Teams committed to providing essential services

Visit to the CIRSEE

The two groups agreed that a new SUEZ would be

created

took in response to the pandemic were com- bined with the actions already in progress to improve operational performance, and bore fruit more quickly and abundantly than ex- pected. Our sales teams have continued to achieve success in Europe and across the world, with contracts incorporating an in- creasing number of services with high digital and technological content. This is the case in Tashkent, Uzbekistan, for example, where the Group will be able to deploy its expertise and smart solutions to modernise and improve water and sanitation services for 3.5 million residents.

P.V: The crisis acted as an accelerator for the SUEZ 2030 plan, which is fully aligned with the environmental targets restated by governments in most regions of the world in response to the crisis, like the European Union with its Green Deal. This acceleration has been felt in every dimension of the strategy: our performance plan has increased our profitability and generated additional cash flow, reducing our debt. The asset rotation programme has continued at the planned pace and enabled us to begin reinvesting in strategic priorities to fuel our growth by consolidating our positions in China, for example. We also strengthened the Board with three new independent directors, who bring exceptional international experience in financial investment, advanced technology and industrial development.

The year was also marked by the Veolia takeover bid. After many months of negotiations, what are the conclusions?

P.V: Veolia s initial offer did not set a fair price that would satisfy all SUEZ s stakeholders. This is why we sought to improve it in order to find a satisfactory solution for SUEZ s employees, customers and shareholders. Finally, we reached an agreement on 14 May 2021 that recognises SUEZ s value. It was essential for the SUEZ Board of Directors to ensure the company was fairly valued for its shareholders and that all the Group s commitments to its customers would be respected. The agreement also clearly defines concrete safeguards for employees.

B.C: The two groups agreed that a new SUEZ would be created, consisting of assets that will form a coherent and sustainable group from an industrial and social standpoint, with real growth potential in regions where the need for our services is immense (including Africa, India and China) and revenue of around 7 billion. Veolia will also reiterate its social commitments for a period of four years after the signature of the offer. To ensure the integration and diversity of its teams, the Group is committed to taking particular care in choosing the management teams at headquarters and in each country. This agreement in principle offers every promise of a global solution that will provide prospects and essential employment guarantees to all our collaborators.

What impact has Covid-19 had on your business and your strategy?

B.C: Firstly, the crisis shone a spotlight on our activities, which are too little known despite being essential to the proper functioning of our societies, the health of our populations and the preservation of their quality of life. Our teams were recognised for their vital role. Then the crisis strengthened our convictions, which we enshrined in our corporate purpose in 2020. SUEZ has been helping people con- stantly improve their quality of life by protect- ing their health and supporting economic growth for over 160 years. The crisis also confirmed our SUEZ 2030 strategy launched in autumn 2019, which emphasises a more agile and innovative company that continuously strives to forge closer customer relationships. In financial terms, the solid 2020 results and strong prospects for 2021 despite the situation underline the creation of value launched by the SUEZ 2030 strategic plan. The steps we

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