resource magazine third quarter 2016

making SUEZ a global model forresource management

the resource 3RD QUARTER 2016

magazine for SUEZ in North America

01 CEO message

02 one on one with Marie-Ange Debon

06 SUEZ to accelerate worldwide transformative approach

08 one on one with David Stanton

12 employee spotlights

14 employees on the move

15 educational achievements

16 industry awards & recognition

17 industry papers & presentations

table of contents

Our colleagues here and in Paris have been very clear on these points. Jean-Louis Chaussade, SUEZ chief executive officer, told us during his recent visit to SUEZ in North America that he believes that the unification of management processes “is crucial for the Group’s ongoing development.” Marie-Ange Debon, Group senior executive vice president and International Division CEO, confirms in this issue of Resource Magazine that “in North America, the priority is to keep developing synergies between the different businesses to expand the activities of the Group in the region.” In particular, we must continue to build on the successes we had in the past year when we signed Oklahoma Gas & Electric, Shell Chemical Appalachia LLC., and others. At the same time, David Stanton, President of SUEZ North America’s Utility Division, reminds us that be must continue to pursue a course of optimization if we are to simultaneously protect the environment and our profitability.

And I am here to remind us all that now, more than ever, we need to communicate and work together so that we can keep on this clearly defined path.

Eric Gernath CEO SUEZ in North America

Eric GernathCEO SUEZ in North America

Dear Colleagues:

Our path forward has never been clearer. It is one paved with equal measures of challenges and opportunities. It is a path of growth and adaptation.

As we all know, the public transformation of SUEZ that began in March 2015 actually has been underway for several years. It has been marked by the deployment of technology, such as AMI, that helps us optimize our assets and natural resources. It has been marked by the greater cooperation between business units, such as those between Treatment Solutions and Environmental Services. And it has been marked by the greater emphasis on industrial accounts.

Now, it will be marked by acceleration. As you can read in this issue of Resource Magazine, the transformation that began in France has picked up steam. Management methods, processes and expertise will be unified across units, first in France and then globally.

A unified method of doing business is crucial if we are to face the new realities posed by climate change, increased urbanization, depressed oil and gas markets, and a surge in demand for water treatment and resources. This includes how we share technology, how we satisfy existing customers and how we develop new accounts.

CEO message

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Resource Magazine asked Marie-Ange Debon, Group Senior Executive Vice President and International Division CEO, about the growth of the International Group in the face of global challenges.

one on one with Marie-Ange Debon

one on one

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Marie-Ange Debon, group senior executive vice president, international division CEO, presents on SUEZ global growth at the 2016 UN Global Compact Leaders Summit.

In Jordan, As Samra wastewater treatment plant provides 10 percent of the country’s water needs for agriculture. In Perth, Western Australia, a windfarm installed onsite at a desalination plant reduces GHG emissions by 200,000 tons per year. Last June, SUEZ was also selected to build and operate the largest desalination plant in North America, in Rosarito, Mexico. The project will secure drinking water supplies in the coastal region of Baja, California.

In short, we are committed to support our customers, both municipal and industrial, in achieving their objectives in terms of mitigation and adaptation while also achieving our own objectives in terms of fighting against climate change.

RM: Does this change SUEZ international strategy?

MAD: Our Group is at the forefront of the most pressing challenges the world will face in the following decades, and this means we will benefit from a great deal of opportunity for development.

Our strategy remains unchanged. We will follow a selective geographical approach to keep developing and renewing our business models in mature positions, while expanding our activities in emerging markets. We will keep accelerating business with industrial customers, as well as expanding recycling and recovery activities.

We reshaped some strategic partnerships in key regions. It Australia, we reinforced our position through the buyout of Sembcorp’s (our partner for the last 15 years) minority interest in Sembsita Australia. This strategic move has allowed us to integrate our activities (water and recycling and recovery, municipal and industrial) to develop cross-selling and to generate operational, financial and tax synergies, while getting total latitude for future operations.

China as well is definitely one of the priority regions where the Group intends to expand its presence in light

RM: What are the key trends at the international level and how do they impact our activities?

MAD: The significant changes now facing the world present us with clear opportunities. We need to seize them.

There are huge needs driven by strong demographic growth and rapid urbanization in emerging countries. We need to seize these opportunities by offering solutions to improve the access to water and waste services and preserve resources. Countries like China, India or Brazil may be growing at a slower pace but they are still huge reservoirs of growth, home to growing manufacturing industries which will have to respond more and more to high environmental standards.

So does Africa where ¼ of the world population will be living by 2050. Yes, the continent is facing a slow-down in growth, yet 5 countries at least still expect more than 7% of growth this year. In 2016, SUEZ has strengthened its presence in Sub-Saharan Africa by winning several new contracts in six countries. The Group will therefore contribute to major water management projects that will supply a total of about 5 million inhabitants. There are huge opportunities in this continent and challenges to overcome too, climate change is one of them

Climate change constitutes also an important driver for our development. As countries and corporates make commitments to reduce their GHG emissions and adapt to the consequences of climate change, we can provide them with solutions to reach their targets. The U.S. and China have agreed to ratify Paris climate deal earlier this month like Brazil or Panama. According to the UN, together they represent about 38% of emissions, which means that this is a major step towards achieving by the end of the year the threshold of 55 countries representing at least 55% of the world emissions.

Water is the hidden factor of climate change. Alternative sources of water, such as reuse or desalination, are key to secure water access. At the Edward C. Little Water Recycling Facility in California, one of the most advanced infrastructures in water reuse, we recycle over 65 million gallons every day, providing five different qualities of water.


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hard pollution in the Chinese market. And in India, we completed the acquisition of shares in Driplex Company earlier this year to reinforce our footprint in the industrial water market.

Regarding recycling and recovery activities, we have seen in emerging and developed countries growing trends that will directly impact our business. The Chinese central government has increasingly been paying attention to the treatment of industrial and hazardous waste, leading to better enforcement and more stringent requirements. This, in turn, is generating a greater need for professional hazardous waste treatment in China. After eight years of operation, SUEZ’ state-of-the-art facility treatment plant in SCIP Industrial Park in Shanghai—well known for its technical standards, environmental and operational performance—remains the benchmark against which others are measured. In Australia, the waste-to-energy market looks promising, while in the Middle East, several waste-to-energy market projects are already in development. With 45 incinerators operating, the Group has a sound expertise to develop these new markets.

As a result of population growth, urbanization and economic development, the world’s waste production will nearly double by 2025. In emerging countries, waste management activities currently account for 5 percent of GHG emissions, but are expected to account for 8 percent to 10 percent of global emissions in 2025.

SUEZ has developed a dedicated offer for emerging countries to treat waste and minimize GHG emissions. These solutions bring side-benefits, like improving living conditions of local populations by reducing their exposure to air and water pollutions, and helping to alleviate other global concerns, such as reducing marine litter. In Meknès, Morocco, SUEZ rehabilitated an ancient city dump and built a waste disposal and recovery center (now operated by the Group), serving an area of 650,000 people and treating 200,000 tons of waste every year. Responding to the municipality’s requirements, SUEZ also supported the creation of a sorters’ cooperative, which includes 150 former

of the national water and waste management challenges. In July 2015, capitalizing on our historic partnerships with New World Services and the local authorities of Chongqing municipality, we signed an investment cooperation pact to develop Derun Environment, a leading platform for all environmental matters. This co-enterprise is expected to become a leading player in environmental services in China.

In North America, the priority is to keep developing synergies between the business divisions to expand the activities of the Group in the region. Our position in the Utility division needs to be further reinforced, and the critical size it gives to the North American organization should continue to help to develop other businesses. The Environmental Services division has registered several successes in the last few months: the contract renewals in Rahway, NJ; Kearny, NJ and Newport, RI; and the award of Putnam, CT. Despite the decision by our client in Indianapolis to take back the wastewater activities we have managed since 1994, we see several opportunities of development there, and the Nassau County contract is an outstanding reference. It is essential to keep pushing our business with industrial customers. In 2015-2016 we signed numerous contracts with key industrial businesses, including Oklahoma Gas & Electric (OG&E), Kuwait National Petroleum Company (KNPC) and Shell Chemical Appalachia LLC., to name a few. These partnerships show the diversity of clients we work with in providing the services and products they need to attain their strategic goals and business growth. The successes of these projects are the result of a strong collaboration between our business units in North America and those around the globe.

Industry is a priority of development for the Group. The drop in oil and gas prices, the volatility of raw material prices as well the slow-down in industry in Europe also means that there is a change in the needs of industrial clients. Both from competitive and environmental points of view, they expect from us stronger involvement in water and waste management. And they expect it everywhere. Last July, for instance, we signed an agreement with Solvay to work on joint solutions, including ozone and hydrogen peroxide to treat

one on one

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As a result of population growth, urbanization and economic development, the world’s waste

production will nearly double by 2025. Recycling and recovery activities in emerging

and developed countries are growing trends that will directly impact our business.

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The key to our success is to capitalize on our global footprint and expertise to provide local solutions adapted to customers’ needs. I am confident we will reach our ambitious targets with the active participation of all, notably our commercial forces, who are at the forefront of this development and serve as SUEZ ambassadors worldwide.

In this new world, we have everything we need to succeed: a sound strategy, new ways of working together driven by strong values and, of course, a tremendous team. Last semester, the growth of the Group was driven by the sharp improvement in the International activities, which grew 11.6 percent (€211m) in revenue and 12.8 percent in EBITDA growth. We have everything we need to keep fueling the growth of the Group, increase the profitability of our activities, and support our customers in the key challenges this new world is generating. m

underemployed workers. It produces 10,000 tons a year of recovered materials (plastics, metals, cardboard, etc.). We need to keep developing new solutions adapted to local contexts while relying on the global Group expertise and know-how.

RM: What are the challenges we will face?

MAD: Opportunities are not lacking, but we will also face a growing competition with the emergence of new national and regional players from different regions of the world. I believe that to remain leaders in this new landscape, we need to be competitive and increasingly customer-focused. Innovation will remain crucial: we shall capitalize on our R&D, but also innovate in terms of contractual models and partnerships as well as being agile and responsive while listening to our clients.

In his first visit to SUEZ North America headquarters in Paramus, NJ, Jean-Louis Chaussade, SUEZ chief executive officer, said the company will accelerate the integration of the company that began with the move to a single SUEZ brand in March 2015.

“I have decided to accelerate, within two to three years, the transformation that will make SUEZ an integrated, agile and effective group, and a global model for resource management. I believe it is crucial for the Group’s ongoing development,” Chaussade said.

The integration will begin with “transformation of cross functions” in France, followed quickly by transformation in SUEZ units globally. The transformation will unify management methods, simplify processes, and converge functional expertise to meet operational needs, he said.

Rapidly changing global pressures have intensified the need to transform SUEZ more quickly, he said. They include public awareness of climate change, low gas prices and the volatility of price for raw materials. Intense competition across most SUEZ businesses and changes in the “European economic situation” contribute to eroding the historic models of the Group.

SUEZ to accelerate worldwide transformative approach

global integration

At the group level, integration has already become a reality in a number of areas with an open innovation policy that is built on an increasingly integrated network of experts, and new IT tools, such as iShare, he said. iShare is the new SUEZ global communication and collaboration tool based on the Microsoft Office 365 platform – an online solution which will allow users to access email, contacts and documents anytime, anywhere.

“Today, this transformation is essential in order to give us new room to maneuver, which we will mainly devote to strengthening our commercial effort, to investing in new markets, and to innovation,” said Chaussade. Our single brand and our positioning must be the expression of a new way of working – a new way of working with our clients, but also with each other to achieve greater success for SUEZ in the future! m

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Eric Gernath, (left) CEO, SUEZ in North America and Jean-Louis Chaussade, (right) CEO, SUEZ address employees in the Paramus, NJ corporate headquarters about the accelerated transformation that will

make SUEZ an integrated, agile and effective group, and a global model for resource management.


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Resource Magazine sat down with David Stanton, president of North America’s Utility Division. The discussion focused on the three pillars of the utility strategy.

of our systems. Most importantly, we are fixing our pipes. We still have 800 miles of mains that are over the 100 year-old mark. We need to address these and other water mains to ensure both quality and reliability. Main replacement also yields a steady return on investment through rate recovery.

RM: Customers do not want rates to increase even if investments are for their benefits. How do we counter the potential for water bills that would be too high?

DS: Optimization through technology is at the heart of how we are reducing costs and keeping rates at reasonable levels. In Westchester, NY, for example, we installed a very large AMI (advanced metering infrastructure) network. Four years ago, we could only analyze the meter readings four times a year. Today, we run analytics every 15 minutes. If there’s a problem, we can dispatch a crew. Just as important, we can use these analytics to improve our relationship with our

RM: You’ve just begun your fifth year as president of the Utility Division. What is your core strategy going forward?

DS: We have three key priorities going forward which together make up the strategy for the Utility Division. Invest in our assets, invest in modernizing our utilities and invest in our people. Our first focus is to improve our quality of service in the communities we serve by wisely investing in infrastructure. Increases in investment, however, can lead to increases in customer rates. Because we remain sensitive to our customers’ needs we are reducing costs to the utilities and ultimately to customers through optimization. Here we have implemented modern technologies that will make our utilities more efficient. Finally, I cannot say enough about the strong team of employees we have in place. Through the resilience, innovation and collaboration of our people every day the first two strategies can continue to be well executed.

RM: Let’s take a look at the priorities, one by one. Tell us about infrastructure investment?

DS: Recently, we have completed some significant investments that provide substantial benefits to our customers. A major safety upgrade of our Woodcliff Lake Dam in the New Jersey utility was finished early this year that will help the dam withstand storms many times the intensity of Superstorm Sandy or Hurricane Irene. In Bloomsburg, PA the new Irondale Water Treatment Plant, the most significant infrastructure investment project completed in SUEZ in North America in the last decade, has just gone online and is producing water of very high quality for 18,000 people in the region. In both cases, the investments are critical to the sustainability and reliability

one on one with David Stanton

one on one

Infrastructure improvement is one of the main pillars of the Utility Division strategy.

David Stanton, center, observes Pete Berger, machine operator, at left and Brian Noe, installation service maintenance person

replacing a customer lead service line.

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RM: How do the employees fit into the Utility Division strategy?

DS: What I find most exciting about combining the increased investment in assets and technology to run our business is the positive impact it is having on jobs. Not only do our customers and regulators want and welcome the modernization of our utilities, but we have heard time and again how employees want and need a more modern work environment.

Those changes are happening in all utilities and they will transform day-to-day life at SUEZ. The shift to paperless work order systems, the ability to dispatch work electronically in the field, and the conversion of customer care from the correction of billing issues to the prevention of billing issues, not only improve our workflows and benefit employees, but enhance the customer experience as well.

The tools and training for employees are coming to all our sites. These tools are now enabling innovation at the job level. We have great ideas feeding back from crews, customer service representatives and supervisors on how to improve.

Finally, I believe these innovative developments will fuel growth for SUEZ as we demonstrate to our clients and stakeholders just what a smart utility looks like. m

customers by providing them detailed information on how they use water and let them know if their consumption is abnormally high. In Idaho we deployed AquadvancedTM software, which monitors the flow of drinking water networks in real time. This piece of software gives us the opportunity to adapt our operations based on real-time conditions such as demand or energy prices, so that we can minimize delivery costs and maximize quality.

RM: What are the other elements of operations optimization?

DS: Promoting water conservation is the responsible thing to do and very possible in an efficient and optimized utility. In Rockland County, NY, we developed a conservation campaign (currently pending approval) which includes rebates for water-efficient appliances. A highly efficient washing machine can consume up to 20% less than a regular model and is also more energy efficient. We are looking for partnerships with electric utilities to develop those rebates and to offer energy and water audits to commercial clients. Because energy and water conservation go hand-in-hand, it makes sense to develop these relationships.

one on one

Pictured: David Stanton at left, gets feedback from Tom Neilan, senior director operations,

New Jersey on how paperless work order systems and the ability to dispatch work electronically have improved day-to-day

performance in the field.

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How have you taken control of your career path and driven your development? Once I realized I wanted to develop a Supply Chain Management / Procurement career, I made the decision to obtain my M.B.A. and focus on Supply Chain. I have deliberately changed my career path a few times. I started my career in semiconductor distribution, switched to mechanical and electrical manufacturing, and then crossed over to the utility services industry when I joined SUEZ.

How has SUEZ helped you with your career path?SUEZ has provided me with opportunities to progress further in my career path through mentoring and education. I recently graduated from SUEZ’ Leadership Development Program and found the course has better shaped me as a leader. My direct supervisor, Herb Imbornoni, has provided me with day-to-day guidance and has acted as a mentor for me since I joined SUEZ. I am also fortunate enough to be surrounded by a great team and great internal clients who shape my knowledge base and experience level every day.

What steps do you take to continuously enhance your knowledge and skills? I continue to educate myself by taking online courses and reading business/industry books and publications. I also take every opportunity I am given to expand my

Tara BulinYears of service: 3

Current role: SCM Manager – Contracts

Location: Paramus, NJ

Past roles: Supply chain management roles with other companies

knowledge base by participating in projects that may be outside my typical job responsibilities. I regularly assess myself to see where I am growing as a person and as a manager and when needed, I make changes in order to continually improve myself.

Have you had any mentors over your career? My direct supervisor at my first job encouraged me to obtain my M.B.A. to enhance my career, but I did not have any regular guidance until I joined SUEZ.

Are you in the place you thought you would be at when you first started your career? No, I am definitely not where I thought I would be when I first started my career! I graduated college with a B.S. in Marketing and had stumbled across Supply Chain Management as a career path through my first job. I had intended to make a career in the manufacturing sector as I loved the planning aspect; however, opportunities in that sector were quite limited. I decided to seek a position in the services industry, recognizing that such positions had greater room for career advancement. My 22-year-old self could never have envisioned me working in the utility industry and loving every moment of it. I am fortunate that I really do love what I do and that I work with such an amazing team. m

employee spotlight

the pursuit of knowledge is encouraged for all employees

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How have you taken control of your career path and driven your development? I strive to transparently communicate my ambitions with my manager without a sense of entitlement, looking to understand what areas I need to grow and develop in order to be ready for the next challenges and opportunities. I try my best to seek out and embrace honest feedback. Being open and flexible to growing with the business has been important too.

How has SUEZ helped you with your career path?SUEZ has provided an environment that is full of opportunities to grow and develop within a culture that is open to collaboration across functional and geographical lines. With SUEZ, I have never once felt that ambitions were constrained in any way.

What steps do you take to continuously enhance your knowledge and skills? Throughout my career, I’ve learned that listening is an incredibly vital skill. I strive to absorb knowledge from everyone around me and even from those I encounter on a sporadic basis. Understanding there are times to be vocal and dynamic as well as times to listen and learn requires an intentional awareness in this area. Specific trainings and planned development are important, but I try to keep an attitude that is open to continuous learning.

Greg Willis

Have you had any mentors over your career? Yes, throughout my career I have encountered many people who have taught me so much and inspired me. In my four years at SUEZ, Fabien Kermorgant and Melanie Mailly-Demont have helped me tremendously. Melanie was my first manager at SUEZ. I came into an environment that was much different than any I had ever experienced. Through the ups and downs of learning and adapting to the new environment, Melanie always took the time to give me clear, thorough and necessary feedback. Without her support, I would not have been successful over the past four years. Fabien, my current manager, strikes the delicate balance of being both demanding and incredibly supportive, creating an environment where I feel challenged to always strive to be my best while knowing I’ll always have a strong support system along the way.

Are you in the place you thought you would be at when you first started your career? I honestly never mapped out my career. Instead, I have tried to stay open to new challenges and opportunities. The thing I love most about SUEZ is that new opportunities and challenges are all around us. The size of our company and the dynamics of our culture are the perfect fit for someone who is ambitious and wants to constantly learn, grow, develop and pursue opportunities we perhaps thought would never be available to us. m

Years of service: 4

Current role: Director of Finance – Services, Treatment Solutions

Location: Houston, TX

Past roles: Controlling Manager – Richmond, VA Controller – Leonia, NJ


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Sadat Ahmed Paramus, NJ Senior Accountant Staff AccountantBernard J. Bracken Bayonne, NJ Supervisor Operations Utility Technician IIDaniel J. Bruno Hackensack, NJ Foreman, System Maintenance Distribution Supervisor, Meter DepartmentMark Cataldo Killingly, CT Project Manager Asset Plant ManagerHarshadkumar Chaudhari Edmonton, AB Quality Assurance Coordinator Laboratory TechnicianLuis Chicas Cedar Creek, NY Lead Power Plant Mechanic Lead Electro-MechanicChristopher L. Cone Richmond, VA Regional Business Manager Product Manager, SeparationsMeagan Cummings Paramus, NJ EHS Program Specialist EHS Systems AnalystJavier DelRio Hackensack, NJ Engineer II ForemanJames D. Dwyer Richmond, VA Applications Engineer Engineer - RotationalLarry Finnicum Stanton, DE Director Operations Manager OperationsJennifer A. Fletcher Paramus, NJ Senior Financial Analyst Senior AccountantDarrell N. Hairston Jersey City, NJ Supervisor Metering Meter ReaderJames Hannan Middletown, PA System Technician III Maintenance Technician 3Denise M. Horner Richmond, VA Principal Project Chemist Senior Project ChemistMichelle S. Jung Paramus, NJ Chief of Staff Director, Internal AuditGuy C. Laine Richmond, VA Senior RDI Engineer & Pilot Manager Senior Process EngineerMichael V. Leahy Hyannis, MA Project Manager Hyannis Manager, System Maintenance / DistributionAsad Mansoor Edmonton, AB Human Resources Manager Human Resources AdvisorKyle L. Mays Hackensack, NJ Supervisor GIS GIS LeadBrian R. McGovern Richmond, VA HPR Technical Manager Applications EngineerPatrick McShane E. Providence, RI Assistant Project Manager Operator IIJohn J. Moolick West Nyack, NY Director Operations Manager OperationsJulio Osorio Paramus, NJ IT Field Service Engineer Technical Systems AnalystWilliam Parco West Nyack, NY GIS Lead GIS SpecialistJared E. Patrice Hackensack, NJ Customer Relations Supervisor Customer Service Rep A/AJeffrey Picinich Hackensack, NJ Superintendent System Maintenance ForemanRobert S. Pike Wakefield, RI Foreman Utility PersonAlberto Quiroz Centeno Paramus, NJ Manager Master Planning Senior EngineerRicardo Rodriguez Jersey City, NJ CMMS Administrator Utility WorkerGerard Scalera Paramus, NJ Control System Manager SCADA Project CoordinatorKevin J. Scales Richmond, VA Senior Principal Engineer Senior Process EngineerWilliam Sherrard Cedar Creek, NY Supervisor Operations Plant Operator IIIGlen Tatro Killingly, CT Project Manager Plant ManagerTonia N. Taylor Hackensack, NJ Supervisor Meter Department Customer Service - Field RepresentativeJusty Thomas Boise, ID Human Resources Specialist Administrative CoordinatorCarolyn Thrower Hackensack, NJ Supervisor Credit/Collections Customer Service RepresentativeSky Warren Jackson, MS O&M Tech IV O&M Technician IMichael R. Watkin Harrisburg, PA Director Finance Manager FinanceJessica Whitaker Richmond, VA Senior Tech Support Specialist Engineer - RotationalGreg L. Willis Houston, TX Director Finance ControllerFrank Wyrostek West Nyack, NY Manager Meter Superintendent Meter

Name Location New Job Title Previous Title

employees on the move

recognizing outstanding achievement

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Congratulations to our coworkers who recently attained an accredited degree, certificate or new license.

Tim Abraham Paramus, NJ SHRM-Certified Professional

Elizabeth Barajas West Basin, CA Associate Degree

Brandon Burton Mechanicsburg, PA Water and Wastewater Systems Operator Certificate

Jason Cary Indianapolis, IN Journeyman Instrument Technician

Mark Cataldo East Providence, RI CT Class IV Operator

Victor Ceja Boise, ID Drinking Water Distribution Operator in Training

Roger Dittus Boise, ID Professional Geologist

Seth Goertz Boise, ID Certified Control Systems Technician Level II

Erin Gross Indianapolis, IN Journeyman Electrician Technician

Bruce Hendry Paramus, NJ Certified Fraud Examiner

Donald Mock Springfield, MA Grade 7-C Wastewater Treatment Operator

Matthew Nolen-Parkhouse Springfield, MA Collection Systems Operator Certificate

Ryan Perkins Ramseur, NC Water Treatment Facility Operator

Jessica Sirico Paramus, NJ SHRM-Certified Professional

Justy Thomas Boise, ID SHRM-Certified Professional

Dave Wilde Boise, ID Backflow Assembly Tester

Michael Williams Springfield, MA Grade 7-C Wastewater Treatment Operator

educational achievements


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Congratulations to our colleagues for their extraordinary efforts. We’re proud of the excellent work you do on behalf of our customers, our company and the communities we serve.

Ted Harris, senior project engineer, Delaware Operations, was recognized for improving high service pumping energy efficiency by over 20% at the Stanton Water Treatment Plant. He managed the replacement of a high service pump, which will save over $100,000 in annual energy costs.

Eric Gonzales, operations supervisor, El Segundo, CA, was recognized as Operator of the Year by the South West Membrane Operations Association. m

recognizing outstanding achievement

The SUEZ North America corporate headquarters in Paramus, NJ was certified Gold in the Leadership in Energy and Environmental Design (LEED) program, which recognizes building owners and operators for the environmental design, construction, operation and maintenance of green buildings, homes and neighborhoods.

SUEZ received the Best of Show Award for its new tradeshow booth at the American Water Works Association National ACE2016 Conference. Garnered for its design, functionality and clarity of information, the interactive booth showcases the entire SUEZ story featuring a full array of solutions from our Water, Treatment Solutions and Advanced Solutions business divisions.

New Jersey Operations received the 2016 Award of Merit from the Association of State Dam Safety Officials (ASDSO) Northeast Region for its outstanding contribution to dam safety.

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industry awards & recognition

Keith Cartnick, senior director of water quality and compliance, was a guest panelist on the topic of “The Flint Water Crisis and SUEZ Initiatives on Lead” at the Mid-Atlantic Conference of Regulatory Utilities Commissioners (MACRUC). He also presented on “Monitoring, Controlling and Treating Cyanobacteria and Cyanotoxins” for an American Water Works Association webex.

Peter Peng, Ph.D., process control engineer, Indianapolis, IN, presented on “Uncover the Potential Capacity of Secondary Clarifiers with State Point Analysis” at the 2016 Annual Indiana Water Environment Association Conference.

David Stanton, president, utility business, was a keynote speaker on the topic of the role of water on the sustainability of utility operations at the Industry Leader Summit.

During WEFTEC, David Stanton also served as a panel judge for Imagine H2O pitch sessions presented by water industry entrepreneurs.

Greg Wyatt, vice president, general manager, Idaho Operations, presented on “Water Issues Facing the Basins” at the Idaho Ground Water 101 Hydrology & Water Law Seminar.

Bob Miller, project manager, Portage, MI, presented on careers in the water industry to children from Flint attending Camp Joy Summer Camp.

Kanwer Khan, vice president of environment, health and safety, presented on “Developing a Culture of Environmental Excellence” at the Earth & Water Group Environment, Health and Safety Enforcement Roundtable.

Ed Hackney, director of technical revenue management, presented on “Revenue Management” at both CSWeek and the Pacific Northwest American Water Works Association Conference. m

Laurent Carrot, vice president and general manager, New Jersey operations, presented his paper “A Leading Utility’s Perspective on Real Loss Mitigation and How it Impacts Customer Satisfaction” at the American Water Works Association National ACE2016 Conference.

Christophe Desmottes, Nabin Chowdhury and Denise Horner of Treatment Solutions co-authored and presented the paper “Side-stream Deammofication Controls Evaluation under Extreme Conditions” at the Water Environment Federation/International Water Association (WEF/IWA) Nutrient Removal and Recovery Conference.

industry papers & presentations


Ed Hackney, director of technical revenue management, pictured above, also presented with Gary Harstead, director of metering and revenue management and Jon Varner, of EMA Inc., on “Leveraging AMI Meter Data to Reduce Non-Revenue Water” at the American Water Works Association National ACE2016 Conference.

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As a company committed to sustaining the planet, we know that innovation and best practices are key to our success. As industry leaders, we recognize that it’s important to share our knowledge with others who are also trying to protect public health and preserve natural resources. Here’s a roundup of employees who have shared their expertise by writing articles or making presentations at industry forums.

In keeping with our environmental preservation commitment, this publication was printed on paper containing at least 10% post consumer fiber. E

clean earth

clean waterstarts with a

Learn more at: suez-na.com

SUEZ North America

@SUEZ_NA

Globally, our demand for natural resources will more than double our current supply. If we don’t start working towards a solution now, it will be too late.

That’s why SUEZ is consolidating our businesses around a single mission — preparing for the resource revolution. By pooling our resources today, we’re able to bring a global network to work on a local level. We do this so you can continue to enjoy the great water and service you do today, for many years to come.

ready for the resource revolution

resource magazine third quarter 2016

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