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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.
MATERIALITY ANALYSIS AND REPUTATION
APPENDICES
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
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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
rs
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
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
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