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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.



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 large consultation with internal and external stakeholders to complete a materiality study with nearly 5,000 people in 49 countries. In line with the integrated risk management system (chapter 4.2), this study prioritized the Group s non- financial risks, and particularly:

► four priority macro- challenges: be a collaborative, open and responsible company; be the leader in the low- carbon and circular economy; support customers environmental transition with concrete solutions; contribute to the common good;

► 17 key commitments to assist in these macro- challenges.

These commitments constitute the backbone of the 2017- 2021 Sustainable Development Roadmap. Replacing the commitments from 2008- 2012 and 2012- 2016, this Roadmap fulfills two functions:

► to act as a lever for the Group s transformation and as a tool for management control: the 17 measurable commitments with specific deadlines contain action plans to reach the objectives by 2021;

► to contribute to the Sustainable Development Goals (SDG) as defined by the United Nations in 2015. Representing a common language with its customers and all stakeholders, the UN agenda is a valuable framework for SUEZ in developing and managing its strategy.

Non-Financial Performance Statement   Group environmental, corporate and social responsibility policy Overview of activities

6.8.2 Main non- financial challenges related to the Group s business activities


104 | Reference Document 2018

The 2017- 2021 Sustainable Development Roadmap was approved by the SUEZ Management Committee in December 2016, reviewed by the Ethics and Sustainable Development Committee meeting held on February 23, 2017, presented in full to the Board of Directors on February 28, 2017, then at the Group Shareholders Meeting held on May 10, 2017, and finally at the Board of Directors Strategy Seminar held on November 2 and 3, 2017. The Roadmap has also been presented and was specifically discussed with staff representative bodies within the Secretariat of the European Works

Council. Rolled out in all the Group s Business Units, it involves all of its business activities around the world and supports the Resource Revolution.

As with the previous Roadmaps, the commitments contain key results or progress indicators. A report on their progress is published annually in the Group s Integrated Report, verified by an independent third party and presented annually to the Board of Directors Ethics and Sustainable Development Committee.

SUEZ 2015 materiality matrix

4,913 respondents in 49 countries

Impact for SUEZ

Im po

rt an

ce fo

r st

ak eh

ol de


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 developmentSocial 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 wastewaterDialogue with


Economy Environment Governance Innovation Products and services Human Ressources Company

Air pollution

Greenhouse gas emissions


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




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