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I am deeply honoured to have been chosen by the Board of Directors to succeed GĂ©rard Mestrallet, to whom I pay tribute. His dependable confidence, renewed every year, has made it possible to transform SUEZ in ten years from a Group focused on water, sanitation and waste collection services into a leader in sustainable resource management under a single brand that catalyses the values of the company and its employees.

The imperative of positioning our activities and our business model within a circular economy approach has spurred this transformation. Today, we generate 7.6 TWh of renewable energy from waste; we bring 4.4 million tonnes of secondary raw materials to market; we produce 2.6 billion m3 of alternative water; and we create marketplaces to bring the producers and users of waste closer together.

The resource revolution has become our employees daily life, in that it is now the primary expectation of local authorities and industrial companies keen to manage the risks of natural resource depletion. To meet this challenge, we are enriching our range of solutions. The acquisition of GE Water widened our services for industrial customers. I am delighted to announce its successful integration into our new Water Technologies & Solutions (WTS) division and its excellent results: with organic revenue growth of +6.7% in 2018, WTS is a unique platform in a fast-growing industrial water market.

The Group s transformation, driven by 17 sustainable development commitments, is a clear illustration of the contribution made by SUEZ to many broader public policy challenges, including the fight against climate change: in 2018, our circular economy solutions helped to reduce our customers carbon footprint, while our commitment to cut our own greenhouse gas emissions by 30% by 2030 made SUEZ the first company in the environmental services sector to be recognised by the Science Based Targets initiative.

Over the last ten years, the vision of what constitutes a company s performance has also been transformed: it must be both financial and extra-financial, as illustrated, for the third consecutive year, in the results of the 2018 Integrated Report. This is why, for the first time in its history, SUEZ has decided to index part of its credit costs to the environmental and social indicators of its Sustainable Development Roadmap.

My colleagues on the Board and I wish to reinforce this strategy of sustainable, responsible growth.

I will pay close attention to both the Group s financial performance and its social and environmental performance.

Positioning our activities within a circular economy approach has spurred SUEZ s transformation