunities they present to 
SUEZ is a necessity.
SUEZ intends to play a driving 
role in achieving the UN 
Sustainable Development 
Goals for 2030 – particularly 
the goal relating to water and 
sanitation (no. 6), but also those 
targeting the climate (no. 13) 
and sustainable production and 
consumption (no. 12). In this 
way, SUEZ aims to reinforce its 
presence by transforming its 
activities in areas of growing 
need (no. 11, 15). The Group’s 
2017-2021 Sustainable 
Development Roadmap 
and its integrated risk and 
opportunity management 
process build on a detailed 
analysis of the 169 targets in 
the UN’s 2030 Agenda.
Risk and opportunity  
analysis
-
The changing social and environmental factors that characterise today’s 
world create the background against which SUEZ customers operate 
(governments, local authorities, industry, the public).
Ethical and reputation risks  
→ SDG 16 and 17
Social conflict → SDG 16 and 17
Risks of falling volumes and price  
→ SDG 11 and 12
Health risks → SDG 3
Duty of vigilance with regard to suppliers  
→ SDG 16 and 17
Essential services for health  
and well-being → SDG 3
Attracting talents → SDG 5, 8, 10 and 17
Civic participation → SDG 16 and 17
Attractiveness of responsible companies  
to investors → SDG 8
Opportunities
Risks
Health and  
public concern
12

Cybersecurity and data protection  
→ SDG 9 and 16
Adaptation of human resources and  
transformation of the Group → SDG 4, 8, 9 and 17
Competitive environment and delays  
to innovation → SDG 8, 9 and 17
Environmental footprint of digital technology   
→ SDG 9 and 12
Blockchain and cryptocurrencies for secure 
­transactions and targeted funding  
→ SDG 9, 10, 16 and 17 
Smart resource and flow management 
 → SDG 9, 11 and 12
Slow tech → SDG 9, 10 and 17
New online services → SDG 8, 9, 10 and 17
New activities → SDG 4, 8, 9, 10 and 17
Risks
Infrastructure needs   
→ SDG 6, 9 and 10
Local circular economy loops  
→ SDG 11 and 12
Smart cities → SDG 11
Low-carbon solutions → SDG 13 and 12
Alternative water resources 
and secondary raw materials  
→ SDG 6 and 12
Contractual models suited to developing countries  
→ SDG 10 and 17
Rise in pollution  
→ SDG 11, 14 and 15
Conflicting uses → SDG 6 and 16 
Chaotic urbanisation → SDG 1 and 11
Falling use of infrastructure  
in declining cities → SDG 3, 10 and 11
Risks
Increase in extreme weather events 
 → SDG 13
Rising energy prices → SDG 7
Risk of delay in compliance → SDG 8
Waste recovery → SDG 7, 11 and 12 
Soil remediation → SDG 15
Air treatment→ SDG 11
Low-carbon solutions → SDG 13 and 12
Solutions for resilient cities and ecosystem protection 
→ SDG 6, 11, 14 and 15
Opportunities
Opportunities
Opportunities
Risks
Numérique
Needs for  
environmental services
Urbanisation
Digital
TRENDS
13

In a context marked by the growing 
recognition of the role played by 
companies in society, SUEZ initiated a 
programme to jointly define its Purpose 
in 2019. Its long-standing emphasis on 
contributing to society, structured around 
a roadmap with clear targets, led some 
stakeholders to suggest seeing the Group 
as a social enterprise in 2015.
In accordance with its tradition of 
dialogue, SUEZ began by consulting 
experts and stakeholders on the relevance 
of such a tool and estimating the work 
that remained to be done to achieve it, 
before undertaking to define the Group’s 
Purpose. This process went hand-in-hand 
with the drafting of its strategic plan, 
Shaping SUEZ 2030.
SUEZ defines  
its Purpose
-
After several months of participatory 
work involving employees, public-sector 
and industrial customers, shareholders, 
investors and the wider public, a Purpose 
was drafted to play the role of a compass, 
taking all stakeholders into account.
Defining the contribution the Group wants 
to make to society’s great challenges, 
based on its history and its corporate 
culture, the Purpose is already an 
integral part of the strategic choices in 
the Shaping SUEZ 2030 plan and will 
guide the development of the Group’s 
next Sustainable Development Roadmap.
  
20 ,000  
people 
took part in the online survey 
of Group employees  
and 42,000 opinions were collected
–
2 
internal working groups  
“Purpose and 2030 Vision” and “Values  
and Corporate Culture”, led personally  
by the Chief Executive, the Human Resources 
Director and the General Secretary
–
4
consultative panels  
of about thirty stakeholders (customers, investors, 
partner NGOs, academics, extra-financial analysts, 
trade unions, etc.), supplemented 
by individual interviews
–
595  
people  
took part in the online survey 
of individual shareholders
–
Having worked for years 
for companies that did not take 
responsibility for the 
environment and the 
community, it’s great to know 
that where you work makes a 
difference in the fight 
to save the planet!  
AN EMPLOYEE
Providing essential 
services to women and men 
worldwide:
that’s your purpose! 
A REPRESENTATIVE OF 
A COMMUNITY GROUP
14

Shaping a sustainable 
environment together, now! 
We work to provide access to essential 
environmental services for everyone. 
We supply high-quality water, suited 
to every type of use, while preserving this 
common good.  We recover wastewater and 
waste to convert them into new resources. 
Faced with demographic growth, climate 
change, and social and geographical 
inequalities, people are increasingly 
exposed to the consequences of the 
environmental emergency that is affecting 
our planet. 
Every single day, SUEZ commits to 
preserving the fundamental elements of 
our environment – water, soil, and air – that 
ensure our future. 
SUEZ draws on the expertise it has been developing since 
the late 19th century, to help people constantly improve their 
quality of life by protecting their health and supporting 
­economic growth.
At SUEZ, we invest in preserving and 
restoring natural capital, and in the future 
of biodiversity, both on land and at sea. 
As a committed partner of local 
communities, industry players and citizens, 
SUEZ mobilises stakeholders to succeed in 
the environmental transition, developing 
circular business models and innovating to 
plan for tomorrow’s challenges. 
Proud of their work and strengthened by 
their values, SUEZ’s teams based in regions 
throughout the world are shaping a 
sustainable environment, now.
TRENDS
15

A  
strategy 
to create 
sustainable value
-
To address the challenges and opportunities of the 
next decade, SUEZ has defined and is implementing 
Shaping SUEZ 2030, its strategic plan, which aims to 
increase the Group’s positive contribution to creating 
value in a changing world.
16

STRATEGY
-
The ambition of the Shaping SUEZ 2030 
plan is to make SUEZ the ­worldwide 
leader in environmental services 
­within ten years. 
The “Recycling and Recovery sector”,  
which contains all the activities of non-hazardous 
waste treatment, management and recovery
–
The “Water sector”,  
which brings together 
all the expertise of 
the Group’s water activities
–
The “Environmental Tech & 
Solutions sector”,  
which includes skills in the 
technologies and processes of 
water treatment, hazardous 
waste management and 
digital solutions to protect 
water, air and soil
–
Building on the strength of its many widely-acknowledged areas of expertise and 
the talent and commitment of its 90,000 employees, SUEZ aims to be the ­ 
first-choice partner for companies, local authorities, citizens and all 
stakeholders in responding to the planet’s major challenges: water and resource 
scarcity, accelerating climate change and biodiversity loss, pollution, health and 
quality of life.
SUEZ wants to reinforce its pioneering role in preserving the environment and 
restoring natural capital by accelerating the deployment of the circular economy.
This ambition is applied across the Group’s 
three global activity sectors:
 
17

Helping our industrial 
customers achieve their 
sustainable roadmaps  
with performance-driven and integrated 
offers while securing their industrial 
processes
–
Supporting cities 
and territories to deliver their 
environmental transition  
thanks to smart 
& digital solutions
–
Easing access to sustainable 
consumption for citizens  
by providing them with affordable 
solutions
–
Engaging  
SUEZ  
employees
–
The Group offers its 
­industrial customers, 
local authorities and the 
public a portfolio of 100% 
sustainable solutions with 
high added value. 
This unique value proposition stands 
out from the competition, focusing on 
human health and quality of life and 
on a circular and sustainable economy 
that reduces the carbon footprints of 
industrial and economic players, while 
conserving and restoring the planet’s 
natural assets.
It is the cornerstone of the Shaping 
SUEZ 2030 transformation plan, and 
will result in changes to our resource 
allocation processes.
Contributing solutions  
with a positive impact on health, 
quality of life, natural capital 
and the climate
-
This new value proposition targets  
clear goals:
18

→ zero non-revenue water and the 
elimination of water leaks from networks
→ growth of biofactories and reuse  
of treated wastewater
→ innovative collection scheme 
for smart cities
→ eco-design and eco-friendly materials 
for industries
→ recycling and recovery: prioritising flows 
of biosolids, biowaste, agri-food waste 
and plastics
→ smart solutions for sustained water 
quality to the benefit of health and  
the environment
→ environmental tracking, 
accreditation & certification
→ air & water quality monitoring
Waste no more and 100% 
circular, traceable solutions
 
Positive impact on the planet  
natural capital
→ optimized management 
of water resources and usage
→ regeneration of the planet through 
depollution
→ biodiversity enhancement
→ alternative water production
→ smart agriculture
 
Health and  
quality of life
→ access to water and wastewater 
→ water quality
→ micro-pollutants treatment
→ waste management
→ smart city
→ clean air offer
 
Positive impact 
on climate
→ strengthened resilience as an 
answer to climate crisis (flood 
prevention, predictive systems)
→ recycled and green products
→ renewable energy and 
sustainable chemical products
→ green landfills
→ greenhouse gas capture
The SUEZ  
value proposition
STRATEGY
 
Local presence alongside 
our stakeholders
→ mobile units and decentralised solutions  
for access to water and sanitation
→ heat production from waste
→ rehabilitation of industrial sites  
and regeneration of polluted soils
→ agroforestry
19

Transformative levers to serve 
the Group’s strategy
-
To make its 2030 vision a reality, SUEZ is deploying a 
­transformation strategy built on three pillars:  a more 
selective path to growth, simplified operational processes 
and a new culture that embodies the SUEZ ­winning spirit 
on a daily basis.
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&
 
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 G
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20

STRATEGY
Building a decentralised, 
agile SUEZ that is close 
to its customers is the 
ambition the Group has 
set itself for its new 
organisation. This includes 
simplifying and optimising 
processes to improve 
operational performance 
and significantly increasing 
investment in research, 
innovation and the digital 
transformation. This is 
the goal of the SPOT 2023 
project, launched across the 
Group in 2019. The project 
is based on three pillars: 
establishing a culture of 
Revenue
growth targets
INTERNATIONAL  
MARKETS
38 %
41 %
60 %
> 50 %
→
INDUSTRIAL 
CUSTOMERS
2018
2018
AMBITION
AMBITION
→
By targeting selective 
growth, SUEZ intends to 
build on its strong capacity 
to innovate in Europe and to 
speed up its development  
in  the fields where the most 
promising opportunities 
have been identified across 
all its segments of activity.
International markets
SUEZ is developing its 
international activity 
to deploy its global 
value proposition and 
reinforce its investment in 
innovative services. The 
Group also aims to grow 
in markets where the 
need for environmental 
infrastructure is rising 
sharply.
 
Industrial customers
SUEZ wants to accelerate 
its development in five key 
high-growth markets (food 
and drink, energy, chemicals 
and pharmaceuticals, 
refinery, microelectronics). 
The Group offers custom 
solutions through 
partnerships with its 
industrial customers, 
contributes to their 
development and supports 
them in their sustainable 
development roadmaps. 
Data-driven technologies 
and solutions 
SUEZ draws on proprietary 
technologies and innovation 
to develop and deploy 
solutions around the world 
based on data analysis, 
smart network management 
and connected objects. 
The Group also aims to 
develop new high-potential 
activities such as air quality 
management and smart 
agriculture.  
operational excellence, 
introducing actions to reduce 
environmental impact and 
supporting local teams 
through this transformation. 
It targets 1  billion in annual 
savings by 2023.
The reduced number of 
Business Units and a 
decentralised decision-
making process also enable 
greater responsiveness to 
customers’ needs through:  
 The division of the 
operational Business Units 
into six major regions 
[France; Northern Europe; 
Southern Europe and Latin 
America; North America; 
Africa, the Middle East and 
Central Asia; Asia Pacific] 
and two global Business 
Units [Water Technologies 
& Solutions for industrial 
solutions, Environmental and 
Digital Solutions for new and 
digital services]. 
 Three centres of 
excellence [marketing; skills 
and performance; digital 
technology and innovation] 
will support the operational 
BUs, which will have greater 
responsibilities and be closer 
to customers.
	Selective growth
	Organisation and performance
SPOT
900 Performance experts  
on the ground
–
Over 1,000 employees 
 involved in working groups
–
2023
TECHNOLOGY  
AND DIGITAL
2018
AMBITION
> 30 %
→
< 20 %
21

Passion for  
the environment
Helping to preserve  
and restore the planet’s natural capital
Focusing all its action on helping  
to reduce, reuse, recycle and recover water 
and resources and contribute to a positive 
impact on the climate
Respect
Caring about everyone’s safety and well-being
Acting ethically and with integrity
Respecting other people’s diversity of skills, 
personalities and experiences
Considering the social impact of its actions 
and working to reduce inequalities
Customer  
first
Dealing responsibly with customers 
Being open-minded and innovative
Using the organisation’s agility 
to be competitive
Developing a culture of partnership  
to provide the best solutions 
to customers
Team spirit
Contributing to teamwork at all levels
Trusting others  
and learning from them
Sharing information  
and promoting open communication
The 4 values  
of the SUEZ 
winning spirit
 
The success of Shaping SUEZ 
2030 depends on harnessing 
the energy and expertise of our 
employees in order to meet the 
needs of our customers and our 
partners.
The SUEZ Group has adopted 
four values to foster a new 
corporate culture.
Combined and applied in all 
the Business Units across 
the world, they support the 
major changes targeted in the 
strategic plan.
	Culture and human 
resources: inspiring 
the winning spirit
22

STRATEGY
A reinforced climate strategy
-
The convergence between the actions of public authorities  
and economic players towards a low-carbon economy has 
never been as strong as it is now. This is why SUEZ has made 
its contribution to the fight against climate change even 
more ambitious as part of its strategic plan, including three 
commitments for 2030 aligned with the 1.5°C trajectory 
recommended by the Intergovernmental Panel on Climate 
Change (IPCC).
Commitment #2 
Help our customers avoid 20 million tonnes  
of CO2 e emissions a year by 2030
Commitment #1 
Reduce by 45% the direct and indirect greenhouse  
gas emissions from our activities by 2030* 
Commitment #3 
Offer 100% sustainable solutions for our customers
* reference year: 2014.
-45%
SUEZ was one of the first 
signatories to the “Business 
Ambition for 1.5°C: Our 
Only Future” campaign 
launched in 2019 by the 
United Nations Global 
Compact. So far, over 200 
major global companies 
have signed up to the goal 
of carbon neutrality by 2050. 
Reinforcing the Group’s 
climate targets for 2030 is 
the first step on this journey.
SUEZ aims to transform 
all the sites managed by 
the Group into resource 
centres, helping to reduce 
the carbon footprint of the 
Group’s activities alongside 
those of its customers. 
This is already happening 
with the transformation 
of wastewater treatment 
plants into biofactories in 
Chile and Spain. Recycling 
100% of water and biosolids 
at these plants makes them 
carbon-neutral, positive-
energy producers of 
alternative water resources. 
And in emerging countries 
such as Lebanon, the 
capture and recovery of the 
biogas produced at waste 
storage facilities is being 
made systematic.
SUEZ also plans to develop 
this work by increasing R&D 
and innovation spending 
on many other low-carbon 
solutions, such as the 
production of biofuels 
for aviation, recycled 
plastic with high added 
value, digital e-commerce 
platforms and the direct 
reinjection of biomethane 
into natural gas distribution 
networks.
Finally, as 2019 
demonstrated once 
more the urgency of 
adapting to the effects of 
climate change, the value 
proposition in the Group’s 
strategic plan reasserts the 
importance of increasing 
regional resilience, paying 
particular attention to the 
nexus of water, climate and 
biodiversity.
Helping to scale up the implementation
of low-carbon solutions
23

The Group’s commercial successes of 2019 are 
already demonstrating the primary focal points of 
its development strategy – internationalisation, 
industrial markets, technologies and digital 
solutions – but also the fundamentals of the 
renewed value proposition the Group offers to its 
customers.
 
Performance 
that works for everyone
-
24

PERFORMANCE
Redistribution of the financial flows 
generated by SUEZ’s activity in 2019
* including social security charges and pension payments.
€ 10,101
million
€ 4,701*
million
€ 1 ,049
million
€ 716
million
€ 514
million
€ 27
million
Suppliers and 
service providers
including Procurement  
of €7,400 million 
(35% from microbusinesses/SMEs)
France: 43%
Europe excluding France: 25%
Rest of the world: 32%
–
Employees
France: 41%
Europe excluding France: 30%
Rest of the world: 29%
–
Governments and local authorities
Taxes and duties
–
Shareholders
Dividends
–
Financial organisations
–
NGOs and communities 
Donations, corporate patronage  
and sponsorship
–
- 
SUEZ’s range of solutions with 
a positive impact on the 
­climate and natural capital is 
in line with the principles of 
the circular economy, while 
contributing to public health 
and protecting the environ-
ment in which we all live.
Especially in industrial markets, new 
partnerships have continued to accelerate 
the development of production pathways for 
secondary raw materials with high added 
value, such as biofuels and fertilisers, while 
the industrial water market is confirming its 
strong growth potential.
Finally, SUEZ has evaluated the economic and 
social impact of its activities in the regions 
where it operates, as it does every year: 
nearly 93% of the financial flows generated by 
its activities are redistributed to its principal 
stakeholder categories. In another yearly 
exercise, the Group uses the Local Footprint® 
methodology to estimate the number of direct 
and indirect jobs generated throughout its 
supply chain (see p. 32).
€18,450 million 
Revenue  and other income 
€17,108 million
Redistributed flows
25

THE  
REGIONS
8,668 
GWh of renewable energy 
generated
–
56 %
of supplier contracts  
include csr clauses
–
93 %
of group revenue is redistributed 
to regional players
–
CONSUMERS
79.8 % 
Technical efficiency of drinking 
water distribution networks 
–
41.4 million
people receiving drinking water 
and sanitation services in 
developing countries 
–
THE HEALTH OF
THE ENVIRONMENT
39.8 % 
proportion of sites with 
priority issues that have 
deployed a biodiversity 
action plan
–
1 To find out more about the content of the Group’s Non-Financial Performance Statement, see chapter 5.9 of its Universal Registration Document, https://www.suez.com/en/news/list-of-publications
The key figures  
for our contribution in 2019
-
The SUEZ Group’s contribution to society is expressed  
through its financial results and its Non-Financial  
Performance Statement1, a tangible statement  
of the global shared value generated by the Group’s activity. 
LOCAL AUTHORITIES
AND INDUSTRY
50.9 %
of waste recovered in material or energy  
form (excluding biogas recovery from 
waste storage facilities) 
–
400,950 tonnes
of plastic sorted and recycled 
–
67.1 %
of clinker recovered 
(excluding recovery by subcontractors) 
–
25.4 %
of wastewater reused 
–
10.2 million
tonnes of Co2 avoided  
by SUEZ customers
–
EMPLOYEES
28.2 %
of management positions 
occupied by women 
–
86 %
of employees covered by systems 
for dialogue with management
 –
6.94
frequency rate of workplace 
accidents
–
5,000
employees trained in ­ 
anti-corruption rules  
–
69.4 %
of employees have received 
training
 –
4.1 %
of group capital  
held by employees  
in january 2020
 –
26

PERFORMANCE
ESG performance 
recognised by the 
main international 
indices
With sustainable development 
being now an ever-increasing 
focus of its strategy, SUEZ has 
again consolidated its excellent 
performance with regard to 
the requirements of the non-
financial rating agencies 
and its rankings on the main 
international ESG indices. 
All the scores are out of 100 unless indicated otherwise. Where scores are given as letters, A is the highest score. [a] Rating reduction following a change in the methodology.  
[b] Change in the rating system in 2016.
RATING AGENCY
INDEX
2015
2016
2017
2018
2019
RobecoSAM
79
82
82
79 (a)
76
Vigeo Eiris
58
-
66
-
71
FTSE Russell
85
85
82
91
-
CDP
99
A (b)
A
A
A
Sustainalytics
83
-
83
84
-
 Vigeo Eiris confirmed 
SUEZ’s top place in its 
evaluation of Waste 
and Water Utilities and 
its inclusion in all the 
Euronext/Vigeo Eiris indices. 
SUEZ also takes third place 
worldwide among the 4,885 
companies assessed by 
Vigeo Eiris across all activity 
sectors;
 MSCI confirmed SUEZ’s 
A rating, unchanged from 
2018;
For example, in 2019:
  The Group was 
included for the eleventh 
consecutive year in the 
DJSI World index, created 
by S&P Dow Jones Indices 
and RobecoSAM in 1999. 
Amongst the 2,500 highest 
market capitalisations, 
the DJSI World rewards 
the top 10% of best-
performing companies in 
their sectors in terms of 
social and environmental 
responsibility;
 Ecovadis an agency 
specialising in rating 
suppliers’ ESG performance, 
confirmed SUEZ’s “Gold” 
level, awarded to the best-
performing 5% of companies;
 finally, SUEZ has featured 
on the CDP “Climate A List”, 
which recognises the 2% of 
global companies with the 
highest climate performance 
rating, since 2016.
18, 015 
€M
in revenue
–
€1,408 M
EBIT
–
€ 0.45
Dividend per share
–
X 3.2
Net debt / EBITDA
–
€352 M
Net income, 
group share 
–
60.3 %
of institutional share ownership 
held by SRI funds 
–
27

ANGERS (FRANCE)
In line with its ambition to become one of France’s first 
“smart regions”, Angers Loire Métropole has commissioned 
a consortium made up of ENGIE Solutions,  
La Poste, Groupe VYV and SUEZ to develop digital solutions 
to accelerate the region’s environmental transition and 
improve its attractiveness, by optimising the organisation  
of public services and managing resources more efficiently.
AGDE (FRANCE)
At the Agde wastewater treatment plant, 
200,000 m3 of treated wastewater a year  
will be used to supply sprinklers at  
the Cap d’Agde golf course, reducing pressure 
on water resources during the summer 
tourist season.
LYON (FRANCE)
In June 2019, the Lyon metropolitan authority 
decided to entrust the operation of its 
waste-to-energy plant in Rilleux-la-Pape to 
SUEZ. The Group’s bid will reduce the plant’s 
nitrogen oxide emissions by 40% and increase 
the power available for the district heating 
network by 30%, saving 14 GWh of natural 
gas consumption a year, which represents 
3,000 tonnes of CO2e emissions.
DIJON (FRANCE)
The Greater Dijon authority has decided to 
renew its water and sanitation contract with 
SUEZ as part of a public service delegation in 
the form of a SEMOP (semi-public company 
with a single purpose), an original form of 
governance in which the mixed-economy 
company responsible for managing the 
contract is jointly owned by the organising 
authority and the operator. The contract aims 
to make water and sanitation a zero-waste, 
positive-energy service.
Serving our  
local authority  
customers
-
The newly-granted or renewed 
trust placed in SUEZ in 2019  
by state and local authority 
procurement specialists 
­illustrates their support for  
the value proposition formulated 
by SUEZ: solutions with a positive impact 
on the climate and natural capital, aligned with 
the principles of the circular economy, 
contributing to public health, protecting the 
environment in which we all live and developed 
through consultation with all stakeholders.
28

PERFORMANCE
MANCHESTER (UK)
The Greater Manchester Combined Authority 
(GMCA) has chosen SUEZ to manage  
1.1 million tonnes of household waste 
collected from over a million homes.  
The Group will support Greater Manchester 
in its strategy of moving towards a circular 
economy in order to significantly improve 
recycling rates and divert away from landfill 
96% of the household waste currently  
being produced.
DELHI (INDIA)
The Delhi Jal Board has awarded to SUEZ 
the contract to build and operate India’s 
largest wastewater treatment plant, south 
of New Delhi. The processes developed by 
the Group will significantly reduce the 
volumes of sewage sludge produced and 
facilitate their recovery in the form of energy 
and fertiliser for local agriculture. Electricity 
generated from recovered sludge will also 
cover 50% of the plant’s needs.
SENEGAL
Senegal’s Ministry of Water and Sanitation has awarded the 
leasing contract to manage the public drinking water production 
and distribution service in the country’s cities and their 
­peripheries to SUEZ. The 15-year contract will ensure 
sustainable drinking water supplies to a current total of 7 million 
­residents, with a guaranteed level of excellence.
Innovation will be given a central place, including the scheduled 
opening of a research and innovation centre in Dakar in partner-
ship with Senegalese universities. The ambition of the country’s 
public authorities is for the contract to embody “excellence for 
Senegal and a benchmark for Africa”.
NAPLES (ITALY)
Alongside its partner Impresa Pizzarotti  
& C. S.p.A, SUEZ will renovate and operate the 
Napoli Nord and Cuma plants, which treat 
wastewater for a population equivalent of 
2 million. The contract includes energy 
generation from recovered sludge and a 
significant reduction in the plants’ energy 
footprint through increased self-consumption.
BANGKOK (THAILAND)
SUEZ has begun building a plant to convert  
plastic waste into recycled polymers in Bang Phli, 
near Bangkok.
The plant will contribute to the Thai government’s 
ambitious target of recycling 100% of the plastic 
collected by 2030. This new project strengthens 
SUEZ’s presence in South-East Asia and confirms 
its role as a global expert in plastic recycling.
29

DONGYING (CHINA)
SUEZ NWS has secured the 30-year contract to manage 
industrial waste at the Dongying industrial park in 
Shangdong province, worth a total of €603 million. It will 
build and operate a waste-to-energy plant processing 24 types 
of hazardous waste, with capacity for 60,000 tonnes a year. 
The contract will allow the Group to provide the site with a full 
range of environmental services for industry, as SUEZ has been 
treating the city’s industrial water since 2018.
GOSEONG (SOUTH KOREA)
In South Korea, SUEZ is installing a zero-liquid-discharge 
system at one of the country’s biggest power plants.  
The solution will enable the plant to reuse 100% of its 
wastewater, eliminating discharge into the natural environment 
and protecting the sensitive coastal region nearby.
TARRAGONA (SPAIN)
Working with Enerkem, the world-leading chemical company, 
SUEZ will create an innovative centre for the molecular 
recycling of carbon in El Morell, Tarragona, by 2022. The unit is 
the first in Spain dedicated to commercial biofuel production in 
the form of green methanol derived from raw materials from 
pre-treated non-recyclable waste. 400,000 metric tonnes of 
residual waste will be recovered every year.
MOROCCO
SUEZ is continuing its partnership with NABC (North Africa 
Bottling Company, Coca-Cola’s bottling firm in Morocco) with 
a new industrial waste management contract covering its 
four plants.
Serving our 
industrial  
customers
-
2019 saw SUEZ strenghtening 
its presence in the fields of waste 
management and the 
­optimisation of the water cycle 
for its industrial customers. 
The Group has signed new partnerships that 
will draw on its expertise to develop new 
recovery processes in order to produce new 
secondary raw materials. 
SUEZ has also applied the circular economy 
concept to the management of water resources, 
offering its customers solutions for recycling 
wastewater to produce process water while 
limiting or even completely eliminating 
industrial discharge.
30

PERFORMANCE
DOEL (BELGIUM)
SUEZ and Indaver have come together to build a waste 
treatment installation for non-recyclable wood, which will 
be called E-Wood. Processing 180,000 tonnes of wood, the 
unit will generate 20 MW of renewable electricity for the 
Indaver factory, together with additional steam for the port’s 
industrial network.
NETHERLANDS
SUEZ has been awarded the waste management contract  
for a factory run by Fujifilm, the world leader in photography 
and imaging. SUEZ teams will be responsible for managing  
and recovering various waste flows, such as photographic paper 
and the aluminium plates used for printing, and transforming 
them into new secondary raw materials. 
FRANCE
SUEZ has partnered with Avril to acquire a 32% stake in 
Terrial, contributing its compost activities. A specialist in 
fertilisation and the recovery of organic co-products, Terrial 
converts livestock effluents and organic residue from industrial 
activities into fertilisers, compost and methane to produce soil 
conditioners and renewable energy. The partnership will lead to 
the creation of a French leader in organic fertiliser production 
able to produce over a million tonnes of sustainable fertiliser, 
limiting the use of artificial chemical inputs produced from 
non-renewable mined resources (phosphate, nitrogen, potash).
It will also enable the development of new avenues for organic 
waste recovery in a circular economy model.
QATAR
SUEZ has signed a five-year contract to equip the Pearl GTL 
complex in Qatar, operated by Shell and Qatar Petroleum, 
with ultrafiltration membranes. The membranes will allow the 
platform’s wastewater to be treated and recycled to produce 
process water, preserving water resources in a region subject to 
high levels of water stress.
EUROPE
Alongside Eramet and BASF, SUEZ is taking part in the ReLeVie 
project to develop a technology-based closed-loop recycling 
process for lithium-ion batteries. As part of the project, SUEZ is 
helping to put together an integrated pathway for collecting and 
dismantling end-of-life batteries, recycling the materials and 
producing new batteries.
31

SUEZ is committed to producing and 
publishing an annual assessment of its 
direct and indirect impact on the global 
economic fabric 
This process supports the constant 
methodological development of the Local 
Footprint® socio-economic evaluation 
method, which estimates the propagation 
of an activity’s effects throughout the 
supply chain and the extent to which the 
Group’s procurement is locally rooted.  
In 2019, SUEZ supported nearly 220,000 
jobs worldwide, which is almost 2.6 times 
the number of direct jobs in Group 
subsidiaries: 67% of these jobs are 
located in Europe. 
In line with the goals of 
the Group’s Sustainable 
­Development Roadmap, 
SUEZ’s ­performance 
­continued its trajectory of 
­continuous ­improvement in 
2019, in terms of both 
­operational eco-efficiency 
and positive impact on  
regions and ecosystems.
Serving regions 
and the environment
-
* Calculation made with the updated 2019 version of the Local Footprint® model.
DIRECT JOBS
in the zone
(FTE, average headcount).
KEY
MULTIPLIER COEFFICIENT  
IN THE ZONE 
ratio of total jobs supported 
in the geographical zone to direct jobs.
INDIRECT JOBS IN THE REST OF THE WORLD
supported in the supply chain in the rest  
of the world (FTE).
INDIRECT LOCAL JOBS
supported in the supply chain  
in the zone (FTE).
TOTAL NUMBER OF JOBS
supported worldwide (FTE).
LOCAL FOCUS
% of jobs supported in the geographical zone compared 
with total jobs supported worldwide.
Socio-economic footprint
of group activities worldwide*
FRANCE
>
 29,330
 X 2.02
 79%
UK
>
 5,760
 X 1.76
 78%
BENELUX/GERMANY
>
 6,830
 X 1.67
 78%
SPAIN
>
 8,655
 X 1.56
 85%
MOROCCO
>
 5,460
 X 1.97
 94%
CHILE
>
 2,875
 X 2.79
 79%
SOUTH AMERICA
15,750
4,325
8
,
9
9
0
2
,
4
3
5
85%
NORTH AMERICA
19,425
7
,
7
3
5
3
,
3
0
0
8,390
X 1.92
X 3.08
148,630
X 2.13
AFRICA/MIDDLE EAST
5
,
4
7
5
13,395
7,210
X 1.76
58,795
2
3
,
3
9
5
6
6
,
4
4
0
ASIA
5,545
X 2.33
7
,
3
8
0
13,705
OCEANIA
3
,
5
6
0
4
,
9
1
0
10,865
X 2.49
WORLD
221,770
86,660
1
3
5
,
1
1
0
X 2.56
2,395
32

PERFORMANCE
EMISSIONS AVOIDED  
BY OUR CUSTOMERS
 10,217,000  
WASTE 
6,649,000    
70 % 
INDUSTRY 
113,000       
1 % 
WASTE 
9,093,000 
97 % 
INCINERATION 
3,440,000 
MATERIAL RECOVERY
4,884,000   
LANDFILL  
SITES
2,367,000
OTHER PROCESSES 359,000
TRANSPORT 
796,000
OTHER* 224,000
SOLID RECOVERED  
FUELS
2,101,000   
ELECTRICITY  
CONSUMPTION
2,640,000
ENERGY RECOVERY
2,873,000
WATER 
2,705,000    
29 % 
WATER 
281,000 
3 % 
DIRECT AND 
INDIRECT 
EMISSIONS 
 9,467,000  
Given the Group’s carbon profile, achieving 
the targets in its 2030 climate commitments, 
strengthened in 2019 (a 45% reduction in 
direct and indirect emissions relative to 
2014, 20 MtCO2e of emissions avoided by its 
customers), requires several levers to be 
activated at the same time.
For direct and indirect emissions, industrial 
action plans involving:
 continuing the reduction in methane 
emissions from landfill sites, including 
systematically rolling out emissions capture in 
developing countries, 
 developing self-consumption at production 
sites (wastewater treatment plants, 
incinerators) and increasing the procurement 
of low-carbon electricity,
  improving the traceability of the carbon 
content in incinerated waste and exploring 
the feasibility of applying carbon capture 
technologies to incinerators. 
For the Group’s contribution to helping its 
customers avoid emissions:
 scaling up industrial circular economy 
loops that generate secondary raw materials 
and renewable energy, 
 in particular, accelerating projects involving 
biomass recovery. 
(1) Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services,  
“le GIEC de la biodiversité”. 
* Wastewater treatment, treatment of hazardous industrial waste. 
Positive contribution to SUEZ activities in relation to the main 
pressures on biodiversity identified by the IPBES (1)
Land development  
High
Overexploitation of resources produced by ecosystems
Low
Climate change 
High
Pollution
High
Introduction of invasive exotic species
Adequate
By making a positive impact 
on natural capital a 
fundamental element of its 
value proposition, in line with 
growing public authority 
concerns about biodiversity 
loss, the Group is committed 
to accelerating the 
implementation of solutions 
that contribute to a 
significant improvement in 
the ecological quality and 
functionality of habitats, 
either within its own sphere 
of activity or those of its 
customers.
In France, SUEZ has been an 
active supporter of the 
Entreprises Engagées pour 
la Nature / Act4Nature 
France initiative backed by 
the French Biodiversity Office 
since its launch in early 2019, 
renewing its commitment to 
France’s National 
Biodiversity Strategy since 
2014. At an international 
level, the Group has also 
signed up to the World 
Business Council for 
Sustainable Development’s 
Business for Nature initiative.
2019 also saw a significant 
increase in the number of 
operational action plans to 
support biodiversity 
launched by the Group. 
These plans currently cover 
40% of the sites where SUEZ 
operates that have been 
identified as priorities in 
terms of nature conservation 
by the IUCN in categories IV, 
V or VI or are part of the 
Natura 2000 network in 
Europe. Finally, a positive 
contribution to biodiversity is 
now one of the criteria for 
evaluating the Group’s 
operational decisions when 
selecting business 
development projects. 
Accelerating the mobilisation in favour of biodiversity
The SUEZ Group’s carbon footprint in 2019 (in tCO2e)
33

The commitment and expertise  
of all SUEZ employees is the best response 
to the needs of our customers and partners.
90,000 employees  
the drivers of 
our performance
-
SUEZ places workplace 
Health and Safety at the 
heart of its activities for its 
employees, subcontractors 
and stakeholders. 
Coinciding with the Shaping 
SUEZ 2030 plan, the Health 
and Safety network, in 
consultation with managers 
and staff representatives, 
has formalised its new 
Roadmap to place Health 
and Safety at the centre of 
the company’s efforts and 
its values: achieving the 
target of zero serious or 
fatal accidents, creating 
a fair, integrated Health 
and Safety culture and 
reinforcing the momentum 
around individual 
well-being.
Deploying the Group’s 
winning spirit, leadership, 
skills, supporting the digital 
revolution – SUEZ’s HR policy 
is guided by ambitious goals. 
Specific action plans were 
introduced in 2019 to develop 
the careers of experts in 
their sectors, encourage 
generational renewal, 
identify and develop talents 
and acquire and develop new 
commercial, digital skills 
and industrial market skills.
In October 2019, SUEZ 
launched Sharing 2019, its 
fourth share offer reserved 
for employees in France and 
abroad. Sharing 2019 covers 
over 84,000 employees in  
25 countries.
This fourth share subscription 
offer was a chance for 
employees to become even 
more closely involved with 
The resulting action plan 
is being applied to all the 
Group’s operational entities 
through an annual contract 
of Health and Safety 
targets. In terms of major 
risks, the 2019 actions 
focused in particular on 
the risk of vehicles hitting 
pedestrians, installing 
protection in trenches, the 
risk of chlorine gas and the 
creation of new training 
modules. Finally, Health and 
Safety results have been 
given more prominence in 
the scorecards evaluating 
the performance of the 
Group’s Business Units and 
in the calculation of annual 
incentive payments to 
directors.
Through the SUEZ Academy, 
for example, SUEZ offers 
training programmes for all 
its entities, such as Global 
Mind Opener or Let’s Talk 
Digital, helping staff to 
understand new 
technologies, their uses and 
their impacts. To attract and 
develop the skills of young 
graduates, the Group offers 
graduate programmes in 
several countries (France, 
USA, Asia, etc.).
the Group’s development 
and performance, and to 
demonstrate their collective 
support for SUEZ’s values 
and ambitions. Following 
this operation, employees 
now hold over 4% of the 
Group’s share capital, making 
them the third-largest SUEZ 
shareholder.
Health & safety: everywhere, all the 
time, with and for everyone
Maintaining and developing 
key skills
A proactive programme to develop 
employee shareholding
 150 
nationalities represented among 
SUEZ’s employees
–
6.94  
frequency rate of workplace accidents  
in the Group in 2019, a reduction of 
37% over the last five years
–
1,623,000 
hours of training in 2019,  
a rise of 4% compared  
with 2018
–
17,300 
employees oversubscribed  
to the Sharing 2019 share offer
–
34

Annual incentive
All Group managers
Key financial indicators (1)
• Application of the principles of the Group’s 
Ethics Charter
• Implementation and results of operational 
action plans (2)
• Health and safety performance
Top executives
60% of the total amount
Key financial indicators (1)
• 40% of the total amount. Individual criteria 
+ contribution to the Group’s operational 
efficiency plan. 
• The health and safety results influence the 
global incentive amount in the form of a bonus/
penalty of +/- 20%
Long-term  
incentive (LTI)
1,700 beneficiaries: Top executives, 
experts in the Group’s activities, managers 
and particularly high-performing 
supervisors and operational staff
Earnings per share (EPS), free cash flow (FCF) 
and total shareholder return (TSR) evaluated 
over three years
Gender parity rate within operational 
management influence in the particularly 
effective form of a bonus/penalty  of +/- 10%
Employee shareholding 
scheme
All Group employees
SUEZ share price
(1) Organic revenue growth, EBIT, recurring free cash flow (FRF), net income, revenue. 
(2) E.g. efficiency of drinking water systems, performance of sanitation, waste recovery rate etc. 
In addition to their fixed annual salary, SUEZ offers its employees the following incentives as recognition of their level 
of involvement in the overall performance of the Group.
Mobilising employees and management to ensure the Group’s success
Incentives
Scope
Economic and financial  
performance
Non-financial  
performance
PERFORMANCE
35

In 2019, SUEZ renewed its governance  
to accelerate the Group’s transformation.
 
Governance 
underpinning the  
goals of the Group’s  
new ambition
-
36

GOVERNANCE
37
* 4.1% on 31/01/2020 following the closure of the latest share offer reserved for employees launched in 2019.
** 60.3% of this capital is held by SRI investors.
*** including 3.6% held by Inversiones los Canelos.
STRATEGIC 
SHAREHOLDERS 
41.5%
(Engie, Criteria Caixa, 
Groupe Caltagirone)
INSTITUTIONS
49.4% *** 
**
INDIVIDUALS
6%
EMPLOYEES
2.6% *
TREASURY SHARES
0.5%
SUEZ SHAREHOLDING 
STRUCTURE 
ON 31/12/2019
At the same time, the 
Board of Directors has 
continued its focus on 
diversifying the profiles of 
its members in line with 
the Group’s new strategic 
directions, while increasing 
its representation of other 
nationalities and women: 
since the Shareholders’ 
Annual General Meeting 
on 12 May 2020, it 
has consisted of 58% 
independent directors, 
including the Chaiman, 
58% women and 40% ­ 
non-French directors.
Throughout 2019, all Group 
stakeholders were involved 
in a highly structured 
process to define its 
Purpose, building on 
SUEZ’s tradition of dialogue 
(see pages 14-15).
Finally, the continuing 
implementation of the 
Vigilance Plan in the 
Group’s entities in 2019 
focused specifically on 
strengthening the health 
and safety policy, protecting 
personal data and 
preventing human rights 
risks associated in some 
countries with companies 
that use secondary raw 
materials produced by 
the Group. 
- 
The SUEZ Board of Directors again 
showed its confidence in the 
­development ambitions and 
­transformation initiatives 
­undertaken by the Group’s new 
Executive Committee, 
by ­unanimously approving the 
­Shaping SUEZ 2030 strategic plan 
and the new Group organisation 
presented in September 2019 
by the Chief Executive.

PHILIPPE VARIN
Chairman of the SUEZ 
Board of Directors
FRANCK BRUEL 
Deputy Chief Executive  
of ENGIE responsible for  
the UK, LATAM and NORAM  
(USA, Canada) BUs
DELPHINE ERNOTTE CUNCI
Chairwoman of France 
Télévisions
ISABELLE KOCHER
Director
ENRIC XAVIER AMIGUET  
I ROVIRA
Director elected by employees
FRANCESCO CALTAGIRONE 
Chairman and Chief Execu-
tive of Cemantir Holding SpA
ISIDRO FAINÉ CASAS
Chairman of Criteria Caixa
MARTHA J. CRAWFORD
Senior lecturer at Harvard 
Business School
ANNE LAUVERGEON
Chairman and Chief Executive 
of ALP SA
BRIGITTE TAITTINGER-JOUYET
Director
GUILLAUME THIVOLLE
Shareholder employee director
MIRIEM BENSALAH 
CHAQROUN
Vice-Chairman, Chief 
Executive of Eaux Minérales 
d’Oulmès
BERTRAND CAMUS
CEO of SUEZ
JUDITH HARTMANN
Deputy Chief Executive  
of ENGIE, Finance Director
AGATTA CONSTANTINI
Director elected by employees
 15 
directors
–
58 %
independent directors*
–
58 %
women **
–
40 %
of Directors 
are non-French nationals
–
6
nationalities 
represented
–
In 2019 
9
meetings
–
90.8 %
attendance
–
* Calculated in accordance with the AFEP-MEDEF Code. 
** Calculated in accordance with the provisions of article L.225-27 of the French commercial code (Code de Commerce).
Governing bodies
-
THE BOARD OF DIRECTORS
SUEZ’s Board of Directors sets the directions for the Group’s business and oversees their 
implementation. It draws on the work of committees tasked with studying questions submitted 
by the Board or its Chairman for examination and advice.
38

39
Covid-19 
solidarity ­measures 
adopted by the Group’s 
Board of Directors and 
­Executive Committee
CHRISTOPHE CROS 
Group Deputy CEO – North 
America Region, Chairman of 
the WTS BU*
ANA GIROS
Group Deputy CEO – APAC* 
and AMECA* Regions and Key 
Industrial Accounts
JACQUES AUDIBERT
Group General Secretary
DIANE GALBE
Group Deputy CEO – Smart & 
Environmental Solutions BU 
and Strategy
DAVID PALMER-JONES
Group Deputy CEO – Northern 
Europe Region*
JULIAN WALDRON
Group Deputy CEO – Finance
JEAN-MARC BOURSIER
Group Deputy CEO – France 
Region and Operations
BERTRAND CAMUS
CEO of SUEZ
ANGEL SIMON
Group Deputy CEO – Southern­ 
­Europe* and Latin America 
Region
ISABELLE CALVEZ
Group Human Resources 
Director
TIPHAINE HECKETSWEILER
Group Engagement and 
Communications Director
International markets 
over 
80 %
–
Industrial customers
over 
80 %
–
Digital technologies  
and solutions 
50 to 80 %
– 
* APAC: Asia, Australia, India / AMECA: Africa, Middle East, Central Asia / Northern Europe: UK, Sweden, Netherlands, Belgium, Germany, Luxembourg, 
IWS, Poland, Serbia, Central Europe, Czech Republic / Southern Europe: Spain, Italy, Slovenia, Greece / WTS: Water Technologies & Solutions.
To respond to the 
unprecedented economic 
and social situation created 
by the Covid-19 pandemic 
and to contribute to the 
responsible solidarity 
measures that come 
naturally to SUEZ, the 
Group’s Board of Directors 
and Executive Committee 
have adopted the following 
measures:
 submitting a motion to the 
12 May 2020 Annual General 
Meeting to reduce the 2019 
dividend amount to €0.45 per 
share (rather than €0.65 as 
initially indicated), a 
reduction of nearly a third on 
the previous financial year;
 donating a quarter  
of the salaries of the Chief 
Executive and the Executive 
Committee members  
to actions in favour of the 
underprivileged and the fight 
against maltreament.
THE EXECUTIVE COMMITTEE
The Executive Committee, consisting of the Chief Executive and the Group’s top executives,  
is responsible for leading the company and driving forward the strategy agreed with the Board  
of Directors.
Profile of the directors
in view of the Group’s
strategic priorities
GOVERNANCE

9,000 
employees trained in ethical subjects in 
2019, including 5,000 in anti-corruption rules, 
mostly chosen from the populations identified 
as the most sensitive
Heightened vigilance to protect personal data
SUEZ has deployed a personal data protection plan across all its activities since 2018. 
This is part of its vigilance plan, and complies with European regulations (GDPR) and 
other legal obligations outside Europe. SUEZ has established a network of data 
protection officers and set up procedures to prevent and mitigate data management 
risks in order to ensure user privacy. In 2018 and 2019, SUEZ did not receive any 
administrative sanctions or substantial complaints from stakeholders about its 
management of private data.
Ethics,  
dialogue  
and vigilance
-
Underlined once again in the 
Shaping SUEZ 2030 plan, 
ethical values have always 
been at the heart of SUEZ’s 
strategy and its development. 
This is why the Group set up 
an Ethics and Compliance 
department, which 
coordinates a network of  
17 compliance officers 
covering all the Group’s 
entities, together with local 
compliance officers in 
particularly large or 
geographically dispersed 
business units. This system is 
supplemented by a 
mechanism for collecting 
and processing reports from 
employees and third parties 
about situations that breach 
the Group’s ethics and 
vigilance rules.
The ethics system is also one 
of the foundations of the 
plans to prevent and mitigate 
the risks of breaches of 
human rights and 
fundamental freedoms and 
risks to health, safety and the 
environment. These plans 
result from the vigilance plan 
deployed by the Group 
throughout its value chain 
since 2017. Based on a 
mapping reviewed every year, 
measures are taken to 
prevent and mitigate risks 
prioritised according to 
operations, areas of activity 
and procurement categories.
In 2019, the Group 
reinforced its health and 
safety policy across all its 
operational subsidiaries with 
the target of “zero serious or 
fatal accidents” and 
continued its major risk 
management plans, 
emphasising the risk of 
vehicles hitting pedestrians, 
installing protection in 
trenches, the risk of chlorine 
gas and the creation of 
training modules. In line 
with its human rights policy, 
the Group maintains a 
heightened level of vigilance 
about the living conditions of 
subcontractors at its sites, 
especially in Africa, the 
Middle East and India.
To prevent and address any 
controversy about its 
activities, SUEZ has operated 
a proactive policy of dialogue 
for over 10 years. The Group 
consults experts and 
stakeholders every year 
under the guidance of a 
third-party guarantor to 
collectively address any 
issues it encounters and 
proposes mechanisms for 
dialogue tailored to the 
contexts and stakeholders of 
its projects. The Group also 
applies a strategy of positive 
influence and responsible 
lobbying, communicating 
with institutions involved in 
subjects associated with its 
activities, builds strategic 
alliances with other players 
to support the environmental 
transition and originates 
exchange platforms and 
common standards, such as 
the OECD water governance 
principles.
40

GOVERNANCE
41
SUEZ conducts positive lobbying and forges institutional alliances  
to advance the agenda of environmental protection. 
CIRCULAR ECONOMY
FIGHTING AND ADAPTING  
TO CLIMATE CHANGE
HEALTH OF THE ENVIRONMENT
HUMAN RIGHTS  
AND INCLUSIVE ECONOMY
 
TACKLING  
FOOD WASTE
WASTE PREVENTION
 Future of Waste
ALTERNATIVE WATER
 Alliance for Clean 
Desalination
WATER FOOTPRINT OF INDUSTRY  
AND CITIES
 Business Alliance for Water and Climate
GHG MITIGATION SOLUTIONS
 Global Compact  
International Climate 
Platform
CLIMATE 
FINANCE
 Climate-KIC
RISK MANAGEMENT  
(FLOODING AND DROUGHT)
PLASTICS
 Fondation  
Ellen McArthur
WASTE RECYCLING  
AND RECOVERY
 FNADE – ISWA
ENERGY PRICING
Strategy of alliances and advocacy
for a sustainable environment 
OCEANS
 Alliance to End 
Plastic Waste
PROTECTION OF BIODIVERSITY  
AND ECOSYSTEMS
 Act4Nature
 UICN  
CONTROLLING DISCHARGE AND POLLUTION
 AFEP
 EpE 
VALUING 
ECOSYSTEM 
SERVICES
IMPACT FINANCE
CIVIC PARTICIPATION
 OECD Water 
Governance 
Initiative
DIVERSITY
UNITED NATIONS  
2030 GOALS
 Global Compact
SUSTAINABLE CITIES
 WWF France
 IDDRI
INTEGRITY
 Transparency International
DUTY OF VIGILANCE
 Entreprises pour  
les Droits de l’Homme
RIGHT TO WATER  
AND SANITATION
 Aquafed
 International Water 
Association (IWA)
DATA  
SHARING AND  
PROTECTION

IDENTIFY AND PREVENT  
ENVIRONMENTAL RISKS
In accordance with the law on the duty of vigilance, 
the Group has prepared an Environmental Risk 
Management Policy covering all its business units 
and central departments. The policy is aligned 
with the Global Risk Management policy and the 
Workplace Health and Safety policy. The risks 
covered may be accidental or of natural origin, or 
they may be due to human or organisational 
factors, equipment failures or malicious acts. 
When risks are identified, action plans aiming to 
prevent or limit the potential consequences of a 
«near miss» or an environmental accident are put 
in place and monitored until they are fully under 
control. This diagram is a simplified representation 
of the risks associated with a wastewater 
treatment plant, together with the risk control 
measures that are systematically implemented.
SIMPLIFIED DIAGRAM OF THE ENVIRONMENTAL RISKS
ASSOCIATED WITH A WASTEWATER TREATMENT PLANT
Risk of pollution in water,  
air, soil and subsoil
Risk of unpleasant  
smells
Health and safety risk  
to people nearby
K E Y
42

Appendices
- 
43

Materiality analysis 
and reputation
P45
Environmental, social 
and societal indicators
P55
Reports of the statutory 
auditors
P52
Methodology note 
on the annual reporting
P47
The 2017-2021 sustainable 
development road map:
2019 results and 
its contribution to SDGs
P48
44

45
Materiality 
analysis and 
reputation
To manage the progress  
of the Roadmap and keep it  
in line with society’s 
expectations, SUEZ regularly 
measures its reputation  
in the eyes of the public and 
stakeholders and periodically 
updates its materiality 
analysis.
In 2015, SUEZ conducted a major consultation 
with internal and external stakeholders as part 
of a materiality study involving nearly 5,000 people 
in 49 countries. In keeping with the integrated risk 
management system (  pp.17-18), the study was 
used to prioritise the Group’s extra-financial 
challenges and construct its 2021 Roadmap.
Each issue was evaluated based on the press 
coverage it had received during a six-month 
period, its importance for the seven categories of 
stakeholders surveyed (employees, shareholders 
and investors, the public sector, the private sector, 
education and research, civil society and 
journalists), its positive or negative financial 
impact on SUEZ’s results over five years and the 
degree of control of the operational processes put 
in place by the Group to address it.
SUEZ 2015 materiality matrix
4,913
respondents 
in 49 countries
Impact for SUEZ
Importance for stakeholders
9
priority issues
identified
7
categories of
stakeholders (a)
16
issues submitted for 
public consultation (b) 3
geographical
areas (c)
(a)  Employees, investors and shareholders, public sector, private sector, civil society, research and education, media.
(b)  In France, the United Kingdom, Spain and Morocco.
(c)  France, rest of Europe and rest of the world.
GRI DISCLOSURE LABELS
G4-19, G4-24, G4-25, G4-27
Financial performance
for shareholders
Number of industrial 
customers in the portfolio
Single SUEZ brand
Quality of effluent and residues
Public-private partnerships
Crisis and risk
management
Tax strategy
Data
privacy
Carbon pricing in
the business model
Volatility
of commodity
prices
Oceans 
and coastlines
Regional 
development
Social pricing, 
right to water and sanitation
Service quality and
customer confidence
Skills and employee
development
Consumption of water
and losses in networks
Health, safety and quality of life
in the workplace
Social dialogue
Biodiversity and
ecosystem services
Human rights
Ensuring proper governance
Rewarding social and
environmental performance
Business alliances in the face
of a new competitive landscape
Fight against
waste trafficking
Presence in 
emerging countries
Open innovation
Diversification of 
the pricing policy
Sustainable cities
Purchasing 
practices and 
supplier relations
Resource scarcity
Eco-design 
of processes 
and facilities
Diversity and inclusion
Compensation
and benefits
Conflicts of water 
usage between 
agriculture and 
industry
Relationships with social entrepreneurs 
and the informal urban services sector
Collaborative and 
intercultural 
management culture
Adapting to 
climate change
Citizens’ awareness
of resource protection
Renewable energy 
from waste and
wastewater
Dialogue with
stakeholders
Economy
Environment
Governance
Innovation
Products and services
Human Ressources
Company
Air pollution
Greenhouse 
gas emissions
Ethics
Optimized water 
and waste management
Integrating 
digital 
and smart 
technologies
Women’s access to 
managerial positions
Reducing energy consumption
Health, safety and reducing disturbance to residents
Offering solutions for
shale exploitation
Transition to the circular economy
Capacity building and knowledge transfer

46
2018 REPUTATION AND MATERIALITY SURVEY
In 2018, SUEZ tested the importance of its various commitments 
to its public and private-sector customers and prospective 
customers, employees and citizens, surveying nearly 2,000 
people. The study, conducted in six key markets (France, the 
UK, Spain, the USA, Australia and China), is part of commitment 
12 in the SUEZ 2017-2021 Roadmap: sustain trust by reinforcing 
dialogue with stakeholders.
It shows that responsible citizenship and governance are 
essential markers of SUEZ’s reputation, which is globally viewed 
more highly than the average for companies in the sector 
according to the Reputation Institute criteria. The commitments 
considered to be priorities in the 2017-2021 Roadmap relate to 
employee health and safety, the circular economy, the 
development of 100% sustainable solutions, protecting the health 
of the environment and oceans and adapting to the impact of 
climate change on water.
SUEZ (1)
COMPANIES IN THE ENERGY
AND ENVIRONMENT SECTOR (2)
(1) SUEZ reputation barometer, survey of the general public in France (Sept.-Oct. 2018)
(2) RepTrak survey assessing the reputation of 380 companies (CAC40 and SBF120) among the general public in France (Jan.-Feb. 2018)
SUEZ SUSTAINABLE DEVELOPMENT 
PRIORITY COMMITMENTS 
FOR STAKEHOLDERS
Civil society
Employees
Customers
Grand Public
Commitment mentioned in one top 3 by at least one stakeholder
Top 1 by stakeholder categories
L
E
A
D
E
R
S
H
IP
 
P
E
R
F
O
R
M
A
N
C
E
 
P
R
O
D
U
C
T
S
/S
E
R
V
IC
E
S
 
I
N
N
O
V
AT
IO
N
 
C
IT
I
ZE
N
S
HI
P
 
G
O
V
E
R
N
A
N
CE
 
W
O
R
K
P
LA
C
E
L
E
A
D
E
R
S
H
IP
 
P
E
R
F
O
R
M
A
N
C
E
 
P
R
O
D
U
C
T
S
/S
E
R
V
IC
E
S
 
I
N
N
O
V
AT
IO
N
 
C
IT
I
ZE
N
S
HI
P
 
G
O
V
E
R
N
A
N
CE
 
W
O
R
K
P
LA
C
E
76.7
73.1
73.2
69.5
67.6
68.6
74.5
70.0
67.3
64.6
58.0
56.9
56.2
67.5
 Strong 
 Medium
 Weak
PRIORITY 1
Be a collaborative, 
open and responsible 
company
PRIORITY 4
Contribute to the 
common good
PRIORITY 3
Support the 
environmental transition 
of our customers with 
concrete solutions
PRIORITY 2
Be a leader 
in the circular and 
low-carbon economy
9
Put forward 100% sustainable 
solutions
10
Innovate to develop decentralised 
solutions for the Earth’s regions
11
Accelerate the digital revolution 
in Water & Waste solutions for 
agriculture, industry, cities and citizens
12
Sustain trust by reinforcing 
dialogue between stakeholders
5
Adhere to the 2 °C target 
by mitigating the causes 
of climate change
6
Adapt to the consequences 
of climate change for water
7
Promote material recycling, 
recovery and reuse
8
Develop climate-responsible 
models
13
Act for the health of the environment 
and the protection of the oceans
14
Promote biodiversity 
and ecosystem services
15
Develop access to essential 
services
16
Contribute to local development 
and territorial attractiveness
1
Promote diversity and well-being 
in the workplace
Act to ensure health and safety 
in the workplace
3
Foster collaborative work modes 
and partnerships
4
Manage issues relating 
to globalisation
2

47
Methodology note on the annual reporting
PRINCIPLES 
In order to control the rollout of its sustainable development 
commitments, manage related risks and encourage communication 
with stakeholders, SUEZ developed a specific reporting system for 
these areas in 2003. This system was developed on the basis of 
recommendations arising from the work performed at international 
discussion bodies like the Global Reporting Initiative (GRI) or the World 
Business Council for Sustainable development (WBCSD). It covers all 
information required, including publication in the Management Report 
required by Article 225 of the Grenelle II Law and by Decrees dated 24 
April 2012 and 19 August 2016 as well as by Ordinance 2017- 1280 of 
19 July 2017 and Decree 2017-1265 of 9 August 2017.
Through its subsidiaries, SUEZ conducts very different types of business 
in the water and waste industries and has many different types of 
contracts, as shown by the wide variety of operational methods 
implemented at several thousand sites across the world. This wide 
array of situations in addition to constant change in the Group’s 
operational scope make it particularly difficult to harmonize the 
definitions of relevant indicators as well as to calculate and collect 
statistical data. As a result, SUEZ is continuing its efforts to have data 
audited by third parties, a key to increased reliability. The aim is to 
make the non- financial reporting process an increasingly effective 
guidance tool for supporting the goals of the Group’s Sustainable 
Development and Corporate Social Responsibility Roadmap, as well 
as a tool used in dialog regarding the ongoing improvement of its 
overall performance. 
SCOPE 
The figures published in this report relate exclusively to fully 
consolidated companies whose operations are controlled by SUEZ. 
When a company becomes fully consolidated, 100% of its environmental 
data is incorporated, irrespective of the percentage held by the Group 
in its capital. The scope of consolidation is set on 30 June of each year. 
For disposals occurring after that date, the entity is expected to fill in 
the environmental questionnaire with the data available up until the 
date of disposal. Acquisitions completed after 30 June are not taken 
into account. 
EXTERNAL AUDITS AND VERIFICATIONS 
For the 2019 fiscal year, the work that the Group requested a 
third party to perform falls under the new obligations under 
Ordinance 2017-1280 of 19 July 2017 and Decree 2017- 1265 
of 9 August 2017, which transposes into French law European 
Directive 2014/95/EU pertaining to the publication of non- 
financial information, namely producing a reasoned opinion on 
the statement of non- financial information expressing a limited 
assurance conclusion on:
  the statement complying with the provisions set forth in Article 
R. 225-105 of the French Commercial Code;
  the fairness of the information provided in accordance with 
paragraph 3 of Article R. 225- 105-I and II of the French 
Commercial Code, namely action plans and results of policies, 
including key performance indicators related to the main 
challenges identified.
However, for the sake of maintaining continuity with previous 
years, this assignment has been expanded to producing a limited 
reasoned opinion on all the environmental and social indicators 
published during previous years and in the Management Report 
and Universal Registration Document under the previous 
obligations of Article 225 of the Grenelle II Law, and which remain 
published for 2019 in chapters 5.9 and 15.2 of the Universal 
Registration Document. These indicators are indicated by special 
characters (X) in the general table of indicators on pages 55 to 60.
In addition, beyond these regulatory obligations and to maintain 
continuity with previous years, the Group also entrusted its 
Statutory Auditors with specialized services for 2019:
  an assignment to verify six calculated environmental indicators 
based on 124 primary environmental indicators with 
reasonable assurance;
  an assignment to verify 10 calculated social indicators based 
on 32 primary social indicators with reasonable assurance;
The indicators verified with reasonable assurance are indicated 
by special characters (XXX) on pages 55 to 60.
The nature of the work carried out and the conclusions of the 
Statutory Auditors appointed as independent third parties, dated 
February 26 and March 6, 2020, are available on pages 52 to 54 
of this report.
CONTRIBUTION OF THE ANNUAL REPORTING PROCESS  
TO MONITORING THE TARGETS IN THE SUEZ ROADMAP 
Once the data gathered had been processed, the environmental, 
employment and societal reports were used to provide traceability for 
the quantified indicators in the Group’s 2017-2021 Sustainable 
Development Roadmap. Furthermore, because the Sustainable 
Development Roadmap is the framework for a progressive approach, 
some of the indicators, which are accompanied by targets to be achieved 
in 2021 according to dedicated action plans, do not systematically cover 
all the business activities or the entire scope covered by the Group’s 
environmental and employee reports. These restrictions on the 
consolidation scope have been indicated on a case-by-case basis in 
the chapters relating to each of the Roadmap’s 12 commitments.

The 2017-2021 sustainable development road map covers all of the group related activities worldwide. It contributes to shaping a sustainable environment now.  
It fulfills two other functions: to drive and manage transformation (it is made up of 17 time-limited, quantified commitments as well as action plans to fulfill these commitments by 2021),  
and to help achieve the sustainable development goals defined by the UN in 2015.
The 2017-2021 sustainable development road map:
2019 results
-
COMMITMENTS
OBJECTIVES
INDICATORS
BASE YEAR*
2019 RESULTS
2021 TARGETS
PRIORITY 1 - Be a collaborative, open and responsible company
Promote Diversity  
and well-being at work
Train more than 80% of employees every year
Percentage of employees who received training
67.5%
69.4%
80%
Achieve a level of 33% of management positions filled by 
women Group-wide
Percentage of women in management positions
28.1%
28.2%
33%
Percentage of women in management positions (excluding WTS)
28.1%
29.7%
Increase the coverage and the rate of employee 
participation in commitment surveys
Coverage rate (aggregate over the last three years)
49%
69.6%
100%
Participation rate
39%
72.5 %***
60%
Act to ensure health and 
safety in the workplace
100% of restricted access zones equipped with suitable 
signage systems
Rate of restricted access zones equipped with suitable signage systems
-
78%
100%
Reduce the frequency rate for all Group activities	
Water frequency rate
Waste frequency rate
Water: 4.9
Waste: 12.7
Water: 4.14
Waste: 10.27
Water < 5
Waste < 13
Foster collaborative  
and partnership working
Encourage new collaborative practices
Coverage rate of Skype, Yammer, OneDrive, Sharepoint, Groups
-
> 92%
Increase the number of start-ups in which SUEZ acquires  
an interest
Number of start-ups in which SUEZ has acquired an interest
4
11
15
Develop innovation partnerships
Number of structures with shared governance or control (industrial framework 
agreements, mixed ownership companies, joint ventures)
-
**
Manage issues relating  
to globalisation
Promote a responsible supply chain	
Rate of supplier contracts with CSR clauses
-
56%
(excluding WTS)
Protect the working rights of employees 
and respect human rights
Proportion of employees covered by a social dialogue system
(in their company or on a more global level)
90%
86%
95%
Guarantee the security of employee  
and customer personal data	
Number of data privacy-related incidents
1
0
Percentage of staff covered by tools to raise awareness of cybersecurity
58%
89.5%
* Base: the reference year for the Roadmap is 2016 for all indicators except those relating to priority 2, “Be the leader of the circular and low-carbon economy”, which corresponds to climate commitments made in 2015.
** Not available yet.
*** Tell Us 2018 Survey results.
   1
   2
   3
   4
48

COMMITMENTS
OBJECTIVES
INDICATORS
BASE YEAR*
2019 RESULTS
2021 TARGETS
PRIORITY 2 - Be the leader of the circular and low-carbon economy
Adhere to the 2 degrees target  
by mitigating the causes of 
climate change
Reduce GHG emissions by more than 30% in the entire scope  
of activity by 2030
Direct and indirect GHG emissions
7.8 Mt
9.47 Mt
Direct and indirect GHG emissions, updated base year***
9.9 Mt
9.47 Mt
-10 %
Help our customers to avoid more than 60 million tonnes of 
greenhouse gas emissions
Aggregate emissions avoided 
cum. 8.9 Mt
cum. 48.9 Mt
cum. 60 Mt
Double the volume of recycled plastics	
Volume of recycled plastics
432 Kt
447 Kt
x 2
Increase the production of renewable energy by more than 10%
Production of renewable energy
5.2 TWh 
(Europe)
8.67 TWh
(World)
+ 10%
Adapt to the consequences 
of climate change for water
Systematically offer to our customers resilience plans
for the effects of climate change
-
in progresss
Promote different usages of water by tripling our alternative water 
supplies by 2030
Capacity for the reuse of treated wastewater  
and desalination
820 Mm3 
(reused 
wastewater)
2,117 Mm3
+ 1/3
Save the equivalent of the water consumption of a city of more 
than 2 million inhabitants
Water savings in the drinking water distribution 
network
-
1.4 M inhabitants vs. base
2 M 
inhabitants 
Promote material recycling, 
recovery and reuse
Increase the production of secondary raw materials by 20%
Quantity of secondary raw materials produced
4.1 Mt
4.2 Mt
+20%
Achieve a ratio of 2 tonnes of waste recovered for every tonne of waste 
disposed of	
Ratio between tonnes of waste recovered  
and tonnes of waste disposed of
-
Europe: 1.76
World: 1.02
x 2
Develop climate-responsible 
models
Introduce a directive carbon price in 60% of the annual expenditure 
committed to new projects
Revenue committed to the operational committee 
with a reference carbon price
-
in progresss
60 %
Introduce a harmonised global circularity indicator for goods  
and services
-
in progress
Systematically offer pay packages that are partially index-linked  
to our global performance
-
in progress
Raise employee awareness and promote training in emerging models 
(carbon accounting, new business models, etc.)
Coverage rate for awareness-raising tools
-
100%
PRIORITY 3 - Support the environmental transition of our customers with concrete solutions
Put forward 100% sustainable 
solutions
Implement a Sustainable Portfolio Tool for all new solutions	
Creation and deployment of the tool
Number of solutions assessed using the tool
-
in progress
carbon footprint  calculation tool
Accelerate the digital revolution  
in Water & Waste solutions  
for agriculture, industry, cities  
and citizens
Increase the number of connected objects by 20%
Number of connected objects
3.1 M smart 
meters
5.6 M smart meters
+ 20%
Innovate to develop decentralised  
or modular solutions for  
the territories of the planet
Increase the number of decentralised or modular solution in 
Desalination, Water, Sanitation and Waste
Number of technologies related to the production 
of decentralised and modular solutions
161
236
* Base: the reference year for the Roadmap is 2016 for all indicators except those relating to priority 2, “Be the leader of the circular and low-carbon economy”, which corresponds to climate commitments made in 2015. 
** Not available yet.
*** Reference year updated to take the changed scope of consolidation into account.
   9
   6
   7
   8
   5
10
11
49

COMMITMENTS
OBJECTIVES
INDICATORS
BASE YEAR*
2019 RESULTS
2021 TARGETS
Sustain trust by 
reinforcing the 
means for inclusive 
governance
For all strategic projects and contracts, analyse local issues  
and map stakeholders in order to define the most appropriate 
means of dialogue
Number of mappings in operational committee files  
and number of associated dialogue plans
-
**
Annual monitoring of the Group’s sustainable development and CSR 
strategy and performance by a panel of stakeholders moderated  
by a third-party guarantor
Annual publication of the minutes of discussions  
on the consultation, written by a third-party guarantor
1
2
One 
per year
Annual monitoring of SUEZ’s reputation and customer  
satisfaction ratings
Annual publication of the results of SUEZ’s reputation ratings
-
-
Rate of Water and Waste customer satisfaction
Waste: 87.4%
Water: 83.5%
Waste: 79.2%
PRIORITY 4 - Contribute to the common good
Act for the health of 
the environment and 
the protection of the 
oceans
Constantly maintain air emissions under the levels 
required by local regulations
NOx and SOx ratios, Hg per incinerated tonne
NOx : 40% below 
the EU threshold
SOx : 60% below 
the EU threshold
Mercury : 93% below 
the EU threshold
NOx= 37.5% below  
the EU threshold.
SOx= 78% below 
the EU threshold.
Mercure= 92% below 
the EU threshold
Speed up the roll-out of integrated and collaborative approaches 
designed to significantly reduce the disposal of plastic at sea
Number of integrated approaches adopted (Water and Waste)
-
in progress
20
Offer our customers solutions to treat microplastics in wastewater 
before it is discharged into the sea	
Total capacity (PE) of water treatment plants equipped  
with a system to treat microplastics
-
Pilot phase
1 M EH 
Promote biodiversity 
and ecosystem 
services
Implement a biodiversity strategy in all Group BUs	
Proportion of Group turnover covered by a biodiversity strategy
47%
40%
Roll out biodiversity action plans at 50% of priority sites managed  
by the Group
Proportion of priority sites with an action plan
11.2%
39.8%
50%
Advance access to 
essential services
Allocate €4 million a year to Fondation SUEZ and support 30 
projects a year dedicated to improving access to essential services 
in countries with the greatest need
Sum allocated to Fondation SUEZ every year
4 M€
 4 M€
4 M€
Develop sustainable access to essential services under the terms  
of our contracts in developing countries
Number of people with access to essential services  
in developing countries
22.4 M
41.4 M
Share our knowledge in order to boost access to services  
by supporting training and providing expertise
Number of water and sanitation professionals and managers  
in developing countries trained by the Group since 2009
149 people trained
278 people trained
Contribute to 
local development 
and territorial 
attractiveness
Maintain the proportion of purchases from SMEs
Proportion of purchases from SMEs
32.8% 
35%
=
Where appropriate, use suppliers in the social and responsible 
economy supporting diversity, disability and professional inclusion
Proportion of purchases from suppliers in the social  
and responsible economy supporting diversity, disability  
and professional inclusion
-
**
Develop partnerships with socially and environmentally responsible 
entrepreneurs
Annual number of partnerships signed with socially 
responsible and environmental entrepreneurs
**
**
* Base: the reference year for the Roadmap is 2016 for all indicators except those relating to priority 2, “Be the leader of the circular and low-carbon economy”, which corresponds to climate commitments made in 2015. 
** Not yet available.
*** Reference year updated to take the changed scope of consolidation into account.
12
13
14
15
16
50

51
COMMITMENTS
ASSOCIATED SDGs
14
Promote biodiversity  
and ecosystem services
SDG 15
15
Advance access to essential 
services
SDG 3, 6, 7, 11, 17
16
Contribute to local development 
and territorial attractiveness
SDG 4, 8
The road map’s contribution 
to Sustainable Development Goals
COMMITMENTS
ASSOCIATED SDGs
1
Be a collaborative, open  
and responsible company
SDG 4, 5, 8
2
Act to ensure health and safety  
in the workplace
SDG 8
3
Foster collaborative  
and partnership working
SDG 16
4
Manage issues relating  
to globalisation
SDG 4, 8, 16
5
Adhere to the 2 degrees target  
by mitigating the causes of 
climate change
SDG 7, 9, 11, 12
6
Adapt to the consequences of 
climate change for water
SDG 6, 9, 11, 13
7
Promote material recycling, 
recovery and reuse
SDG 6, 7, 9, 12
COMMITMENTS
ASSOCIATED SDGs
8
Develop climate-responsible 
models
SDG 8, 9, 11
9
Put forward 100% sustainable 
solutions
SDG 9, 12, 17
10
Accelerate the digital revolution 
in Water & Waste solutions  
for agriculture, industry, cities 
and citizens
SDG 11, 12
11
Innovate to develop 
decentralised or modular 
solutions for the territories  
of the planet
SDG 9, 11, 13, 17
12
Sustain trust by reinforcing  
the means for inclusive 
governance
SDG 16
13
Act for the health of the 
environment and the protection 
of the oceans
SDG 6, 9, 12, 14

52
Reports of the statutory auditors
INDEPENDENT THIRD PARTY’S REPORT ON THE 
CONSOLIDATED NON- FINANCIAL PERFORMANCE 
STATEMENT PRESENTED IN THE MANAGEMENT 
REPORT
For the year ended December 31st, 2019
This is a free translation into English of the independent 
third party’s report issued in French and is provided solely 
for the convenience of English speaking readers. This report 
should be read in conjunction with, and construed in 
accordance with, French law and professional standards 
applicable in France. 
To the Shareholders, 
In our capacity as independent third party of your company 
(hereinafter the “entity”), accredited by COFRAC under number 
3-1058 (whose scope is available at www.cofrac.fr), and member 
of the Mazars network of one of the SUEZ Statutory Auditors, we 
hereby report to you on the consolidated non-fi nancial statement 
for the year ended December 31st, 2019 (hereinafter the 
“Statement”), included in the Group management report pursuant 
to the legal and regulatory requirements of articles L. 225 102-1, 
R. 225-105 and R. 225-105-1 of the French Commercial Code 
(Code de commerce). 
THE ENTITY’S RESPONSIBILITY  
The Board of Directors is responsible for preparing the Statement, 
including a presentation of the business model, a description of 
the principal non fi nancial risks, a presentation of the policies 
implemented considering those risks and the outcomes of said 
policies, including key performance indicators. 
The Statement has been prepared in accordance with the entity’s 
procedures (hereinafter the “Guidelines”), the main elements 
of which are presented in the Statement and available on request 
from the entity’s head offi ce. 
INDEPENDENCE AND QUALITY CONTROL
Our independence is defi ned by the requirements of article 
L. 822-11-3 of the French Commercial Code and the French Code 
of Ethics (Code de déontologie) of our profession. In addition, 
we have implemented a system of quality control including 
documented policies and procedures regarding compliance with 
the ethical requirements, French professional guidance and 
applicable legal and regulatory requirements.
RESPONSIBILITY OF THE INDEPENDENT THIRD PARTY
On the basis of our work, our responsibility is to provide a report 
expressing a limited assurance conclusion on:
  the compliance of the Statement with the requirements of 
article R. 225-105 of the French Commercial Code;
  the fairness of the information provided in accordance with 
article R. 225 105 I, 3° and II of the French Commercial Code, 
i.e., the outcomes, including key performance indicators, and 
the measures implemented considering the principal risks 
(hereinafter the “Information”).
However, it is not our responsibility to comment on:
  the entity’s compliance with other applicable legal and 
regulatory requirements, in particular the French duty of care 
law and anti-corruption and tax avaidance legislation nor on;
  the compliance of products and services with the applicable 
regulations.
1 – OPINION ON THE COMPLIANCE
AND THE FAIRNESS OF THE STATEMENT
NATURE AND SCOPE OF OUR WORK
The work described below was performed in accordance 
with the provisions of articles A. 225-1 et seq. of the French 
Commercial Code as well as with the professional guidance 
of the French Institute of Statutory Auditors (“CNCC”) 
applicable to such engagements, , and with ISAE 3000:
  We obtained an understanding of the entity’s activities and 
of all the companies included in the scope of 
consolidation, the statement of the main social and 
environmental risks related to this activity;
  We assessed the suitability of the Criteria with respect to 
their relevance, completeness, reliability, neutrality and 
understandability with due consideration of industry best 
practices, where appropriate;
  We verifi ed that the Statement includes each category of 
social and environmental information set out in Article
L. 225- 102- 1 III of the French Commercial Code, as well 
as information regarding human rights and the anti- 
corruption and tax evasion legislation;
  we verifi ed that the Statement includes an explanation for 
the absence of the information required under article L. 
225-102-1 III, 2 of the French Commercial Code;
  We verifi ed that the Statement presents the business 
model and the principal risks associated with the activity 
of all the entities included in the scope of consolidation; 
including where relevant and proportionate, the risks 
associated with their business relationships, their 
products or services, as well as their policies, measures 
and outcomes, including key performance indicators;
  We referred to documentary sources and conducted 
interviews to:
 -  assess the process used to identify and confi rm 
the principal risks as well as the consistency of the 
outcomes, including the key performance indicators 
used, with respect to the principal risks and the 
policies presented, and 
-  corroborate the qualitative information (measures 
and outcomes) that we considered the most important 
presented in Appendix 1. For the risk « Promoting 
Human Rights and the vigilance plan», our work was 
carried out at the level of the consolidating entity, to 
other risks, work was carried out at the level of the 
consolidating entity and in a selection of entities.
We verifi ed that the Statement covers the consolidated 
scope, i.e. all the companies included in the scope of 
consolidation in accordance with article L. 233- 16 of the 
French Commercial Code, within the limitations set out in 
the Statement;

53
  We obtained an understanding of internal control  
and risk management procedures the entity has put 
in place, and assessed the data collection process 
implemented by the entity to ensure the 
completeness and fairness of the Information;
  For the key performance indicators and other 
quantitative outcomes that we considered to be the 
most important presented in Appendix 1, we 
implemented:
-   analytical procedures to verify the proper 
consolidation of the data collected and the 
consistency of any changes in those data,
-   tests of details using sampling techniques, in 
order to verify the proper application of the 
definitions and procedures and reconcile the 
data with the supporting documents. This work 
was carried out on a selection of contributing 
entities  and covers between 10% and 65% of the 
consolidated data relating to these tests (26% of 
employees, 39% of energy consumption, 45% of 
GHG emissions, 10% of supplied water and 65% 
of the eliminated waste);
 We assessed the overall consistency of the Statement 
based on our knowledge of the entities included in the 
scope of consolidation;
We believe that the work carried out, based on our 
professional judgement, is sufficient to provide a basis 
for our limited assurance conclusion; a higher level of 
assurance would have required us to carry more 
extensive procedures.
MEANS AND RESOURCES
Our work was carried out by a team of eleven people and 
took place between September 2019 and February 2020 
on a total duration of intervention of about 20 weeks.
We conducted around forty interviews with the persons 
responsible for the preparation of the Statement 
including, in particular, the Sustainable Development, 
Ethics and Compliance, Health and Safety, Social 
Relations, Performance and Industrial Risks, Learning 
and Diversity, Purchasing and Legal Departments.
CONCLUSION
Based on the procedures performed, nothing has come 
to our attention that causes us to believe that the 
non-financial statement is not presented in accordance 
with the applicable regulatory requirements and that 
the Information, taken as a whole, is not presented fairly 
in accordance with the Guidelines, in all material 
respects.
2 – LIMITED ASSURANCE REPORT ON THE 
SELECTED INFORMATION
NATURE AND SCOPE OF THE WORK
Concerning the Information Selected by the entity, 
identified in Appendix 2, we conducted work of the same 
nature as described in paragraph 1.
The selection of contributing entities covers between 
17% and 38% of the social information presented and 
between 23% and 79% of the environmental information 
presented.
We believe that the work carried out is sufficient to 
provide a basis for our limited assurance on the 
Selected Information.
CONCLUSION
Based on the procedures performed, we have not 
identified any significant misstatement that causes us to 
believe that the Selected Information, taken together, 
has not been fairly prepared in compliance with the 
Criteria.
Paris-La Défense, the 26th of February 2020
Independent third party
French original signed by
MAZARS
Achour MESSAS 
Edwige REY
Partner 
 
CSR Partner
 
Quantitative information (including key performance 
indicators):
Qualitative information (actions or results)
Share of women in management (%)
Share of employees covered under a social dialog system (%)
Number of fatal accidents involving employees
Frequency rate of workplace accidents
Proportion of employees who benefitted from training (%)
Equal treatment (promotion of diversity)
Social relations (social dialog)
Health and Safety (prevention actions)
Quantitative information (including key performance 
indicators):
Qualitative information (actions or results): 
Share of drinking water production sites and wastewater 
treatment plants located in water risk areas (%)
Share of wastewater reused (%)
Emissions avoided by SUEZ customers
Production of renewable energy
Direct GHG emissions
Indirect GHG emissions
Consumption of primary and secondary energy
Share of waste recovery (%)
Recycled plastic production
Share of bottom ash recovered (%)
Technical yield from drinking water distribution networks
Energy produced/Energy consumption ratio (primary and 
secondary sources from Water activities)
Management of environmental and industrial risks
Optimized water and waste management 
(circular economy)
Making the water supply safer
Protection of biodiversity and ecosystems
Fighting climate change
Quantitative information (including key performance 
indicators):
Qualitative information (actions or results):
Share of supplier contracts that include CSR clauses (%)
• Protecting human rights
• Fighting corruption
• Region’s development
SOCIAL INFORMATION 
ENVIRONMENTAL INFORMATION
SOCIETAL INFORMATION
Appendix 2: Additional selected information verified in moderate insurance
Appendix 1: Information considered as the most important
Environmental information 
• Capacity to produce alternative water
• Average NOX and SOX emission rate
Social information 
• Total headcount
• Distribution of the headcount between managers and non- managers
• Proportion of women in total headcount
• Turnover rate (resignations and dismissals)
• Voluntary turnover
• Hiring rate (permanent and fixed- term contracts)
• The number of annual training hours per employee
• Severity rate

54
7
REASONABLE ASSURANCE REPORT BY THE 
STATUTORY AUDITORS ON A SELECTION OF 
CONSOLIDATED INFORMATION INCLUDED IN THE  
MANAGEMENT REPORT
To the shareholders, 
In our capacity as SUEZ’s statutory auditors, we hereby report to you 
our reasonable assurance report on the information selected by the 
company SUEZ, presented in Annex 1, and identified by the XXX sign 
in chapters 5.9 and 15.2 of the Universal Registration Document 
(hereinafter named «the Information»), for the financial year ended 
December 31st, 2019.
I. COMPANY’S RESPONSIBILITY
The Information was prepared, under the responsibility of the Board 
of Directors, in accordance with the HR, Health & Safety, and 
Environment reporting protocols used by the Company (hereinafter 
the “Criteria”), summarized in chapters 5.9 and 15.2 of the Universal 
Registration Document and available on request from the Human 
Resources Performance Department, the Health and Safety 
Department, and the Innovation and Industrial Performance 
Department.
II. INDEPENDENCE AND QUALITY CONTROL
Our independence is defined by the requirements of article 
L.822-11-3 of the French Commercial Code and by the French 
Code of ethics (Code de déontologie) of our profession. In addition, 
we have implemented a system of quality control including 
documented policies and procedures regarding compliance with 
the ethical requirements, professional standards and applicable 
legal and regulatory requirements.
III. STATUTORY AUDITORS’ RESPONSIBILITY
On the basis of our work, our responsibility is to provide, at the request 
of the Company, a reasonable assurance as to whether the Information 
identified by the symbol XXX in Chapters 5.9 and 15.2 of the Universal 
Registration Document was prepared, in all material respects, in 
accordance with the adopted Criteria. Conclusions hereinafter expressed 
relate to this information only, and not on the whole of the Universal 
Registration Document’s chapters 5.9 and 15.2.  Nonetheless, it is not 
our role to give an opinion on the entire management report for the 
year ended on the 31 December 2019 or on the compliance by your 
company to other applicable legal provisions.
We performed the work described below in accordance with the 
professional guidance of the French Institute of Statutory Auditors 
(“CNCC”) applicable to such engagements and with the ISAE 30001  
international norm
V. NATURE AND SCOPE OF OUR WORK
    We conducted interviews with the persons responsible for preparing 
the Information, the departments in charge of collecting the 
information and, where appropriate, responsible for internal control 
and risk management procedures. 
    We assessed the suitability of the Criteria in terms of relevance, 
completeness, neutrality, clarity and reliability, by taking into 
consideration, when relevant, the sector’s best practices.
    We verified the set-up within the Group of a process to collect, 
compile, process and check the Information with regard to its 
completeness and consistency. We familiarized ourselves with the 
internal control and risk management procedures relating to the 
compilation of the Information. 
    We performed analytical procedures on the information and verified, 
using sampling techniques, the calculations and the consolidation 
of the data. We also verified that the information was consistent and 
in agreement with the other information in the management report. 
    We performed detailed tests, using sampling techniques, on a 
representative sample of entities2 that we selected based on their 
activity, their contribution to consolidated indicators, their localization 
and a risk analysis, consisting in verifying the calculations made 
and reconciling the data with supporting documents. 
The selected sample thus represents 52% of the total headcount and 
between 50% and 89% of the quantitative environmental information 
and 70% of the Group direct and indirect greenhouse gas (GHG) emissions.
We believe that the sampling methods and the sample sizes we have 
used, based on our professional judgement, allow us to express a 
reasonable assurance on the Information. Due to the use of sampling 
techniques and other limitations inherent to information and internal 
control systems, the risk of not detecting a material misstatement in 
the CSR information cannot be totally eliminated.
V. CONCLUSION
In our opinion, the Information identified by the XXX symbol was 
prepared, in all material respects, in accordance with the Criteria.
Courbevoie et Paris-La Défense, March, 6th 2020
The statutory auditors
MAZARS SAS - ERNST & YOUNG et Autres
Achour MESSAS
 
    
Stéphane Pédron 
Appendix 1: information selected by SUEZ verified in reasonable 
assurance
SOCIAL INFORMATION: 
• Total headcount ; 
• Distribution of the headcount between managers and non-managers ; 
• Proportion of women in total headcount ; 
• Proportion of women amongst managers ; 
• Voluntary turnover ; 
• Lost-time accidents frequency rate ; 
• Severity rate ; 
• Number of fatal accidents (employees); ; 
• Proportion of employees who benefitted from training. 
ENVIRONMENTAL INFORMATION:
•  Renewable energy production and energy consumption of the Group’s Water activities;
•  Renewable energy production and energy consumption of the Group’s Recycling and Recovery 
activities;
•  Renewable energy production and energy consumption of the Group’s Industry activities;
•  Direct greenhouse gas (GHG) emissions from processes or equipment owned or controlled by 
SUEZ, and indirect emissions associated with the consumption of electricity and heat;
•  Technical yield of the networks of the Group’s Water activities.
[1] ISAE 3000 - Assurance engagements other than audits or reviews of historical financial information.
[2] Human resources information: SUEZ Recycling and Recovery UK, SUEZ RV France (Nord Est et Ile-de-France), SUEZ Eau France, SUEZ 
Spain, Agbar Chili, Lydec, SUEZ North America, SUEZ Water Technologies and Solutions, SUEZ Recycling and Recovery Belgium, SUEZ 
Recycling and Recovery Netherlands, SUEZ Polska.
Environmental information: SUEZ Recycling and Recovery UK, SUEZ RV France, SUEZ Eau France, SUEZ Spain, SUEZ North America, 
SUEZ Water Technologies and Solutions, SUEZ Recycling and Recovery Belgium, SUEZ Recycling and Recovery Netherlands, Sita Waste 
Services (Hong Kong), SUEZ Recycling and Recovery Pty Ltd (Australie).

55
Verification by the Statutory Auditors
Unit
GRI Standards
2014
2015
2016
2017
2018
2019
SECTION
Limited 
assurance
Reasonable 
assurance
MANAGEMENT
Waste – Percentage of activity (tonnage) covered by an environmental management system (EMS)
%
N/A
98%
85.3%
80.6%
84.8%
58.7%
72.1%
Water – Percentage of activity (volume) covered by ISO 14001 certification
%
N/A
59%
58%
65%
75.5%
97%
95.3%
Convictions relating to damage caused to the environment
Nb
307-1
7
5
2 
8 
1 
6 
Compensation paid as a result of convictions (related to incidents affecting the environment)
k€
307-1
406
455
7.85 
180.06 
12.95 
38.37 
Total number and volume of significant accidental spills
Nb
306-3
0
0
0 
0
0
0
ENERGY
Installed capacity – Electricity – Biogas recovery
MWe
 302-1 
 187 
 184 
201 
191 
190
181 
Installed capacity – Electricity – Waste-to-energy recovery of household waste
MWe
 302-1 
 513 
 550 
550 
686 
680
386 
Installed capacity – Heat – Biogas recovery
MWth
 302-1 
 55 
 94 
102 
106 
101 
107 
Installed capacity – Heat – Waste-to-energy recovery of household waste
MWth
 302-1 
 1,631 
 1,636 
1,637 
2,043 
2,040
1,023 
Waste – Energy consumption – TOTAL
xx
MWhe
 302-1 
 3,308,170 
 5,935,609 
4,929,422 
4,185,652 
7,646,554
8,972,600 
*including Waste – Energy consumption – ELECTRICITY
xx
MWhe
 302-1 
 617,935 
 616,233 
568,793 
1,306,765
1,860,011
1,471,130 
Water – Energy consumption – TOTAL
xx
MWhe
 302-1 
 5,657,935 
 5,954,653 
5,478,423 
7,187,573 
7,245,636 
7,934,105 
*including Water – Energy consumption – ELECTRICITY
xx
MWhe
 302-1 
 4,251,884 
 4,646,124 
4,571,389 
5,911,081 
6,074,105 
6,489,234 
Water and Waste – Energy consumption – ELECTRICITY
xx
MWhe
 302-1 
 4,869,819
5,262,357 
5,140,182 
7,217,846 
7,934,116 
7,960,364 
Water and Waste – Energy consumption – NATURAL GAS
xx
MWhe
 302-1 
 394,658 
 501,872 
796,334 
790,071 
866,505 
 826,725 
Water and Waste – Energy consumption – FUEL
xx
MWhe
302-1
958,647
1,840,847
3,314,703
1,175,725
1,184,971
 2,373,986 
Water and Waste – Energy consumption – OTHER FUELS
xx
MWhe
 302-1 
 2,742,981 
 4,285,185 
 1,156,627 
 2,189,584 
 4,906,598 
 5,745 630 
Energy consumption per tonne of non-hazardous waste treated
kWh eq / t
 302-3 
 33 
 107 
71 
41 
123 
 157 
Energy consumption per m3 of drinking water produced and distributed
xx
Whe / m3
 302-3 
 424 
 446 
 460 
 469 
 465 
 557 
Electricity consumption per m3 of wastewater collected and treated
Wh eq / m3
 302-3 
427
 435 
437
442
423
 451 
WATER AND WASTE IN THE PROCESSES
WASTE – Water consumption
m3
 303-5 
 9,699,999 
7,624,649 
38,196,705 
40,168,344 
35,834,638 
41,975,251 
*including Waste – Municipal distribution network
m3
 303-5 
 6,700,000 
6,114,755 
6,504,344 
6,904,808 
7,354,856 
11,055,620 
*including Waste – Surface and groundwater
m3
 303-5 
 2,999,999 
1,509,894 
31,692,362 
33,263,536 
28,479,782 
30,919,632 
Surface water returned to the natural environment
m3
 303-4 
 - 
-
29,190,387 
30,515,620 
25,791,741 
30,207,869 
Non-hazardous waste produced
t
 306-2 
 847,695 
645,226 
636,666 
563,762 
484,421
568,839 
Hazardous waste produced
t
 306-2 
 288,364 
289,978 
299,058 
357,823 
372,533 
559,640 
AIR
Direct GHG emissions
xx
teqCO2
 305-1 
 6,086,997 
 6,364,728 
 6,197,115 
 6,047,795 
6,729,015
 6,681 887 
*including Waste – Collection activities
xx
teqCO2
 305-1 
 521,896 
 537,263 
504,971 
640,213 
504,229 
354,341 
*including Waste – Incineration (including hazardous waste)
xx
teqCO2
 305-1 
 2,310,006 
 3,292,122 
2,898,303 
3,151,123 
3,353,272 
3,344,127 
*including Waste – Storage
xx
teqCO2
 305-1 
 2,303,761 
 1,624,580 
1,750,719 
1,797,514 
2,313,997 
2,362,961 
Environmental, social and societal indicators
 ENVIRONMENTAL INDICATORS

56
*including Waste – Treatment of hazardous industrial waste (excluding incineration)
teqCO2
 305-1 
 295,934 
 409,946 
8,176 
8,963 
10,033 
13,955 
*including Waste – Sorting activity
xx
teqCO2
 305-1 
 - 
 - 
-
-
103,515 
55,223 
*including Waste – Subcontractors' fuel emissions
xx
teqCO2
 305-1 
 - 
 - 
195,179 
169,502 
177,086 
207,328 
*including Water – Wastewater treatment
xx
teqCO2
 305-1 
 412,442 
 378,990 
176,308 
206,016 
239,504 
164,015 
*including Industry _ industrial facility management
xx
teqCO2
 305-1 
68,316 
*Other emissions (primary energies, excluding treatment)
xx
teqCO2
 305-1 
 242,958 
 121,828 
663,460 
74,463
27,378 
111,621  
Emissions of ozone-depleting substances
t
 305-6 
Indirect GHG emissions
xx
teqCO2
 305-2 
 1,796,765 
 1,790,762 
 1,751,616 
 2,479,648 
 2,436,756 
 2,786,785 
*including Waste – Annual electricity consumption
xx
teqCO2
 305-2 
 287,272 
 163,389 
154,946 
180,026 
213,059 
199,810 
*including Water – Annual electricity consumption
xx
teqCO2
 305-2 
 1,509,493 
 1,627,374 
1,596,670 
2,299,622 
2,223,697 
2,541,685 
*Including Industry - Annual electricity consumption
teqCO2
305-5
45,289 
Indirect GHG emissions “market-based”
x
teqCO2
 305-5 
2,056,647
2,154,494
2,461,187 
Contribution to avoidance of GHG emissions
x
teqCO2
 305-5 
 8,886,832 
 9,173,526 
9,451,276 
9,374,082 
10,035,943 
10,218,184 
*including Waste – through material recovery from sorting and recycling
x
teqCO2
 305-5 
 5,606,494 
 6,194,001 
5,406,097 
5,429,910 
4,855,747 
4,884,005 
*including Waste – through waste-to-energy recovery (incineration)
x
teqCO2
 305-5 
 1,086,369 
 1,272,549 
1,222,794 
1,328,281 
2,126,665 
2,269,185 
*including Waste – through waste-to-energy recovery (storage)
x
teqCO2
 305-5 
 381,656 
 372,440 
344,354 
354,357 
435,747 
451,126 
*including Waste – through waste-to-energy recovery of hazardous waste
x
teqCO2
 305-5 
 76,854 
 69,827 
56,920 
115,501 
188,495 
153,341 
*including Waste – through the alternative fuels produced and supplied by SUEZ
x
teqCO2
 305-5 
 1,585,521 
 1,105,551 
2,232,915 
1,859,569 
1,845,457 
2,101,191 
*including Waste – by other recovery (anaerobic digestion and other renewable energy sources)
x
teqCO2
 305-5 
 - 
 - 
-
5,070 
223,258 
39,683 
*including Water – through waste-to-energy recovery
 149,938 
 159,158 
188,196 
281,394 
360,574
319,323 
*including Industry _ industrial facility management
331 
DISTRIBUTION AND PRODUCTION OF DRINKING WATER
Quantity of groundwater withdrawn
Mm3
 303-3 
 669 
 759 
742 
798 
817 
817 
Quantity of surface water withdrawn
Mm3
 303-3 
 3,430 
 3,411 
3,506 
4,931 
4,531
4,497 
Quantity of seawater withdrawn
Mm3
 303-3 
 - 
 - 
-
-
362 
489 
Quantity of water imported
Mm3
 303-3 
 - 
 - 
-
-
993 
979 
Number of drinking water treatment plants
Nb
 102-7 
 1,154 
 1,148 
1,155 
1,287 
1,417 
1,408 
Annual production volume (network input)
Mm3
 102-7 
 4,325 
 4,418 
4,311 
4,711 
4,718 
4,658 
Volume of drinking water distributed
xx
Mm3
 102-7 
 3,185 
 3,212 
3,162
3,787
3,755
3,710 
Technical yield of drinking water distribution networks
xx
%
N/A
76.4 
75.9 
76.8 
80.1 
79.7 
79.8 
Networks length
xx
km
 N.A 
 248,891 
 252,482 
246,334 
299,169 
243,491 
236,630 
Quantity of reagents used for treating drinking water
t
 301-1 
 90,004 
 92,689
128,292 
128,236 
158,605 
180,055 
COLLECTION AND TREATMENT OF WASTEWATER
Total number of wastewater treatment plants
Nb
 102-7 
 2,188 
 2,309 
2,295 
2,460 
2,701 
2,642 
Network length
km
 N/A 
 128,062 
 132,146 
126,923 
131,056 
124,474 
121,809 
Quantity of wastewater treated
Mm3
 102-7 
 4,641 
 4,298 
4,519 
4,785 
5,144 
5,000 
Quantity of BOD waste entering wastewater treatment plants
t
 303-4 
 1,031,723 
 1,104,018 
1,192,972 
1,375,191 
1,143,116
1,216,524 
Quantity of BOD waste exiting wastewater treatment plants
t
 303-4 
 101,099 
 92,528 
92,980 
57,460 
91,325
 59,205 
Treatment efficiency – amount of BOD5 eliminated from treatment plants
%
 303-4 
 90 
 92 
92 
96 
92
 95 
Quantity of nitrogen entering wastewater treatment plants
t
 303-4 
 176,051 
 170,260 
186,315 
211,261 
188,620
190,806 
Quantity of nitrogen exiting wastewater treatment plants
t
 303-4 
 65,231 
 57,820 
69,894 
75,770 
71,862
 72,867 
Verification by the Statutory Auditors
Unit
GRI Standards
2014
2015
2016
2017
2018
2019
SECTION
Limited 
assurance
Reasonable 
assurance

57
Treatment efficiency – amount of nitrogen eliminated from treatment plants
%
 303-4 
 63 
 66 
62 
64 
62
 62 
Quantity of reagents used in wastewater treatment
t
 301-1 
 121,551 
 79,608 
177,764 
91,447 
138,356 
163,380 
Percentage of water re-used after treatment
x
%
 303-5 
 20 
 19 
 19.5 
 21.5 
 22.8 
 25,4 
Percentage of sludge re-used
x
%
 306-2 
 68 
 73 
75 
74 
61
57 
Production of electrical power
xx
GWh
 302-1 
 209 
184
206 
302 
300 
308 
Production of thermal power
xx
GWh
 302-1 
 287 
280
397 
521 
379 
453 
WASTE COLLECTION SERVICES
Number of inhabitants receiving collection services
Nb
 102-7 
 36,216,532 
 33,945,986 
33,724,081 
32,387,155 
32,730,509 
35,224, 442 
Number of industrial and commercial customers receiving collection services
Nb
 102-7 
 410,077 
 400,227 
397,922 
367,717 
290,731 
321,727 
Total tonnage of waste collected, excluding subcontractors
t
 306-2 
 - 
 - 
28,372,527 
29,019,746 
25,507,543 
26,533,290 
Total tonnage of household and similar waste collected
t
 306-2 
 9,629,682 
 10,074,889 
9,233,408 
9,491,322 
8,835,887 
7,876,989 
Total tonnage of medical waste collected
t
 306-2 
 134,704 
 134,992 
149,018 
135,699 
110,432 
103,475 
Total tonnage of industrial and commercial waste collected
t
 306-2 
 11,425,490 
 10,617,434 
11,203,284 
10,503,556 
10,732,696 
12,834,410 
Tonnage of hazardous waste collected
t
 306-2 
 1,186,399 
 1,083,570 
1,688,645 
2,861,019 
1,086,040 
1,401,926 
Tonnage of other waste collected (mixed household and industrial, construction)
t
 306-2 
 - 
 - 
6,098,171 
6,028,150 
4,742,488 
4,316,491 
Total tonnage of waste collected by subcontractors
t
 306-2 
 - 
 - 
11,892,941 
14,241,220 
17,505,475 
9,300,014 
Total number of waste collection, cleaning, and wastewater treatment trucks
Nb
 N/A 
 12,271 
 11,967 
11,448 
11,458 
11,487 
11,354 
Percentage of the truck fleet running on alternative fuels
%
 N/A 
 8 
 11 
8.78 
3.20 
3.84 
3.33 
Average diesel fuel consumption per truck
m3/nb
302-3
14.20
14.90
9.25 
15.81 
13.06 
11.86 
Average diesel fuel consumption per tonne collected (excluding subcontractors)
L/t
302-3
7.5
6
3.8
6.2 
9.6 
10.6 
Average diesel fuel consumption per tonne collected (including subcontractors)
L/t
302-3
-
-
5.91 
5.4
6.3
8.10 
SORTING AND RECYCLING ACTIVITIES
Number of sites operating as transfer stations
Nb
 102-7 
 332 
 336 
319 
345 
318 
345 
Number of sites operating in sorting/recycling
Nb
 102-7 
 362 
 356 
473 
466 
478 
 361 
Tonnage of recovered materials from sorting centres
x
t
 306-2 
 7,954,843 
 10,468,000 
10,377,442 
10,239,066 
10,525,301 
10,342,214 
Quantity of raw materials from recycling
x
t
 306-2 
 4,101,701 
 4,707,664 
3,948,011 
4,270,061 
4,393,498 
4,148,511 
COMPOSTING ACTIVITIES
Number of composting facilities
Nb
 102-7 
 127 
121
107 
104 
101 
104 
Incoming tonnage
t
 306-2 
 2,041,291 
1,786,805
2,222,970 
2,241,462 
2,005,261 
1,730,174 
Tonnage of compost produced
t
 306-2 
 916,963 
853,797
792,079 
858,840 
832,005 
937,386 
Tonnage of sewage sludge treated for material recovery
t
 306-2 
 513,281 
120,413
121,888 
206,512 
180,659 
187,136 
NON HAZARDOUS WASTE THERMAL TREATMENT ACTIVITIES
Number of urban waste incineration plants
Nb
 102-7 
 44 
45
40 
45 
47 
47 
Tonnage of waste incinerated
t
 306-2 
 6,762,114 
 6,975,291 
7,049,368 
8,011,435 
8,312,144 
8,217,480 
SOx emissions
x
t
 305-7 
 344 
398
422 
471 
428 
479 
NOx emissions
x
t
 305-7 
 4,126 
4,342
4,378 
4,979 
5,303 
5,410 
Mercury emissions
t
 305-7 
0.277
0.245 
0.225 
0.209
0.448
0,132
Dust emissions
t
 305-7 
 56
 52.16 
 57.02 
 49.86 
 51.78 
 54.95 
Verification by the Statutory Auditors
Unit
GRI Standards
2014
2015
2016
2017
2018
2019
SECTION
Limited 
assurance
Reasonable 
assurance

58
Quantity of air pollution control residues produced
t
 306-2 
 207,920 
216,373
212,177 
240,256 
241,026 
331,961 
Percentage of bottom ash recovered
x
%
 306-2 
 84 
88
77 
76 
88 
93 
Quantity of electrical energy generated
xx
MWhe
 302-1 
 2,789,228 
 3,066,185 
 3,179,385 
 3,586,740 
 3,784,149 
3,626,194 
Quantity of thermal energy sold
xx
MWhth
 302-1
 1,971,686 
 2,360,104 
 2,330,205 
 2,541,819 
 2,990,877 
 3,832,710 
NON HAZARDOUS WASTE STORAGE ACTIVITIES
Number of landfill waste facilities (K1+K2+K3)
Nb
 102-7 
 130 
 129 
131 
120 
118 
118 
Number of closed landfill waste facilities (K1+K2+K3)
Nb
 102-7 
 - 
 - 
-
240 
244 
254 
Tonnage entering non-hazardous waste landfill sites
t
 306-2 
 16,315,366 
 15,349,521 
16,682,739 
16,178,996 
18,009,149 
18,212,220 
Volume of leachates treated
m3
 102-7 
 3,490,151 
 3,131,519 
3,320,796 
3,556,899 
5,274,881 
4,777,964 
Percentage of waste stored in landfills equipped with a biogas collection and treatment system
%
 306-2 
 82 
 95 
93
91
99
98
Volume of methane collected and treated
Nm3
 302-5 
 98,026,777 
 92,669,433 
93,404,319 
54,686,746 
112,219,344 
143,272,624 
Volume of methane recovered as energy
Nm3
 302-5 
 310,873,507 
 300,295,045 
309,125,052 
263,310,999 
340,421,661 
338,145,571 
Quantity of electricity produced from biogas
xx
Mwhe
 302-1 
 919,427 
 865,871 
879,788 
734,885,
986,592 
927,240 
ACTIVITIES RELATING TO THE TREATMENT OF HAZARDOUS WASTE
Number of hazardous waste incinerators 
Nb
 102-7 
 9 
 9 
12 
12 
17 
15 
Number of hazardous waste platforms (pre-treatment and transfer)
Nb
 102-7 
 132 
 180 
158 
181 
101 
143 
Number of hazardous waste landfills (K1 landfills)
Nb
 102-7 
 17 
 17 
17 
16 
16 
23 
Number of medical waste treatment facilities
Nb
 102-7 
 5 
 5 
5 
6 
16 
18 
Hazardous waste treated – Total excluding contaminated soil
t
 306-2 
 2,319,303 
 2,330,365
2,193,955 
2,192,317 
2,331,533 
2,694,678 
*of which recovered in cement plants
t
 306-2 
 410,141 
 430,279 
261,336 
263,328 
257,976 
334,566 
*of which incinerated
t
 306-2 
 355,649 
 440,431 
385,023 
408,024 
467,145 
540,495 
Tonnage of soil treated / recovered
t
 306-2 
 1,361,477 
 1,413,555 
749,497 
1,227,280 
1,308,967 
2,188,474 
Quantity of alternative energy provided by recovery of waste in the form of fuels 
tep
 302-1 
 206,973 
 136,317 
71,004 
87,244 
81,558 
154,164 
Tonnage entering K1 landfills
t
 306-2 
 613,948 
 592,570 
669,796 
452,698 
460,082 
1,130,497 
ACTIVITIES RELATING TO ELECTRICAL AND ELECTRONIC EQUIPMENT WASTE
Number of sites treating end-of-life electrical and electronic equipment waste
Nb
 102-7 
9
10
9 
7 
9 
8 
Tonnage of end-of-life electrical and electronic waste treated by material recovery and recycling activities 
(dismantling and disassembly)
t
 306-2 
 27,583 
 68,325 
38,686 
39,607 
31,586 
33,525 
TOTAL
Total waste treated
 t 
 306-2 
 40,776,345 
 39,403,953 
41,411,826 
43,336,298 
45,220,584 
45,844,992 
% of products sold and of recycled or reused packaging
 % 
 301-3 
Verification by the Statutory Auditors
Unit
GRI Standards
2014
2015
2016
2017
2018
2019
SECTION
Limited 
assurance
Reasonable 
assurance

59
SECTION
Verification by the Statutory 
Auditors
GRI 
Standards
Absolute value
Relative value
Limited 
assurance
Reasonable 
assurance
2014
2015
2016
2017
2018
2019
2014
2015
2016
2017
2018
2019
WORKFORCE BREAKDOWN BY DIVISION
102-7
Water Europe
102-7
24,161
24,206
25,211
 24,917 
24,796
24,371
29.5%
29.3%
30%
28.1%
27.9%
27.3%
Waste Europe
102-7
35,558
35,544
34,777
 30,112 
29,676
30,177
43.5%
43.1%
41.4%
34%
33.4%
33.8%
International
102-7
20,462
21,047
22,193
 22,340 
22,059
21,967
25%
25.5%
26.4%
25.2%
24.8%
24.6%
WTS
102-7
 - 
 - 
 - 
 9,405 
10,378
10,902
0.0%
0.0%
0.0%
10.6%
11.7%
12.2%
Consulting
102-8
828
779
760
 765 
935
979
1%
0.9%
0.9%
0.9%
1.1%
1.1%
Central services
102-7
809
960
980
 1,037 
931
956
1%
1.2%
1.2%
1.2%
1%
1.1%
Total 
xx
102-7
81,818
82,536
83,921
 88,576 
88,775
89,352
100%
100%
100%
100%
100%
100%
WORKFORCE BREAKDOWN BY GEOGRAPHICAL REGION 
102-7
France
102-7
 33,125 
32,969
32,864
 31,249 
30,842
30,114
40.9%
39.9%
39.2%
35.3%
34.8%
33.70%
Europe (excluding France)
102-7
 29,554 
30,566
28,200
 28,012 
30,096
30,968
36.5%
37%
33.6%
31.6%
34%
34.70%
North America
102-7
 3,390 
3,650
4,264
 11,183 
7,918
8,319
4.2%
4.4%
5.1%
12.6%
8.9%
9.30%
South America
102-7
 395 
459
3,102
 3,757 
4,543
4,708
0.5%
0.6%
3.7%
4.2%
5.1%
5.30%
Africa / Middle East
102-7
 8,830 
8,938
8,972
 8,555 
7,639
6,759
10.9%
10.8%
10.7%
9.7%
8.6%
7.50%
Asia / Oceania
102-7
 5,696 
5,954
6,519
 5,820 
7,737
8,484
7%
7.2%
7.8%
6.5%
8.6%
9.50%
Total
xx
102-7
80,990
82,536
83,921
 88,576 
88,775
89,352
100%
100%
100%
100%
100%
100%
WORKFORCE BREAKDOWN BY AGE GROUP (PERMANENT EMPLOYEES) 
405-1
Under 25
x
405-1
2.3%
2.2%
2.2%
2.3%
2.4%
2.40%
25-29
x
405-1
8.3%
8.3%
8%
7.9%
7.8%
7.60%
30-34
x
405-1
12.5%
12.5%
12.3%
12%
11.8%
11.90%
35-39
x
405-1
13.7%
13.8%
14.2%
14.2%
14.2%
14.00%
40-44
x
405-1
16.1%
15.7%
15.4%
14.8%
14.6%
14.30%
45-49
x
405-1
16.4%
16.2%
15.9%
15.7%
15.6%
15.40%
50-54
x
405-1
15.3%
15.4%
15.7%
15.3%
15.2%
15.00%
55-59
x
405-1
11%
11.4%
11.6%
12.2%
12.7%
13.10%
60-64
x
405-1
3.8%
3.9%
4%
4.7%
4.7%
5.20%
65 and over
x
405-1
0.6%
0.6%
0.7%
0.9%
1%
1.10%
WORKFORCE BREAKDOWN BY GENDER
405-1
Men
xx
405-1
 64,671 
65,699
66,645
 69,872 
69,422
69,509
79.9%
79.6%
79.4%
78.9%
78.2%
77.8%
Women
xx
405-1
 16,319 
16,837
17,276
 18,704 
19,353
19,843
20.1%
20.4%
20.6%
21.1%
21.8%
22.2%
Total 
xx
405-1
80,990
82,536
83,921
 88,576 
88,775
89,352
100%
100%
100%
100%
100%
100%
WORKFORCE BREAKDOWN BY SOCIOPROFESSIONAL CATEGORY AND BY GENDER
405-1
Executives and managers
xx
405-1
 12,077 
12,586
12,918
 13,868 
16,805
 17,615 
14.9 %
15.2%
15.4%
15.7%
18.9%
19.70%
Men
xx
405-1
 8,741 
9,033
9,289
 10,066 
12,162
 12,655  
Women
xx
405-1
 3,336 
3,553
3,629
 3,802 
4,643
 4,960  
SOCIAL INDICATORS

60
SECTION
Verification by the Statutory 
Auditors
GRI 
Standards
Absolute value
Relative value
Limited 
assurance
Reasonable 
assurance
2014
2015
2016
2017
2018
2019
2014
2015
2016
2017
2018
2019
Senior technicians and supervisors
xx
405-1
 17,112 
17,721
18,545
 21,732 
19,783
 20,215  
21.1%
21.5%
22.1%
24.5%
22.3%
22.60%
Men
xx
405-1
 11,010 
11,437
11,954
 14,418 
12,726
 12,942  
Women
xx
405-1
 6,102 
6,284
6,591
 7,314 
7,057
 7,273  
Workers, office staff and technicians
xx
405-1
 51,801 
52,229
52,458
 52,976 
52,187
 51,522  
64%
63.3%
62.5%
59.8%
58.8%
57.70%
Men
xx
405-1
 44,920 
45,220
45,402
 45,388 
44, 573
 43,912  
Women
xx
405-1
 6,881 
7,009
7,056
 7,588 
7, 614
 7,610  
Total 
xx
405-1
80,990
82,536
83,921
 88,576 
88, 775
 89,352 
100%
100%
100%
100%
100%
100%
WORKFORCE BREAKDOWN BY TYPE OF CONTRACT AND BY GENDER
102-8
Permanent contracts
x
102-8
75,364
75,933
76,738
 81,612 
81,307
 81,689   
93.1%
92%
91.4%
92.1%
91.6%
91.40%
Men
x
102-8
60 536
60,801
61,259
 64,698 
63,979
 63,929  
Women
x
102-8
14,828
15,094
15,479
 16,914 
17,328
 17,760  
Other contracts
x
102-8
5,626
6,603
7,183
 6,964 
7,468
 7,663  
6.9%
8%
8.6%
7.9%
8.4%
8.60%
Men
x
102-8
4,135
4,000
5,386
 5,174 
5,482
 5,493  
Women
x
102-8
1,491
1,288
1,797
 1,790 
1,986
 1,593  
Total
x
102-8
80,990
82,536
83,921
 88,576 
88,775
 89,352  
100%
100%
100%
100%
100%
100%
DISABLED EMPLOYEES AS A PERCENTAGE OF THE WORKFORCE
405-1
Percentage of disabled employees compared  
with the total headcount at year-end
405-1
1.8%
1.8%
1.8%
1.6%
1.8%
1.7%
EMPLOYMENT
401-1
Turnover (1)
x
401-1
6.5%
5.6%
6.3%
7.3%
7.5%
7.60%
Voluntary turnover (2)
xx
401-1
3.1%
3%
3.3%
4.2%
4.8%
5%
Hiring rate (3)
x
401-1
19%
20.5%
19.0%
19.3%
21%
19.50%
Percentage of employees hired on permanent contracts (4)
x
401-1
44.7%
42.3%
37.5%
40.4%
45.1%
47.50%
HIRING 
401-1
Number of people hired externally on permanent contracts
x
401-1
 6,890 
7,112
6,024
 6,526 
8,424
8,221 
Number of people hired externally on fixed-term contracts
x
401-1
 8,535 
 9,718
10,041
 9,641 
10,239
9,075
Total
x
401-1
15,425
16,830
16,065
 16,167 
18,663
17,296
WORKING CONDITIONS
403-10
Absenteeism rate (days of absence/employee) (5)
x
403-10
11.5
11.4
11.8
11.6
11.7
12.3
Rate of overtime(6)
x
403-9
4.1%
4.1%
3.9%
4.2%
4.4%
4.50%

61
Conception: SUEZ Engagement and Communications Department
Text: SUEZ Sustainable Development Department
Design and production: bearideas
Photo credits: SUEZ Photo Library - Unsplash - Getty images
www.suez.com / @SUEZ
SECTION
Verification by the Statutory 
Auditors
GRI 
Standards
Absolute value
Relative value
Limited 
assurance
Reasonable 
assurance
2014
2015
2016
2017
2018
2019
2014
2015
2016
2017
2018
2019
SAFETY IN THE WORKPLACE
403-9
Recognised occupational illnesses
x
403-10
53
76
96
 52 
79
99
Number of fatal accidents (employees)
x
403-9
4
2
6
 4 
4
 2  
Frequency rate (7)
xx
403-9
11
10.05
9.03
8.54
8.15
6.94
Severity rate (8)
xx
403-9
0.54
0.53
0.54
0.48
0.41
0.39
Frequency rate (7) (9) (sub-contractors)
403-9
7.29
4.57
3.69
1.26
2.96
TRAINING
404-1
Annual number of training hours per individual trained
xx
404-1
25
25
25.20
23.30
25.30
26.4
Average training expenses per individual trained
x
404-1
504
478
504
447
449
419
Percentage of the workforce trained
xx
404-1
66.5%
69.4%
67.5%
67.2%
69.3%
69.40%
BREAKDOWN OF TRAINED WORKFORCE BY GENDER 
404-1
Men
404-1
42,779
 45,652  
 44,977  
 44,939  
 48,402  
48,885
79.1%
79.7%
79.4%
79.9%
78.8%
78.90%
Women
404-1
11,271
 11,628  
 11,669  
 11,331  
 13,051  
 13,128  
20.9%
20.3%
20.6%
20.1%
21.2%
21.10%
Total
x
404-1
54,050
 57,280  
 56,647  
 56,270  
 61,453  
62,013
100%
100%
100%
100%
100%
100%
BREAKDOWN OF TRAINED WORKFORCE BY SOCIO-PROFESSIONAL CATEGORY 
404-1
Executives and managers
404-1
9,083
9,544
9,789
 9,517 
12,482 
11,969
16.8%
16.8%
17.1%
16.9%
20.3%
19.3%
Senior technicians and supervisors
404-1
12,525
12,997
12,967
 13,732 
14,216
13,993
23.2%
22.8%
22.7%
24.4%
23.1%
22.56%
Workers, office staff and technicians
404-1
32,442
34,418
34,423
 33,021 
34,755
36,053
60%
60.4%
60.2%
58.7%
56.6%
58.14%
Total
x
404-1
54,050
56,959
57,179
 56,270 
61,453
62,013
100%
100%
100%
100%
100%
100%
BREAKDOWN OF TRAINING HOURS BY TOPIC
404-2
Operational training
x
404-2
29%
27.9%
27.4%
29.3%
24.20%
20%
Quality, environment and safety
x
404-2
36.7%
35.4%
35.4%
36.0%
41.40%
44.40%
Languages
x
404-2
6.4%
7%
6.3%
7.6%
3.90%
4.10%
Others
x
404-2
27.8%
29.7%
30.9%
27.1%
30.50%
31.50%
(1) Turnover: number of redundancies and resignations/average workforce
(2) Voluntary turnover: number of resignations/average workforce
(3) Hiring rate: number of employees recruited on fi xed-term and permanent contracts/average workforce
(4) Percentage of employees hired on permanent contracts: number of employees hired on permanent 
contracts/number of employees hired on permanent and fi xed-term contracts
(5) Based on a theoretical working day of 8 hours
(6) Rate of overtime hours: number of overtime hours/number of hours worked
(7) Frequency rate: number of lost time accidents x 1,000,000/number of hours worked
(8) Severity rate: number of days compensated x 1,000/number of hours worked
(9) Treatment Infrastructures scope

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