2020 - suez-na.com

2020 north america

sustainable development

report

1B2020 sustainability report

a word from Nadine Leslie, CEOSUEZ North America

2020 sustainability report

1B2020 sustainability report

It is such a simple yet grand statement that the Brundtland Commission provided to the United Nations to define sustainable development:

“Development that meets the needs of the present without compromising the ability of future generations to meet their own needs.”

While the definition is simple and elegant, it hardly communicates the difficulty associated with the steps required to achieve this collective goal. In fact, when you look at the last two decades in particular, it is more difficult than ever imagined especially since economic growth has mostly come at the expense of the environment.

With the Biden Administration’s recommitment to the Paris Agreement in April of 2021, the United States has pledged to significantly cut carbon emissions by the year 2030. SUEZ North America pledges to reduce carbon emissions by 45% by 2030 to align with the United States commitment and to lead the industry in the fight against climate change.

This is part of our carefully planned strategy to embrace Sustainable Development. That means using resources more efficiently, with utmost consideration of both immediate and long-term benefits for the communities and people we serve.

Now, as we embark on a new decade, SUEZ North America is focused on rolling out a more ambitious roadmap for 2021-2030; one that fully aligns with the Paris Agreement and guarantees a more sustainable and ethical future. We fully believe that a sustainable society must be socially responsible, focusing on environmental protection in concert with our human and natural systems.

I am proud to present this report, which highlights the main achievements of our team in 2020, inspired by our 2017-2021 Sustainability Roadmap. SUEZ North America has seen major improvements in Diversity & Inclusion, Health & Safety, resource preservation and energy and waste reduction. Every day, SUEZ North America collaborates with our customers to deliver sustainable solutions that solve serious problems. Our commitment to our customers and the environment is essential to our success.

As you continue reading, you will see how SUEZ North America:

• Increased employee engagement and improved employee sentiment through structured focus groups and targeted surveys

• Reduced water usage by 86% over 3 years in Nassau County, New York, by using Ultraviolet technology to treat and reuse effluent

• Reduced the amount of sewage by five tons a day and reclaimed more than 250 billion gallons of water to date in drought-prone Southern California

• Promoted biodiversity and ecosystem services by protecting the oyster population in Norwalk, CT

And many more examples!

We look forward to helping you implement tailored, sustainable solutions within your operations. In the meantime, please enjoy reading about our sustainability journey so far. We hope you join us soon!

Thank you,


https://www.suez.com/en/who-we-are/a-committed-group/our-2017-2021-road-map


about SUEZ North America

2 2020 sustainability report


Based on 2020 data.


3,000

employees

15 regulated water

utilities

67 public-private partnerships

$$1.1

billion in revenue

160,000 tons of waste recycled

6.7 million people served

by water & wastewater operations6,000

asset management

contracts


contents

COVID-19 Response

p.32

priority1: be a collaborative, open and responsible company

commitment 1: promoting diversity and well-being in the workplace commitment 2: acting to ensure health and safety in the workplace commitment 3: fostering collaborative and working partnerships commitment 4: mastering the stakes linked to globalization

commitment 9: putting forward 100% sustainable solutions commitment 10: accelerating the digital revolution in water & waste solutions for agriculture, industry, cities & citizens commitment 11: innovating to develop decentralized or modular solutions for the territories of the planet commitment 12: sustaining trust by reinforcing the means for inclusive governance

priority 3: support with concrete solutions the environmental transition of our clients

p.20


p.6

4


p.32 Charitable Contributions/Outreach

p. 36

priority 2: be the leader of the circular and low-carbon economy

p.12

commitment 5: adhering to a global target of 2 degrees by mitigating causes of climate change commitment 6: adapting to the causes of climate change on water commitment 7: promoting material recycling, recovery and reuse commitment 8: developing climate responsible models

priority 4: contribute to the common good

p.26

commitment 13: acting for the health of the environment and the protection of the oceans commitment 14: promoting biodiversity and ecosystem services commitment 15: advancing access to essential services commitment 16: contributing to local development and territorial attractiveness commitment 17: strengthening sustainable development implementation with the SUEZ WAY

2020 sustainability report 5



priority 1: be a collaborative,

open and responsible company



commitment onepromoting diversity and well-being in the workplaceUnderstanding Employee Needs through Focus Groups

Few can remember, let alone have experienced, a period of such incredible community activism and demand for justice than what occurred during the summer of 2020. SUEZ felt it was not only necessary, but also imperative, to take action. Following the events of the summer, SUEZ’ Diversity & Inclusion council teamed up with the Human Resources Leadership Team to provide employees with a safe space to discuss and navigate the tumultuous climate that was currently surrounding North America.

The best way to understand employee needs is by creating an environment that encourages open communication and by exhibiting a willingness to listen. SUEZ decided to hold a series of focus groups to better understand employee experiences and concerns. After undergoing intensive training, the Human Resources Leadership Team was equipped to facilitate effective discussions surrounding difficult conversations.

The focus groups were conducted in tandem with anonymous surveys for employees who could not participate in the live discussion. After gathering feedback from 80 total participants and conducting five sessions of focus groups, the Diversity & Inclusion council evaluated the results to identify recurring themes, common concerns, and shared experiences.

The results of the survey were insightful and enabled the Diversity & Inclusion council to build its 2021 strategic plan based off the feedback from SUEZ employees. The results were used to design new training and provide new resources that could be used to educate SUEZ employees during 2021. Not only was the study important to acknowledge the immediate needs of employees, but it also helps to prioritize a conversation that has been long overdue in the United States. The Diversity & Inclusion Council knows that there is still so much work to be done, but they are optimistic about what can be accomplished in partnership with our employees.

Employee Composition

21%

female all levels(unchanged from 2019)

23.3%

female manager level(up from 22.7% in 2019)

17.5%

people of color all levels(unchanged from 2019)

13.9% people of color manager level

(up from 12.2% in 2019)

12%

under 30 years old

47%

over 30 years old

41%

50 years and above


Over the course of 2020, SUEZ North America found an increased need for promoting safety both at home and at work. Our Burbank team launched a small project to emphasize that safety extends beyond the workplace.

Families are a big part of why our employees come to work every day. Being safe at work means you get to go home and continue to be there for your loved ones. That’s why the Burbank team encouraged participation from our employees and their children, nieces, nephews, adult children, parents and loved ones to put together a project-wide 2021 Safety First calendar.

Family members of the Burbank staff submitted original drawings that illustrate health and safety best practices. The campaign received 21 entries and 12 entries were selected by the Safety Committee to be included in the calendar. The calendar was published and circulated to the Burbank Project employees.

Burbank is committed to making Safety Always their top priority. The calendar ultimately improves safety through best practices sharing and employee engagement. Safety is a personal choice, the Safety First calendar is a unique opportunity to engage and support this choice. Increased safety awareness and a culture of open communication can prevent an injury before it happens. The health and safety of our employees is paramount to the overall success of SUEZ North America. That’s why we are strongly committed to zero injuries and ensuring that the people who contribute to SUEZ are safe everywhere, at all times.

commitment twoacting to ensure health and safety in the workplace Burbank Safety First Calendar, Making Safety Personal

SUEZ North America Safety Performance

Safety First Calendar

2%Reduction

In Recordable Injuries

36%Reduction

In Injury Frequency Rates

40%Reduction

In Injury Severity Rates


commitment threefostering collaborative and working partnerships Collaboration Across Digital Barriers

Fostering collaborative and working partnerships is the foundation of our business model. As a producer of collective intelligence and innovation, SUEZ North America is committed to developing a culture that provides the best solutions to our clients. Although 2020 posed unprecedented challenges, SUEZ North America’s commitment to its customers remained unwavering. In fact, the increased challenge of COVID-19 encouraged better collaboration and resulted in stronger partnerships, even with our newest clients.

In July 2020 we began a new partnership to operate and manage the Weir River Water System in Hingham, MA. This procurement, similar in nature to 2020 itself, was unlike any other. Another provider had owned the system’s assets for years; the Town had recently purchased their assets back and now owned their water system for the first time since 1879. Hingham was in search of a reputable provider to operate and maintain its water treatment and distribution assets. SUEZ was awarded the contract but offered much more value than your typical O&M service provider.

Our team consisted of a dedicated and diverse selection of SUEZ North America experts. With a brief five-week mobilization period prior to Commencement Date, the goal was simple: prepare and facilitate the smooth transition of operation and maintenance activities for the new contract and support the newly formed organization. The Town of Hingham leadership requested our assistance in creating both their brand and all customer communication materials – much more than our typical startup scope.

The challenges were unique to the nature of the contract; access to site data and documents were limited, delays from negotiations between the Town of Hingham and the previous provider and COVID-19 added more constraints with travel restrictions, limiting the number of people gathering, etc.

Within five short weeks, the outcomes were priceless. The Hingham team successfully transitioned the ownership of the system while maintaining operations without a single setback. A new brand identity was created and launched to the community through an education campaign. The local teams were completely integrated into the SUEZ North America workforce. The water plant and distribution system were fully operational on Day One and within a few weeks all systems were implemented (e.g. Hach WIMS, Intelex, CMMS), several procedures, plans, manuals were developed and implemented,and transition obligations and deliverables were met in a timely and efficient manner to the City of Hingham’s satisfaction.

To celebrate, we proudly held a digital Day One Ceremony with our client and external stakeholders, our mobilization team and newly on-boarded SUEZ local operational teams. This event was appreciated by the Town of Hingham who stated this was clearly innovative and showed resilience in the COVID-19 context. While the contract startup was unique, the above and beyond typical work the North America team delivered has been highly appreciated by the new Weir River Water System, strengthening our reputation even more.

Project Scope WATER TREATMENT

7.7 MGD with 1 Facility

WATER DISTRIBUTION~ 192 Miles of Network

CUSTOMER SERVICE18 Employees

Serving 35,000 residents


commitment fourmastering the stakes linked to globalization Cybersecurity Awareness is Essential to our Business


We have seen that the internet and cyberspace play an essential and positive role in shaping the global economy. As SUEZ North America expands its services and reach, the increased need for cybersecurity awareness is imperative.

With the present acceleration of the digitization of global enterprises, supported by the quick adoption of evolving technologies and the increased access to information, the threat of cybercrime to global organizations has never been more imminent. SUEZ North America knows access to secure and accurate information is indispensable in conducting business. Yet, significant threats of data disruptions from cybercriminals—facilitated by mobility and global openness requirements—now require a more stringent approach to information security than ever before.

In 2017, SUEZ North America launched a company-wide cybersecurity training program to better equip our employees to identify and handle any potential breaches. Cybersecurity training is as much of a benefit to all of us personally as it is to SUEZ. The most frequent and harmful breaches to information security have occurred by taking advantage of an authorized network user.

Since its launch date, the Cybersecurity Awareness campaign has been an incredible success. 2020 was a record year for cybersecurity awareness training participation. SUEZ North America launched 28,691 training assignments seeing a 71% completion rate across 2,858 active users. Topics covered through the program include SIM card hacking, business email compromises, email attachment threats, 401k frauds and more.

Our employees are committed to creating the safest environment for our business; this commitment extends to the workplace, at home and into cyberspace. Our cybersecurity training program grows every year and we look forward to even greater adoption in years to come.


priority 2: be the leader of the circular and low-carbon economy



commitment fiveadhering to a global target of 2 degrees by mitigating causes of climate change


NO-DES TRUCK

General Direction ofDistribution System Flow

General Direction ofDistribution System Flow

Direction of NO-DESCirculating Flow

NO-DES Filtration Truck

NO-DES Trailer Unit, pictured above



NO-DES Filtration Truck

Our New Jersey operations faced a weighty problem: How could it simultaneously increase customer satisfaction, save money, and protect the environment? Improving the SUEZ vehicle fleet has been an ongoing project that has seen much success. In 2020, our Utility Division purchased a NO-DES Water Conservation truck for our Hackensack, NJ location. NO-DES stands for Neutral Output Discharge Elimination System and it is a distribution system flushing method that prevents wasting water. The truck offers many benefits including improved water quality, reduced costs, minimized water loss, and reduced energy consumption. Why do we need to flush water distribution systems? Understanding the problem is imperative in order to understand the impact of the new truck. We flush water distribution systems to scour deposits and sediments from the pipes to improve water quality. There are several solutions to this problem. One solution is Conventional Flushing, which involves open hydrants without isolating the pipe segments flushed from the rest of the system. This method results in high water loss, does not guarantee adequate velocities for effective sediment removal and may risk a pressure drop. Another solution is Unidirectional Flushing, which isolates pipe segments flushed through the closure of valves and opening of strategic hydrants. This method requires additional planning with the creation of a hydraulic model to theoretically ensure adequate flushing velocities and pressures; it is thus more effective but still risks wasting water. Enter the NO-DES truck.

The NO-DES truck can effectively flush the system without wasting water because of its unique design. The truck is connected to two fire hydrants using water transfer hoses, creating an above-ground loop. It pumps the water through the loop at high velocity, scouring and removing debris and biofilm from the pipes, filters the water down to one micron and re-circulates the filtered water inside the distribution system.

Since the NO-DES truck purchase in March 2020, SUEZ has flushed 6.4 million gallons over 105 miles while wasting no water, and has noted a 3.7% reduction in turbidity.

Improving our New Jersey Fleet with NO-DES Filtration Trucks


commitment sixadapting to the causes of climate change on water Water Reuse System at Cedar Creek

Water Reuse System

2018 64,284,480 GALLONS

2019 189,696,165 GALLONS

2020 26,438,965 GALLONS

Reducing Water Usage by 86% in 3 years


In November 2017, SUEZ installed a water reuse system using Ultraviolet (UV) technology to further treat and reuse effluent at the Bay Park Sewage Treatment Plant in East Rockaway, NY, adjacent to environmentally fragile wetlands. Serving one of the nation’s largest suburban regions, the system uses UV to treat plant effluent to a higher level and applies it as carrier water for bisulfate used during dechlorination. This project went into operation in February 2018, saving 26.3 million gallons of ground water per year, and $140,000 annually. However, this project was just the beginning of SUEZ’ larger water reuse plans for Nassau County’s 1.3 million residents.

In September of 2019, a larger reuse system at Cedar Creek Water Reclamation Facility in Wantagh, NY went online. The system treats plant effluent a second time using strainers to remove solids and UV to provide disinfection. The highly treated effluent is then used for various plant activities including gen-erator cooling and tank washing. The system, funded by SUEZ, cost roughly $1.1 million. This long-term cost-effective solution helps protect Long Island’s sole-source aquifer, which is under pressure due to population density, pollution, and salt water intrusion.

During the first 39 weeks of 2019, the Cedar Creek plant used an average of 4,464,254 gallons of water per week. During the same period in 2020, the plant used an average of 632,907 gallons of water per week. The system has reduced water usage by roughly 85%.

SUEZ is in the early stages of constructing a similar water reuse system at Bay Park which is being constructed in a manner to be used not only to maintain the facility but to also irrigate an adjacent county golf course in the future..


commitment sevenpromoting material recycling, recovery and reuse Edmonton Materials Recovery Facility

In April 2014, SUEZ began operating the Materials Recovery Facility (MRF) for the City of Edmonton, Alberta, Canada. The 64,000-square foot recycling plant—located at the Edmonton Waste Management Centre—is one of the largest recycling facilities in Canada. The facility is known as a “clean MRF,” only accepting recyclable commingled materials that have already been separated from other waste streams at the source from municipal solid waste. Recyclable materials are sorted to specifications as a secondary raw material, then compacted, baled and prepared for shipment to market. The plant is capable of processing approximately 45,000 tons of recycling-eligible items such as paper, cardboard, plastic and metal annually.

SUEZ operates the MRF and the Edmonton High Solids Anerobic Digestion Facility as part of an integrated waste management system which is unique in the world. Together, these facilities support the City’s goal to divert more than 60% of residential waste from landfills. SUEZ also operates a Biosolids Dewatering Facility on behalf of the City and their local utility, EPCOR. This facility is capable of dewatering over 10,000 dry tonnes of digested sludge derived from EPCOR’s sludge lagoons. The dewatered biosolids are used in agricultural land application.

Materials Recovery Facility



commitment eightdeveloping climate responsible models Smart SCADA Innovation Award 2020 WinnerDeploying software across the enterprise is straightforward, but making it work to deliver value is another story. Due to lack of training and knowledge integration, the SUEZ North America Utility Division identified that traditional SCADA systems do not genuinely transform the data. In order to leverage the technology’s full potential, our employee team built a smart and transformative platform equipped with a work environment that thoroughly supports operator work. Enabling smart utility, smart operation and SCADA crushed the information silos and transferred the information and knowledge in order to support decision making to improve overall operational efficiency and system performance.

As the digital transformation evolves, industry 4.0 is the current trend of automation and data exchange in manufacturing technologies. It will be intelligent, resourceful and self-dependent, and it requires accurate/reliable data and an intuitive SCADA and Automation system to securely support the advanced operation. Because the existing SCADA system and data center did not support those requirements, it was necessary to re-engineer and build an innovative SCADA system and data center in order to achieve a truly smart utility.

The goal of the smart SCADA project was to establish a basic set of SCADA standards and guidelines and an integrated platform that transforms data and operational experience to information, knowledge and actions, to optimize the work performance, improve operational efficiency and reduce energy consumption by:

• Improved utility performance and insight

• Intuitive and standardized SCADA interface to transform data to knowledge

• Improved cyber security by designing a data center that can be managed securely and remotely

• Reduced the operator training time from one year to six months or less

• Enabled real-time data interaction with production report, water quality, GIS and weather files

• Advanced training program by building a profound understanding of technical process that bridges the knowledge gap between new and senior operators



$

EnvironmentalProlonging asset life

Extending coating system minimizesenvironmental impact to air, water

and ground

EconomicCertainty that ongoing maintenanceand future renovations are funded.

All maintenance risk associated to the tank (major capital asset) is

transferred to the provider (SUEZ).

SocialMaintenaning the assets help deliverbest service to customers (no service

interuptions, no boil orders).Controlled operating costs do not

negatively impact water rates.

priority 3: support with concrete solutions

the environmental transition of our clients


commitment nineputting forward 100% sustainable solutions Naturally Sustainable Business Models


Our Advanced Solutions division’s Asset Management Program business model is a sustainable solution.The program allows municipal utilities to keep their assets in good working condition for the long-term, ultimately reducing operating costs and mitigating the effects of aging infrastructure.

Our Asset Management Program is a proactive and sustainable solution that yields environmental, economic and social benefits. The program is applicable to all assets; water treatment plants, tanks, pipelines, meter, and wastewater treatment plants.

How it works

Liftime warranty on coatings*

No change orders and unplanned expenditures

Predictable budget and cost-certainty with annual fee

Cost of initial rehabilitation can br spread-out if necessary

Single-source responsibility

Preventative MaintenanceYearly inspections, washouts or chemcial cleanings on year 1, year 2, year as per the plan

100% ofmaintenancerisk istransferred to SUEZ

Condition AssessmentTo find out the condition of the asset

Future RenovationYear N+1

*For as long as tank is in the program

Upfront RenovationAnd design of a preventativemaintanance schedule


commitment ten accelerating the digital revolution in water & waste solutions for agriculture, industry, cities & citizens Three Step Process Reduces Water Main BreaksReducing water main breaks and non-revenue water has been a major challenge and area of focus for SUEZ in North America. Water main breaks can occur after any high and fluctuating pressures within the distribution system, because of small underground leaks deteriorating over time, or from aging infrastructure. We have developed a three-step approach to reduce the number of water main breaks across our systems.

Preventative Maintenance: Advanced Pressure Monitoring and Management: SUEZ’ CALM Network

a. Identifies and reduces sources of pressure transients b. Highlights pressure management recommendations for long-term reduction of mechanical stress on the assets

Proactive: Advanced Leak Monitoring and Management Acoustic correlation a. High accuracy leak detection on water mains and service lines b. Monitors leaks growth rate

Long-term: Risk-based Condition Assessment and Rehabilitation Programming

a. Calculates likelihood and consequence of failure of each pipe b. Develops capital improvement plans with risk-based prioritized actions

Offering these solutions is essential to our customers’ success. Together, these steps reduce water loss, prevent water main breaks and extend the life of the assets. SUEZ in North America will continue to propose unique, innovative solutions to accelerate the digital revolution in water management for all our stakeholders.

8 Major Leaks

Detected

in 2018

57 Major Leaks

Detected

in 2019

74 Major Leaks

Detected

in 2020

2,432

Total

Sensors

123


commitment eleveninnovating to develop decentralized or modular solutions for the territories of the planetTailored Water Solves California Drought IssuesSince 1995, SUEZ and the West Basin Municipal Water District have been working together to preserve potable water supplies in drought-prone Southern California. The visionary recycled water program was designed to conserve the limited supply of drinking water in the South Bay region of Los Angeles, by tapping into the largest untapped waste category – wastewater.

By recycling treated wastewater that would have discharged into the Santa Monica Bay, the facility reduces the amount of sewage by five tons a day and has reclaimed more than 200 billion gallons of water to date.

SUEZ operates and maintains the 65.5 MGD Edward C. Little Water Recycling Facility (40 MGD Title 22 Water, 8 MGD boiler feed water, 17.5 MGD aquifer recharge water), an influent pump station, and three satellite advanced water treatment plants for the Chevron, PBF (formerly ExxonMobil) and Marathon oil refineries. These are among the biggest refineries on the West Coast. In 2020, the partnership between SUEZ and West Basin was renewed for another five years.

In total, these facilities produce five “fit-for-purpose” types of water:1. Barrier Water: Seawater intrusion into groundwater supplies remains a

threat due to the continuing population growth in California. To combat this, the ECLWRF can produce up to 17.5 MGD of Barrier Product water – water of equal or better quality than tap water – that is injected continuously throughout 153 strategically-placed wells to protect the West Coast Groundwater Basin from becoming saline. The program recently received approval to inject 100% recycled water for this purpose and is also moving towards indirect potable reuse.

2. Tertiary Water (Title 22) for a wide variety of industrial and irrigation uses.

3. Nitrified Water for industrial cooling towers of the oil refineries.

4. Single Pass Reverse Osmosis Water for refinery low pressure boiler feed water.

5. Ultra-Pure Reverse Osmosis Water (2nd Pass RO) for refinery high pressure boiler feed water.

The recurring droughts, demand exceeding local water sources, uncertain limitations of imported water supplies, and the need for an assured supply of water for local industries serve as main drivers for diversifying West Basin’s water portfolio. Together with SUEZ, West Basin continues to lead the way in securing this most vital resource.

23


commitment twelvesustaining trust by reinforcing the means for inclusive governanceAdvanced Solutions Customer Feedback Loop

Our Advanced Solutions Quality Assurance team inherited a customer feedback program that had been in place for several years. The program involved mailing postcards to customers for feedback and was limited to a nine-question survey that was generic and not very insightful. This program would only achieve a 2-3% engagement rate. In 2020, our Quality Assurance team decided it was time for a complete overhaul of our stakeholder engagement.

In order to expedite the process and to drive better insights, the team began using web-based surveys. The surveys allowed the team to ask more targeted questions which were project-specific. Although engagement improved, there was not enough data to make actionable inferences. Our Advanced Solutions division wanted to do more for our customers, and so the program continued to evolve.

80-90%Customer

Engagement

Since 2020

98% Customer

Satisfaction Rate

Since 2020


commitment twelvesustaining trust by reinforcing the means for inclusive governanceAdvanced Solutions Customer Feedback Loop

The head of Advanced Solutions Quality Assurance began to personally call clients in order to ask tailored questions and identify new areas to improve. With the head of Quality Assurance making the calls, ample preparation was done beforehand, making the call focused and effective. Often times, the conversation turns to discussing new opportunities that could even better support our clients.

Through the new stakeholder dialogue program, Advanced Solutions has seen 80-90% engagement from the start date in August 2020. Customers are excited about the new process and appreciate the personal touch to inclusive governance. Overall, the program shows we have 98% Customer Satisfaction in our Advanced Solutions division. We offer a stake in all our engagements and ensure total client satisfaction. Our job is to offer the customer the best possible service and this program allows us to do exactly that.



priority 4: contribute to the common good


SUEZ in North America seeks to protect the environment and oceans through all business processes and operations. In order to prevent Sanitary Sewer Overflows (SSOs) and thus the release of untreated wastewater into the environment, SUEZ installed six smart manhole covers in Bayonne, NJ in 2020. The installation of these covers has already prevented SSOs, including one on September 14, 2020: the crew was alarmed of a major sewage blockage that was then jetted before it escalated.

The dual sensors in the smart manhole covers measure water levels and send real-time information to a web platform. If the wastewater reaches dangerous levels, the standby crew is notified by email or text. The operators are then prepared to resolve the issue and prevent an SSO, and in turn reduce water pollution.

In 2020, 19 smart covers were installed in sewers prone to overflow across five operations and have already prevented several harmful SSOs.

commitment thirteenacting for the health of the environment and the protection of the oceans Reducing Pollution by Minimizing Sewer Overflows in Bayonne, NJ


SmartCover SSO Prevention

19 Units

Implemented

in 2020

Web Platform

Alarm Sent toStandby Crew

Work Order

High-PressureWater Jetting

SatelliteCommunication

LevelMeasurement

Email,Text Message


commitment fourteenpromoting biodiversity and ecosystem services Protecting the Norwalk, CT Coastline SUEZ North America started our partnership with the City of Norwalk, CT in May of 2020. Norwalk is a coastal community on the Long Island Sound. One of the features of the City of Norwalk is the shellfish oyster farms and harvesting. In order to protect the oyster population of Norwalk, SUEZ works closely with the City and harvesters to make sure the species is protected.

Oysters are very sensitive aquatic creatures who are vulnerable to poor quality water. In order to ensure the oysters are not harmed by our business, we work in partnership with the Harbor Watch environmental group. Together SUEZ and the group review harbor sampling analysis, conduct tours of the facility and workshop with students at the local community college.

In order to monitor the safety of the oyster population, SUEZ has a 24-hour notification protocol with shellfish harvesters, the Department of Agriculture and the Connecticut Department of Environmental Protection. We work to maintain a strong relationship with harvesters and regulators to protect the oyster population. Due to our dedication, the oyster business has been able to thrive since the start of our project in May 2020.

10-year contract Operations & Mainteneance

wastewater treatmentand collection system

18-MGDconventional wastewater

treatment facility

210 miles sanitary sewer

25 pump stations

89,000population served


11,147 Utility

customers

received assistance

$ 911,642 in assistance through

SUEZCares

$76,202 in grants through

SUEZCares

commitment fifteenadvancing access to essential services SUEZCares Wherever SUEZ North America does business—and in many places we don’t—we work to ensure that residents have access to the essential services of drinking water and sanitation. This assistance takes many different forms. Since November 2005, North America’s SUEZCares program has assisted customers experiencing economic hardship pay their water and sewer bill. Once qualified for the program, administered by a third-party organization, customers can receive up to $100 toward their SUEZ bill. SUEZ customers can visit any number of local agencies to apply for the assistance.

Through December 2020, 11,147 customers have received assistance totaling $911,642 through SUEZCares. On average, each customer has received $87.24 in assistance per request. Across the country, 697 customers received assistance for their water bill in 2020, totaling $76,202 in grants.


commitment sixteencontributing to local development and territorial attractiveness City of Youngstown, OH, Spray-in-Place Pipe

The City of Youngstown, OH Water Department services over 52,000 accounts – a population over 125,000 people – spread over seven communities. In order to effectively serve its clients, the Department has adopted a forward-thinking, proactive, and best practices approach to the maintenance of its assets. That includes utilizing an Asset Management Program (AMP) to keep its key infrastructure in optimal condition, starting with repair, rehabilitation, and maintenance of its seven water tanks – five of which have now been fully renovated to “as new” condition by our North America’s Advanced Solutions division.

As in many other communities throughout the United States, the City of Youngstown’s distribution system is aging. One of the related issues the city faced was the appearance of discoloration in the water in some parts of the system, accompanied by complaints from concerned customers. The City explored a number of different ways to eradicate the problem and found our spray-in-place pipe (SIPP) rehab program a perfect solution.

SIPP is an efficient and long-lasting pipe rehabilitation solution that scrubs underground pipes clean and then uses a state-of-the-art, computer-controlled robotic spray rig to apply an internal epoxy pipe lining on-site. The epoxy coating applied by SUEZ is NSF-approved for use in potable water systems. Once it has cured, the epoxy lining seals the pipe, preventing leaks and water contamination, and extending the pipes’ service life. This solution also minimizes future maintenance costs and increases the flow capacity for greater system efficiency, most important for firefighting.

Over the last three years, the Water Department identified 3,000 - 4,000 feet of pipe in low usage or dead-end streets, where the flow is below average. As a result, there is the possibility of increased tuberculation in these pipes – mineral build-up over the years – which can cause things like discolored water that result in customer complaints.

The Youngstown Water Department decided to apply our innovative SIPP solution to rehab and repair pipes in these locations and in 2019, it tackled six streets of 2,400 feet of pipe. Because it was so successful, the department then budgeted to rehab an additional 2,900 feet of pipe in 2020.

An additional and important advantage of SIPP is that it minimizes inconvenience to consumers by relining water pipes rather than digging them up and replacing them. Excavation on SIPP projects is about 3% of excavation on traditional dig-and-replace projects. The significant cutback of excavation and backfill shortens the traditional construction schedules for this type of work and makes the work safer. The epoxy lining seals the pipe, leaving no annular space for water to leak. The lining prevents corrosion, improving water quality.


commitment seventeenstrengthening sustainable development implementation with the SUEZ WAY Driving Innovative Solutions for Municipalities

After Sales Care Management

Part Sales

Refurbishment

Technical Assistance& Training

Maintenance & Repair

Audits, Inspections

& Consulting

SUEZ North America created the New Offerings Team in 2020 to better serve our clients in the Environmental Services division. The team’s objective is to identify, test, commercialize and implement innovative solutions in our Operation and Maintenance contracts in order to solve our clients’ municipal infrastructure challenges.

The New Offerings Team works alongside industry experts, as well as SUEZ leaders and stakeholders, to make infrastructure more resilient and more affordable. In today's context of aging infrastructures, increasing regulations and customer requirements for transparency, these innovative solutions are a stepping-stone to more sustainable water services. SUEZ in North America is committed to preparing our clients for this digital revolution.

The New Offerings Team’s impact extends beyond our client relationships. In addition to implementing these solutions, the team organizes and hosts Technology Break webinars. These are biweekly internal meetings that keep our employees apprised of new technologies and solutions being implemented across our operations. In doing so, we are able to share best practices, identify similar pain points across locations and celebrate unique wins and accomplishments. Since the start of the Technology Break in May 2020, there have been 33 webinars, with up to 90 participants representing all divisions.


As COVID-19 began to close schools, offices and day-to-day life around the world, SUEZ North America wanted to help employees as much as possible. In an effort to mitigate the effects of COVID-19 on our workforce, SUEZ North America collaborated with Hackensack Meridian Health in their Keeping America Safe Program. The program is designed to prepare New Jersey-based businesses for reopening after the pandemic subsides. In addition, the partnership provided support and guidance throughout the pandemic.

As part of the COVID-19 response initiate, SUEZ North America established a Business Recovery Plan to provide employees with better direction and reassurance as we faced the crisis. The document provides guidance to SUEZ employees for managing operations throughout the COVID-19 pandemic.

Specific guidance has been developed based upon qualifying criteria used to establish a series of threat levels. The plan has been endorsed by Hackensack Meridian Health and we continue to work with subject matter experts to maintain best practices.

As part of the COVID-19 management initiative, SUEZ established 10 Hygiene Rules. We strongly encouraged and enforced the acceptance of these rules among our employees. Adopting these practices and helping to end the virus spread were essential to our COVID-19 response. As the pandemic continues to subside, we strongly encourage our employees to continuethese best practices and encourage their coworkers to do so as well.

COVID-19 response: prioritizing the health and wellness of our employees


Fostering Community in a Time of IsolationAs the COVID-19 crisis built a digital barrier between our employees, the Human Resources team was looking for ways to create community. After conducting a company-wide survey, it was discovered that many employees shared concerns about social isolation, staying physically fit and general anxiety on how coronavirus was impacting their lives. The Human Resources Team worked with teams across the organization to launch a new program called: SUEZ Community Groups.

This program is focused on providing employees with opportunities to virtually connect with fellow SUEZ employees across North America. Each of these groups host virtual “coffee talk” sessions to share stories, feelings, and resources based on a certain topic. Virtual sessions are limited to approximately 15-20 participants to ensure that everyone gets the opportunity to share, but anyone can join one or multiple groups! The groups offered topics that included:

• SUEZ Parents - Are you struggling working from home with children? Do you have funny stories, pictures or videos to share? Or maybe resources that could help others in your situation?

• Cooking & Baking - Do you have your own sourdough starter? Have you mastered the perfect recipe? Sign up to chat with fellow cooks and bakers, share recipes and more.

• Mindfulness - Take a deep breath and join fellow coworkers looking for some relaxation and stress relief in these troubling times.

• Gardening - Whether you’re planting flowers, vegetables or fruits, you’re not alone. Chat with colleagues who share your passion for planting.

• What We’re Watching - Have you watched ALL of Netflix? Come join and talk about what “Must See TV” is on at your house. The program was essential in connecting employees during the heightened stress of COVID-19, however, it also allows us to create community with working groups across the entire United States; allowing our workforce to be more connected than ever before.

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COVID-19 pulls back the curtain on SUEZ North America’s readiness to collaborate digitallyCOVID-19 disrupted services and business operations around the world. Although many business models can transition to a fully remote model without effecting their customers, SUEZ is an essential water utility, so we had to make sure all systems continued to operate and provide a safe, reliable water supply. This involved catering to the "new norm" for essential workers on-site, operating our plants and fixing any issues (i.e main breaks) that were worst hit by COVID-19. Continuing services, along with the addition of all support and customer service staff remotely working from home, was a unique challenge. Luckily, SUEZ North America’s Business Technology Services (BTS) department was prepared. The digital transformation and investment the BTS team delivered over the past three years really paid off by keeping our business running, who in turn kept the water flowing for our customers throughout the pandemic. This digital transformation included building the largest automated smart water network in the United States; deploying a tablet-based, CIS-integrated, mobile work management system; launching an enterprise-wide asset management system for above/below-ground assets, delivering the largest cloud-based GIS in the water industry; and enhancing engagement via a new customer-facing portal and contact center experience. Linking our customers, employees, suppliers and IoT together digitally supported our customer centricity, growth and optimization business strategic goals.

In addition to the smooth transition to digital, our customer service programs exhibited impeccable levels of resiliency during the crisis. All nine customer service centers across the country were redeployed to work from home, utilizing the investments in cloud telephony and IVR technology. The service levels for all these centers were not impacted and surprisingly improved during the pandemic.



charitable contributions and community outreach

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charitable contributions and community outreach

In the face of a pandemic that has created unprecedented suffering across the United States and Canada, SUEZ, which operates in North America as SUEZ Water Technologies & Solutions and SUEZ North America, earmarked a donation of $1.75 million which was directed to food pantries, health care facilities, United Way, and similar COVID-19 emergency response organizations.

We redirected our philanthropic focus during this crisis from major environmental initiatives to helping those charitable organizations serving on the front lines who require immediate, substantial, and sustained assistance. This virus has had a huge impact on our society and and SUEZ could not remain idle as an organization when so many people, many of whom have dedicated their lives to helping others, needed our help.

SUEZ contributed to several organizations that had an immediate impact on communities throughout North America.

• United Way – SUEZ donated $650,000 to United Way. A majority of those funds helped support COVID-19 relief and recovery efforts and help prevent homelessness for families struggling during the health crisis. Additional funding was dedicated to providing goods and services to those in need and provided crisis intervention training for first responders with a special focus on diversity, equity and inclusion.

• Feeding America® – SUEZ donated $500,000 to the U.S. hunger-relief organization, Feeding America. Funds provided emergency support to help member food banks respond to significant increases in need amid disruptions to the food supply chain and the requirement to pivot to no-contact food distributions. Support was prioritized to help food-insecure families in communities where SUEZ operates throughout America.

• Local public health organizations – SUEZ donated $600,000 to help address local COVID-19 health needs, as well as non-profit community health organizations in both the U.S. and Canada. Grant funding was provided to finance innovative COVID-19 research, help address urgent COVID-19 related health needs at the community level, and reduce health disparities for patients in need, particularly in underserved communities.

• Surgical and N95 respirator masks – SUEZ donated 10,000 protective masks from its operations into local hospital systems in communities the company serves.

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North American HeadquartersSUEZ61 From RoadSuite 400Paramus, New Jersey 07652www.suez-na.com

World HeadquartersSUEZTour CB2116, place de l’Iris92040 Paris La Defense Cedex+33 (0)158 81 20 00www.suez.com

2020 - suez-na.com

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