ready for the resource revolutionSUEZ with Brazil for 80 years

S944s Suez – com o Brasil há 80 anos / Élida Gagete. São Paulo: Quintessência Pesquisa e Texto, 2018.

126 p.: il, color.

Reprodução em aquarela de Renato Palmuti. Edição bilíngue: português e inglês.

ISBN: 978-85-53018-00-0

1. Água - Tratamento. 2. Água - Abastecimento. 3. Águas residuais – Purificação.4. Indústria. 5. Meio Ambiente I. Gagete, Élida. II. Título.

CDD 628

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In The Future 160 Years Ago

On The Path Of Growth

A New Era

Change To Survive

The Country Of The Present

Resource Revolution

Bibliography and Image Credits

Secular trajectory

Civilize!

“We are no longer an exclusively agrarian country”

Brazilian Water Company – Empresa Brasileira de Água

Drinking water

A long partnership with Brazil

Water and sanitation

Industrial consolidation

Breaking paradigms

Death and life of urban waters

Diversify and Grow

Big opportunities: oil, mining and pulp

Learning, legacy and betting

The new SUEZ and the Brazilian contribution

Horizons and perspectives

With Brazil for 80 years

Timeline

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Summary

Water is essential for life, there is no doubts, sayingthis, is already almost an old cliché. But wemust be attentive to the ever-pressing need to

preserve the quality of water resources so as not to jeopardize our own humanity and all the planet's biodiversity. Doing so requires more than goodwill and catch phases - it requires technology, work, and constant innovation.

SUEZ does just that. In almost 160 years of history, wehave followed several revolutions: in the nineteenth we were protagonists of social revolutions, developing various technologies aimed at public hygiene. In thetwentieth century we faced the immense challenge ofproviding the big cities with urban solutions for comfortand health, as well as supporting industrial activities in an effort to combine production and preservation. Werealize then that, in the XXI century, we are facing anotherrevolution, the resources revolution.

The resource revolution was engendered in the first discussions on the sustainability issue, just over 30 years ago. At the time, dozens of nations of the world,led by the UN, placed in their political and economic agendas the need to preserve natural resources. Since then, we have made great strides, but we still havea long way to go in this revolution that is just beginning, in search of an economy that is circular, concrete andcollaborative.

In 2018, the 8th World Water Forum will take place inBrasília, just as SUEZ celebrates 80 years of presence in Brazil, a country that plays a very important role inbalancing the global environment. During all this time,we have followed the cycles of evolution of the Brazilian economy and we are proud to offer, especially for the

industrial segments, solutions that make the difference processes more productive and more sustainable.

Today, there is a little of our work in each Brazilian region, as it can be seen in this publication that, withjust pride, we offer to our partners.

Good Reading!

Jean-Louis ChaussadeCEO SUEZ

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In The Future 160 Years Ago

The colibri is a hummingbird found in Central and South American. Three of the four

existing species live in Brazil. Colibri are large compared to other hummingbirds,

normally 12 to 14 centimeters in length, and have bright green plumage, a long and

rounded tail and a straight beak.

In the culture of the Guarani people, one of the most representative ethnic groups

in the Americas, the colibri is an expression of the sacred; a manifestation of the

god Tupã or his divine messenger. The natives believed that each human being has a

colibri-soul that dwells in the heart, Tupã’s territory.

In modern societies, the colibri has also become a symbol of environmental balance.

It is a great pollinator, due to the time spent flying from flower to flower to extract

nectar. In a single day, a hummingbird can ingest up to three times its own weight.

As a result, the hummingbird’s existence is directly linked to the preservation of trees

and shrubs.

Many plant species also depend on hummingbirds. Hummingbirds can access flowers

with an elongated, tubular nucleus that protects flowers by going where insects

cannot reach. In the southern region of Brazil alone, over 200 species of plants are

pollinated exclusively by hummingbirds.

Similar to the colibri, SUEZ’s mission is to preverve and recycle natural ressources to

guarantee the environmental balance of the planet on a daily basis.

The world discovered the word sustainability in 1987, when the UN published the Brundtland Report. Entitled Our Common Future, the

document indicated the urgent need to change patterns of production and consumption to preserve the environmental resources necessary for humanity’s survival on the planet.

For the first time, the Brundtland Report defined a widely accepted concept for sustainability; integrating social, economic and environmental dimensions. The report also provided the origin of the Triple Bottom Line concept, or triad of social responsibility, where businesses strive to be economically profitable, environmentally friendly and socially responsible. All three bottom lines must be considered in order to be sustainable.

Since that time, many organizations have gained prominence in systematizing and disseminating social and environmental positions, projects and actions. Many companies have sought to align themselves with these socially responsible goals. However, some sectors and companies have increasingly become protagonists to the effort.

Like SUEZ. With origins in the 19th century, the French based SUEZ Group is an important global player in sustainable development, with a presence in 70 countries on five continents. The Group has over 90 thousand employees who strive to develop and manage solutions for municipal and industrial water and waste.

In the water sector, SUEZ’s portfolio of products and services ranges from the captation, treatment and distribution of drinking water, collection and treatment of domestic sewage and wastewater reuse to the operation of desalination plants and infrastructure projects. In the waste sector, it operates in the

collection of domestic and industrial solid waste, and recovery and recycling of secondary raw materials, among other activities.

In the 1930s, the first company related to the SUEZ Group to come to Brazil was the Brazilian Water Company (EBA), which had French and Brazilian partners. EBA had built several water treatment and distribution stations in Rio de Janeiro, then the federal capital city, and in other important cities.

In the late 1950s, Degrémont came on the scene after winning a contract to design and build the Water Treatment Plant (WTP) in the Brazil’s new capital, Brasilia, which was being built from scratch on the “Central Plateau”. Degrémont would become the Group’s best-known company in Brazil and would drive much of the structure, people and culture of the current SUEZ organization.

Also, part of this story, are other companies that were at one time related to the Group, such as Lyonnaise des Eaux, Vega Ambiental, Aqualogy and Restor.

In 2015, many of these companies and brands, in addition to around 40 others that were part of the Group at a global level, were unified under the SUEZ brand. SUEZ has thus positioned itself among the leaders in the Brazilian environmental market with its businesses in line with sustainability. The group’s goals have continued to grow in importance as global populations, cities and production increase.

The wisdom of nature is such that it produces nothing superfluous or useless.Nicolaus Copernicus(1473 - 1543 – Polish astronomer and doctor)

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The year is 1858. French diplomat and businessman Ferdinand de Lesseps creates the Compagnie Universelle du Canal Maritime de Suez to drill and explore the 160-kilometer channel between the Mediterranean and the Red Sea in Egypt. The work, which would last for ten years, created trade routes between Europe and South Asia without the need to navigate around Africa, a short cut of some seven thousand kilometers.

As soon as it was put into operation, in 1969, the Channel revolutionized world trade.

The Compagnie du Canal de Suez also innovated in relation to the social policy compared to other major companies at the time. Their employees received benefits such as social protection and participation in profits, in addition to a kind of insurance retirement and health insurance.

About a century later, in 1967, the Called Compagnie Financière of SUEZ acquired the Control of Lyonnaise des Eaux. The origins of Société Lyonnaise des Eaux et de l’Éclairage (Society of water and Lighting) refer to 1880, period of the so-called second Industrial Revolution, marked by scientific and technological development, with great discoveries in the areas of the industry chemical, electrical, oil and steel. With headquarters in Lyon, The Lyonnaise in a few years became the main Company of France in the water distribution sector and in the production and distribution of gas and electricity.

After World War II (1939-1945), with the national reconstruction effort after the long German occupation, Lyonnaise des Eaux focused on the water segment and

then began a campaign of international expansion, becoming one of the world’s leading water treatment and services companies.

Later, two other movements contributed decisively to SUEZ’s current organization. In 1971, Lyonnaise acquired control of the Société Industrielle de Transport Automobile (SITA) and, in the following year, Degrémont. SITA was born in 1919, when the Parisian municipality launched a competition for the modernization of urban waste collection, that was won by the company, that developed the first automotive vehicles that revolutionized waste management activities. SITA became the group’s waste division and made important innovations, such as the construction of the first waste incinerators.

Degrémont, on the other hand, was almost as long-lived as SUEZ, having emerged as a small machine shop in 1870, in Cateau, northern France. Its founder, Adalbert Degrémont, bequeathed his name to the business, but it was his son, Émile, who created in the early 20th century, the first water treatment product lines such as filters, purifiers and aerators. The next generation, represented by Gilbert Degrémont, began an internationalization movement in 1939, making the company one of the world’s leading specialists in water and effluent treatment using its own technologies and processes.

These companies were the basis of the group SUEZ Environnement which, in 2008, gathered several water and waste treatment activities and had shares listed on the Stock Exchange, GDF SUEZ being principal shareholder. The expansion process continued for

Secular trajectory

Above: Certificate bearer action of the Compagnie Universelle du Canal Maritime de Suez.

Next: Construction of the Suez Canal.

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example with the purchase, in 2010, of Aguas de Barcelona (Agbar), Spanish company founded in 1882 and active in several countries, including of South America, like Chile.

In 2015, GDF SUEZ changed the denomination to Engie, while SUEZ Environnement became just SUEZ. With new positioning and newbrand, SUEZ has encompassed in one brand all companies that acted with their own identity: Degrémont, SITA, Agbar, Aqualogy, Lyonnaise des Eaux, United Water, Ondeo, SAFEGE, among others. Some of them were present

in Brazil for several decades, closely monitoring the infrastructure and economic evolution of the country.

SUEZ: With Brazil for 80 years.

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a

On The PathOf Growth

Rio de Janeiro is one of the most well-known tourist destinations in the world. Rio was

named in January 1502, just after a Portuguese expedition disembarked at Guanabara

Bay, believing it to be at the delta of a great river.

The colonization of Brazil began in the Northeast (the first capital was Salvador, in

Bahia). The entire Southeast region, where Rio is, only became of interest to the

Portuguese metropolis in the 17th century, after the discovery of gold and precious

stones in Minas Gerais. The city’s port became the most important in Brazil, used

to transport gold and to be the gateway for products coming from Europe that were

bought by the enriched miners. Consequently, in 1763, Rio de Janeiro became the

capital of the Colony.

In 1808, the Portuguese royal family took refuge in Rio in the face of the threat of

Napoleonic invasion. To be consistent with the court’s presence, Rio has gained many

improvements, modern buildings and urban equipment.

After Brazil became independent in 1822, Rio was one of the first to benefit from one

of the country’s most important natural resource, coffee. The city grew quickly and

without proper planning until in the early years of the 20th century, shortly after the

proclamation of the Republic in 1889, it underwent major urban reforms inspired by

the French model. The reforms gave the central regions of the city the basic design

they still have today.

Rio de Janeiro was the federal capital of Brazil until 1960, when Brasilia was inaugurated.

Although no longer the federal capital, Rio remains one of the most important cultural

areas of the country and is the birthplace of many fundamental elements of the

Brazilian identity, such as Bossa Nova, samba and carnival.

In the late 1930s, Rio was the first city in the country to receive a SUEZ Group company.

The Brazilian Water Company (Empresa Brasileira de Aguas - EBA) added a location in

Rio to support the Brazilian development of the water sector.

The first Brazilian cities arose to drive commercial or military development or to provide logistical support for agricultural and natural resource

activities. In most of the early cities, the implementation of basic sanitation and urban service improvements, such as water distribution, has never been a priority.

Until the middle of the 18th century, the population of Rio de Janeiro still obtained water directly from rivers and streams or from spouts and public fountains without any treatment. Only in 1750 was the first major public work project to supply water to the city inaugurated. The Carioca Aqueduct, which comes from the river of the same name, would later be renamed the Arcos da Lapa, in allusion to the name of the neighborhood it crosses.

With the development of water infrastructure, Rio turned to the disposal of waste as a critical topic. At that time, waste was disposed of directly on the streets, beaches and ponds, and when it rained, everything spread, and disease prevention became a focus.

Urban improvements came when the wealth of the coffee industry and the Portuguese royal family arrival in 1808 drove the city to invest. Faced with the need to create urban infrastructure consistent with the presence of the Court, ministries and public secretariats, the Bank of Brazil was created. Hospitals, barracks, the Royal Library, the Academy of Fine Arts and the Botanical Garden were created along with new buildings. As trade became more varied, more urban improvements were undertaken, such as expanding the network of wells and public fountains.

After the Declaration of Independence in 1822, coffee production continued to be the flagship of the economy, with coffee plantations migrating to the country side of São Paulo State where there were more favorable

conditions for development. The state of São Paulo quickly turned into a sea of coffee trees, leading the national production with ease.

The city of São Paulo was an inexpressive array of commercial warehouses practically made of mud. With the coffee industry boom, São Paulo underwent a thriving urbanization cycle to house the new elite coffee barons. Using the salaried work of immigrant newcomers – which also formed the incipient consumer market – the new coffee elite reinvested profits in the sector itself, creating industrial, commercial, and service enterprises. In a short time, São Paulo became the economic capital of Brazil, while Rio de Janeiro would remain as the administrative and cultural capital.

Both cities still had serious health problems. Infested with diseases such as yellow fever, smallpox and bubonic plague, it was urgent to start the organization of basic sanitation services, following international standards. In nineteenth-century Europe, the work of scientists such as John Snow, Robert Koch and Louis Pasteur highlighted the effectiveness of sewage collection networks and the treatment of water supplies in response to epidemics.

From the mid-1850s onwards, several Brazilian cities received infrastructure and sanitation services as part of a modernization project that included gas lighting, tram and rail transportation, electrification and telegraph communications. The provinces established concession contracts for foreign companies, mainly British, to provide services and bring the newest technology to the country. In Rio, D. Pedro II contracted, in 1853, the service of “cleaning the houses of the City of Rio de Janeiro and the drainage of the fluvial waters,” by means of concession to The Rio de Janeiro City Improvements Company Limited, formed by British

Brazilians, it’s timeto make Brazil.Mário de Andrade(1893 - 1945 – Brazilian writer, one of the creators of Modernism in Brazil)

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funding. As a result, the city was the third in the world to implement sewerage, behind only London, England and Hamburg, Germany.

In 1857, the São Paulo government signed a contract with the Achilles Martin D’Éstudens company to build and operate the first piped water supply system in São Paulo, the Cantareira.

Despite these initiatives, one of the most active concession companies in the cities of Rio and São Paulo was the Canadian Light and Power company. In 1899, the São Paulo Tramway Light and Power company was founded to better serve the local interests. In 1904, the Rio de Janeiro Tramway Light and Power Company was founded, later known as Rio Light.

Avenida Paulista, towards the Consolação street in 1902. Inaugurated in 1891, Paulista became the preferred address of the so-called coffee barons, who built palaces throughout their length.

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Arcos da Lapa in the years 1950. The structure made of stone and mortar, which originally belonged to the Carioca Aqueduct, has 17.6 meters of height and 42 double bows.

One of the main symbols of Rio de Janeiro, the Arcos da Lapa is the oldest water distribution structure in the city. In the original city center founded by Estácio de Sá, in 1565, there was only a “bad water lagoon.” The supply was made from wells, but they quickly became insufficient. It was then that the waters of the mighty Rio Carioca began to be used.

The Rio Carioca is born in the Forest of Tijuca, Serra do Corcovado, at the height of Paineiras. Just below, along the Valley of Laranjeiras (today corresponding to the neighborhoods of Laranjeiras and Cosme Velho), the Carioca is divided into two arms, one with its mouth at Flamengo beach and another at Outeiro da Glória.

In the 17th century, the river had crystalline and abundant waters. It supplied the native and colony populations and served as a route for canoes to travel to farms in the country’s interior. Today, the river is polluted and most of its course is underground.

At the beginning of the 1600s the first studies were carried out on channeling the Carioca River for beneficial use. About two decades later, in 1624, a contract was finally signed for the completion of a

water conductor, although it was almost another century before the works were completed. In 1720, the infrastructure reached Campo da Ajuda, where the current city of Cinelândia stands today. The local government was inspired by the Aqueduct of Águas Livres, Lisbon to extend the project to the Campo de Santo Antônio (current Largo da Carioca), opting for the so-called Arcos Velhos - an aqueduct linking the Desterro hill (current hill of Santa Teresa) to the hill of Santo Antônio. The work was completed in 1723, taking the waters to the Carioca Fountain.

In 1744, the Carioca Aqueduct was rebuilt with new brick structure so that no illegal diversions took place. The official inauguration took place in 1750, when the waters sprang from 16 bronze spouts of a marble fountain installed at the feet of the Santo Antônio Convent.

Far beyond the postcard

The model for granting services to foreign companies became standard in most major cities of the country, especially after the proclamation of the Republic. With Europe as a reference and influenced by the positivist philosophy of French intellectuals like Auguste Comte and Michel Chevalier, the republican regime inscribed “Order and Progress” in the new national flag, an ideal related to industrialization, urbanization and rationality in political and administrative decisions.

For this reason, almost all the states of the country sought to reorganize the public administration and to expand technical-cultural training to achieve this ideal. Several engineering schools were created to drive education, such as the Polytechnic of São Paulo (1893), the Engineering School of Pernambuco (1895), the Engineering School of Rio Grande do Sul (1896), and others. These institutions were added to those established during the Empire, such as the Polytechnic School of Rio de Janeiro (1810) and the Escola de Minas de Ouro Preto (1876), creating conditions for implementing urban reforms in large Brazilian cities, generally guided by the work that Baron Haussman had developed in Paris between 1853 and 1870, with a focus on improving road traffic and sanitation.

Among these projects, which extended from the end of the 19th century to the mid-1910s, the Belo Horizonte implantation and the expansion plans of the cities of Santos (SP), Vitória (ES), Parayba do Norte – currently named João Pessoa (PB), Recife (PE) and Porto Alegre (RS) stand out.

The case of Rio de Janeiro, however, was more emblematic. Between 1902 and 1906, Mayor Pereira Passos promoted a real bottom-up strategy. Passos demolished old houses and tenements to open wide avenues and squares, created basic sanitation structures, modernized the port area, built the Municipal Theater, the National Museum of Fine Arts and the National Library, and other great symbols of the city. In the words of Fon-Fon magazine, a journal that portrayed Belle Époque’s sociocultural life in Brazil, “Rio is civilized! This is the exclamation that bursts from all the breasts of Rio. We have Avenida Central [beyond Rio Branco], Avenida Beira Mar (our Champs Elysees), statues everywhere, cafes and confectioners (…), a murder a day, a scandal a week, fortune tellers, psychics, automobiles, autobus, dramatic authors, grandmonde, demi-monde, all the paraphernalia of the great capitals.”

All this modernity was driven mainly by expensive, imported coal based fuels. Brazil realized it was important to change the energy matrix, so that in 1904, Light began construction of the Ribeirão das Lajes Dam, with the purpose of creating a water reservoir for the Fontes Hydroelectric Power Plant, the largest and most modern in the country and one of the largest in the world. Located in the south of Rio de Janeiro, less than 50 kilometers from the capital - where the municipality of Piraí is today - the power plant would generate enough energy to power electric trams and for the public and residential lighting for the city. In 1913, Light increased the catchment system and formed the second dam from the water from of the Paraíba do Sul River, reverting the course of the Piraí River.

Civilize!This hydroelectric dam project was driven by the need to provide Rio de Janeiro with a modern water supply system. Until that time, all efforts for water infrastructure were too small for the dimensions of the city. The main fountains created between the 19th and 20th centuries only served the inhabitants around the catchment areas and the need for large solutions was evident.

Despite this, the regulation of water supply and sanitation systems throughout the country only came much later, in the face of urbanization and the country’s new reality after the end of the Old Republic (1889-1930) and the Getulio Vargas presidency.

The central region of Rio de Janeiro in late 1910, after the reforms of Major Pereira Passos.

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The French have been present in Brazil’s history since the discovery period. Shortly after the arrival of Pedro Álvares Cabral’s fleet, French pirates and traders frequented the coast in search of the valuable Pau-Brasil.

In 1555, the first French group arrived with the intent to colonize. French Protestants, led by Admiral Nicolas Durand de Villegagnon, invaded Rio de Janeiro and created France Antarctica on an island in Guanabara Bay (next to where Santos Dumont Airport is today). There they built the Fort of Coligny, which was overtaken 12 years later by the Portuguese.

In the 19th century, greater cultural connections between the Brazilian empire and France occurred. In 1816 several notable French citizens were invited by the Portuguese Court to be part of the so-called Artistic Mission. Among other collaborations, the Artistic Mission led to the founding of the Royal School of Sciences, Arts and Crafts. Among the members of the group were Jean Baptiste Debret, a painter who recorded the most diverse scenes of everyday Brazilian life (in the second half of the century, this role was taken by a Franco-Brazilian photographer Marc Ferrez). Debret created the first national, yellow-green flag with a diamond in the center.

Another notable Frenchman, the naturalist and botanist Auguste Saint-Hilaire, began a great journey through Brazil between 1816 and 1822, writing various works on the country and its plant species, which became a botanical classic.

It was also from France that the most desired products for the Brazilian elite were produced including silks, shoes, porcelain, champagne and a myriad of other items. Due to theses item’s popularity, Brazil’s trade with France was only overshadowed by England, Portugal’s former ally.

From French philosophy emerged republican ideals on sanitary and urban models. Several iconic buildings, monuments and locations in major Brazilian cities were created by Frenchmen, such as Christ the Redeemer, designed by the French-Polish sculptor Paul Landowski and inaugurated in 1931. Between the 1930s and 1950s, French influence in architecture found its apex, with the great Brazilian disciples of Le Corbusier, Lúcio Costa and Oscar Niemeyer.

In the founding of the University of São Paulo (USP), Fernand Braudel and Lévi-Strauss played a prominent role, who, in 1955, launched the famous book Tristes Trópicos (Sad Tropics), a classic of modern anthropology.

Great Brazilian filmmakers, such as Glauber Rocha, received direct influence from the works of Jean Luc Godard, François Truffaut, Alain Resnais and many other French.

The legacy of the French culture only began to lose momentum in Brazil after the 1960s, before the liberal ideals of American culture. To his day there is a very strong relationship between France and Brazil built upon mutual interests and admiration

The French Brazil Son of Frenchmen, Marc Ferrez was born in Rio de Janeiro in 1843, but spent much of the youth in Paris. Back to Brazil, he became one of the most important photographers in the country, registering local and historical moments. In the photo, the popular celebration for the abolition of slavery, ahead of the Imperial Palace, in Rio de Janeiro, in 1888.

In the first 30 years of the 20th century, the Brazilian industrial sector went through the first major cycle of expansion, focused on the textile, food, beverage, utensil and tool sectors. The development of industrial parks was an important factor to help the economy breathe amid the depression of the 1930s.

The global economic crisis caused by the fall of the New York Stock Exchange in 1929, reached the coffee industry in Brazil, the mainstay of the national economy. This was one of the reasons why, after the Revolution of 1930, that Getúlio Vargas won the office. The government made clear intentions to follow the path of industrialization. Without abandoning agriculture, Getúlio reaffirmed industrial intentions in official pronouncements such as on September 7, 1936, when he said: “We reached a high stage of cultural, institutional and economic development. (...) We are no longer an exclusively agrarian country”.

In 1941, Vargas used the alliance with the United States during World War II to create the National Steel Company (CSN), to be built in the city of Volta Redonda (RJ), and thus guarantee Brazilian self-sufficiency in steel production. Although it only began production in five years, CSN was considered the beginning of the Brazilian industrial revolution.

During the successive Getúlio Vargas government administrations, other strategic base sectors were stimulated, especially electricity, oil and chemistry, through state-owned companies such as Vale do Rio Doce Company (now Vale, privatized) and Hydroelectric

Company of Vale do São Francisco (Chesf). Later, although in another context, Vargas would also be responsible for the creation of Petrobras.

This interventionism also involved the installation of numerous political-administrative organizations to directly consolidate essential sectors. The DNPM - National Department of Mineral Policy (1933), CNP - National Petroleum Council (1938) and the Water Code (1934) were created in this period.

The Water Code, in particular, was the first major legislative framework for water management in Brazil that was established in a context of administrative centralization, strengthening of federal power and nationalism. In order to regulate the sector, in 1939, the National Water and Energy Council (CNAE) was created, soon renamed as the National Water and Electric Energy Council (CNAEE), which still continues to govern policy after more than 60 years.

“We are no longer an exclusively agrarian country”

Getúlio Vargas was the president of Brazil between 1931 and 1945 and 1951 and 1954. His governments were marked by the investment in infrastructure and in the Brazilian industrial park, and also created the basis of labor legislation in the country. In the photo, Vargas shows the dirty hand of oil in Mataripe (BA), and in 1952, a year before he created Petrobras.

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Brazilian Water Company –Empresa Brasileira de ÁguaThe definition of laws and regulations in strategic sectors provided by the governing bodies has broadened the possibility of foreign companies associated with Brazilian organizations to act.

This was precisely the context of the creation of the Brazilian Water Company (EBA) in 1939. The initiative came from the Société Lyonnaise des Eaux et de l’Eclairage - already the most important French company in the water distribution and gas and electricity production and distribution sectors. The company joined other French companies that owned businesses and partners in Brazil: the Pont-à-Mousson Group (which controlled S/A Industrial de Tubos - Situbos) and the Saint Gobain Group (Brasilit).

At that moment, it was possible to act as a concessionaire of water services in Rio de Janeiro, although the first major contract won by EBA was in the area of engineering services, the project called “Remodeling of water services in the city of Rio de Janeiro and the Federal District.” From then on, EBA became one of the main suppliers of this type of service, both in Rio and in several other states.

Before that happened, however, the EBA had to overcome short-term difficulties. In 1942, when Brazil became directly involved in World War II with allied forces, the confiscation of assets and intervention in ventures whose main shareholders were related to Italy, Japan or Germany - which at that time had extended its rule to France, meant that the French enterprises were also subject to this policy.

EBA was thus prevented from fulfilling its contracts. Fortunately, among the representatives of the Brazilian partners was one of the most respected lawyers in the country, João Paulo Gouvêa Vieira. Alongside the other representatives of the Brazilian partners - Ayres de Pinto Montenegro and Antonio Sanches de Larraigot - and of the French leaders Roger Cardier, Joseph Fillios and Henry Dumont, Gouvêa Vieira intervened decisively with the Bank of Brazil to release the capital of EBA so that the company could honor its contracts.

EBA’s performance was so outstanding that, at the end of the war, the lawyer was elected president of the company, a position he held for six consecutive years. During this period, the company was one of the most active in the country in the field of sanitation engineering. Several EBA projects were exemplary, including the first Guandu System pipeline, part of the sewage emissary of Botafogo, in Rio de Janeiro, the Water Distribution System of the interior of São Paulo, including the stations of Garça, Itapeva, Itapetininga, & Cotia, and also the Salto and Capingui dam, in Rio Grande do Sul.

EBA Headquarters,Rio de Janeiro.

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The initial success was not enough for EBA to capitalize and to keep pace with the evolution of technology and human resources in the industry. For that reason, in 1954, it was sold to the Compagnie d’Etudes et Exécution des Travaux (CECOB), a subsidiary of Grand Travaux de Marseille (GTM), a construction company founded in 1881.

The EBA-CECOB union significantly increased the company’s portfolio until the mid-1960s, with public works in Rio de Janeiro, Minas Gerais, Goiás, São Paulo and Santa Catarina. EBA-CECOB’s works include the Cachoeira Dourada Dam (GO), the tunnels of the Guandu System (RJ), the Juiz de Fora Water Treatment Plant (MG), the Tubarão Thermoelectric Power Plant (SC) and the Adductor Tunnel Engenho Novo - Macacos (RJ).

A series of events, including new procedures for public works tenders that favored 100% national companies, led CECOB to leave Brazil a little more than a decade after the merger with EBA. At that time, GTM decided to maintain only a small active operation in the country with the consulting firm Estudos Técnicos e Projetos Ltda. (ETEP), which was created in 1966.

ETEP consolidated itself as one of the great Brazilian engineering offices between the 1960s and 1970s. Working on projects covering highways, water and energy, and others, in 2000, the majority share control of ETEP was purchased by SAFEGE – or the Société Anonyme Française d’Etude de Gestion et d’Entreprises (Anonymous Society of Management and Business Studies), a former consortium of 25 companies, which, in 2008, became a subsidiary of SUEZ Environnement.

Until 2008, much has happened to almost completely transform the reality of Brazil.

EBA Technical Drawing.

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A New Era

The construction of Brasilia was the realization of a project considered since the

19th century because the former capital, Rio de Janeiro was considered vulnerable

to foreign invasions, tropical epidemics and popular rebellions.

José Bonifácio, the Patriarch of Independence, was one of the great minds to

influence transferring the capital city to an interior location. He made the first

name suggestions for the new city in 1823. He proposed Petrópolis (to honor the

Emperor Dom Pedro I) or Brasília, to represent an anonymous publication that

circulated in Rio de Janeiro at the time.

The first republican constitution of 1891 foresaw the change, and the following

year a commission headed by the Belgian astronomer Luís Cruls, director of the

Astronomical Observatory, demarcated in the Central Plateau the quadrilateral

where the new capital was to be located. It would still be decades before the city

was build, and it was only in the late 1950s that President Juscelino Kubitscheck

decided to turn the dream into reality.

Inaugurated in 1960, Brasilia was built in the middle of the cerrado, the Brazilian

savannah, with an extremely dry climate during the winter. Due to the climate,

water quality was a major concern in the conception of the city. The Cruls Mission,

which already provided for the construction of a large lake to embrace the city.

From the impoundment of the Paranoá River, constructed a hydroelectric plant

for the city.

An international tender was made for the construction of a Water Treatment Plant

(WTP) with state-of-the-art technology. This tender would become a gateway for

another SUEZ Group company, Degrémont, to enter in Brazil.

When the Vargas presidency ended, with his dramatic suicide in 1954, Brazil was completely different from when he came

into power. Between the 1930s and 1940s the basic structures for the modernization of the country were formed, with the adoption of a model of development that promoted political, social and cultural changes.

Getulio’s legacy included a system of state planning, with the activities of stimulus and economic development agencies, investment banks, such as the National Bank for Economic Development (BNDE - which later won the Social S) and large public companies.

Getulio’s successor, Juscelino Kubitscheck, proposed a bold agenda to take the country forward called the Goal Plan. Initially, there were 30 goals divided into five major categories - energy, transportation, food, basic industry and education. The goals were designed to give Brazil a jump start, growing the equivalent of 50 years in the five years that his government would stay in power.

Kubitscheck bet on the optimism from in the golden years to win over public opinion. There was a climate of modernity, and everything that was reminiscent of the past was retrograde, backwards. We should all look to the great future of Brazil. Not coincidentally, “modern” and “new” were included most of the cultural movements of the time: bossa nova, modern architecture, new cinema.

The “new” Federal Capital, was also to be built in the middle of the Central Plateau “in an immense demographic void”, according to Juscelino Kubitscheck’s own words which were recorded in his memoir “Porque Construí Brasília” (Rio de Janeiro, Bloch Editores, 1975). This project did not originally exist in the Goal Plan, but was later incorporated as goal no. 31, the meta-synthesis.

Building capitals projected almost from scratch was something that Brazilians saw natuarally after the construction of Belo Horizonte, Teresina and other capitals of the Northeast in the late 19th century, and of Goiania in the 1940s. Brasília proposed a “new” aesthetic, sought through a tender managed by the New Capital Urbanization Company, Novacap, which was created in 1956. The winning proposal, by urbanist Lúcio Costa, caused much controversy. The proposal eventually resulted in the construction of a city so unique that, in 1988, it was considered a cultural heritage of humanity site by Unesco.

Lúcio Costa’s pilot plan, “was born of the gesture of one who marks a place or takes possession of it: two axles crossing at right angles,” he wrote in the Report of the Pilot Plan of Brasilia. The city finally took the configuration of an airplane, a metaphor more than adequate at that moment that would gain even more meaning with the bold traces of architect Oscar Niemeyer in the main palaces and public buildings.

The works began in November 1956, based on a model of state relations with the contractors - Novacap did not perform engineering services but contracted private companies and coordinated the works. The contract was a golden opportunity for national engineering companies of various segments, especially for the mining companies of Rio de Janeiro and São Paulo. The contract also provided opportunities for foreign companies specializing in state-of-the-art technologies that Brazilian engineering had not yet mastered.

This opportynity for engineering expertise is how Degrémont entered the history of Brazil.

It was now about building: and building a new rhythm. To do so, it was necessary to summon all the living forces of the Nation, all men who, with a will to work and confidence in the future, could erect, in a new time, a new Era.Vinícius de Morais – Symphony of the Dawn Poem

(1913 - 1980. Poet, diplomat and one of the most important Brazilian composers, author of one of the greatest classics of Brazilian popular music, “Garota de Ipanema,” in partnership with Antonio Carlos Jobim)

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Construction of Brasilia in 1959.

Above: works from the Esplanada dos Ministérios.

Next: Juscelino Kubitscheck (in the middle wearing a hat), inspecting the construction of the National Congress.

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Drinking water In the early 1960s, Vinícius de Moraes and Tom Jobim - who do not need to be presented - traveled to Brasília, then a huge construction site, to meet a special request by President Juscelino Kubitscheck to compose a 100% Brazilian symphony for the official inauguration ceremony of the city.

After a long trip, made in Jobim’s Beetle, they settled in the “Catetinho” - the wood construction where the president was staying and from where he was dispatched. The name alluded to the Palace of Catete, official residence of the Presidency of the Republic in Rio de Janeiro.

For a number of reasons, the beautiful Sinfonia da Alvorada was not performed at the inauguration of Brasilia as JK wished and was recorded only a few months later. However, from the arrival of Tom and Vinícius in the city one of his greatest successes was born.

As journalist Caio Tiburcio reported in a 2005 issue of Correio Braziliense, during a night tour in the vicinity of Catetinho, they heard the sound of running water and asked a guard where it came from. The man led them to a source of crystal clear water and said: “that’s drinking water, brother!”. This event was enough for the genius of Tom and Vinícius to create one of the greatest classics of Bossa Nova, Água de Beber (Drinking Water) - “I wanted to love but I was afraid | And wanted to save my heart | But love knows a secret | Fear can kill your heart | Drinking water | Drinking water brother.” The song was such a success it was even recorded by Frank Sinatra.

For a city symbolizing modernity, drinking water would have to go far beyond the small and rare fountains of that environment dominated by Cerrado. It was necessary to construct a complex system for water capture and treatment, capable of supplying drinking water to 500 thousand people.

Perspective of the ETA, Brasilia (DF).

In 1957, Novacap organized an international competition for the construction of the Water Treatment Plant (WTP) in Brasilia. The winner was Degrémont, a French company that was among the leaders in water and effluent treatment systems in the world and, at that time, in the process of internationalization. Proof of Degrémont’s global ambition was the importance of its technical manual, the Water Treatment Handbook, which was first published in 1950 in an attempt to popularize water treatment around the world. The book, later named the Degrémont Water Treatment Handbook, became the global reference on the subject of water treatment. The Water Treatment Handbook was updated and reedited several times, translated into many languages and is still referenced widely today, even by competing companies.

Degrémont had begun its operations in Latin America a few months before the contract for the works in Brasilia, through the construction of a WTP in Lima, Peru. The following year, 1958, it would construct a WTP

in Buenos Aires, Argentina.

The WTP project in Brasilia had several particularities. Not only should unprecedented technologies be used – including accelerated decantation and rapid filtration - as there would need to be aesthetic and functional consideration of the architectural proposal of the city.

The project generated great collaboration within Brazilian professionals, among them Niemeyer himself, who signed the general plan of the Station, which had the equipment provided by Degrémont.

Another distinction of the project was the fact that Gilbert Degrémont came personally to check the work.

To a large extent, this collaborative spirit helped French professionals to get ahead in the industry and to form local teams to dedicate themselves to so many other works that Brazil demanded in its rapid modernization process.

The Water Treatment Handbook, originally developed by Degrémont in the years 1950, is consideredto date the most important technical reference in the water treatment industry.

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Details of the project of the ETA Brasilia, fully made in watercolor by the Degrémont Engineers.

Part of the water treatment tanks of the ETA Brasilia, where new technologies were used in Brazil, accelerated decantation and rapid filtration.

A long partnership with BrazilAlthough the speed with which Brasília was built, three and a half years, surprised even the greatest enthusiasts, the economic advancements of the 1950s and 1960s were even more impressive. JK intensified the production of durable goods, mainly automobiles and appliances, expanding the policy of import substitution from foreign countries. Between 1955 and 1961 industrial growth reached 80%, with numerous multinationals opening operations in Brazil.

The immense growth potential led Degrémont to consolidate its roots in the country. Shortly after the construction of the WTP in Brasília, Degremont opened an office in São Paulo, on Brigadeiro Tobias Street, in the Luz region.

Shortly thereafter, Degrémont acquired a former German equipment factory, Rein, which operated in a shed on Ibirapuera Avenue in the Moema neighborhood, in front of a large shopping mall (although at that time it was an avenue of land, where the tram that went towards Santo Amaro passed). Until it was known in the national market, the company operated under the denomination Degrémont-Rein, winning a large number of new projects in the mid-1960s.

Nearly overnight, serious economic and political instabilities led to a military coup in March 1964. Under the pretext of restoring order, the coup resulted in a dictatorship that lasted for more than two decades.

From a historical point of view, this was a period of exception. From an economic perspective, it is widely accepted that the policies of the military government have led to one of the most remarkable periods of growth

in the country. With new investments in basic sectors such as petrochemicals, mining and the mechanical industry, between 1968 and 1974 the Brazilian economy showed clear signs of expansion. Exports advanced rapidly in both agricultural and manufactured products and GDP grew 4.8% in 1967, 8.4% in 1968 and would reach a staggering 14% in 1973, a rate achieved only by highly developed countries. In addition, inflation stabilized at a reasonable 20% to 25% per year.

All this happened in an extremely favorable external scenario, with the growth of several major capitalist economies and international trade. Practically all of Brazil’s economic sectors, public and private, expanded rapidly, which boosted the performance of both domestic and foreign companies, including Degrémont.

Brazil went through one of its main development economical cycles between 1968 and 1974. In that period there were large investments in the country’s industry and infrastructure, with large works such as the Rio-Niterói Bridge, which crosses the Guanabara Bay, inaugurated in 1974, has a total extension of 13.29 kilometers and 72 feet high at its highest point.

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In 1975, after leaving the pioneering office on Brigadeiro Tobias Street, in Sao Paulo, Degrémont settled in Alameda Santos, a region of Avenida Paulista, São Paulo’s main economic and financial center at that time, and to this day one of the most important addresses in the city.

The administrative and design team, while in the factory, were located on Amambaí street, in Vila Maria, north of the capital, where small pieces were produced and stocked for the equipment that came from abroad. In the 1980s, the manufacturing facilities were transferred to the region of Santo Amaro, first to Domingos Jorge Street and then to Ptolemy Street,

both in the district of Socorro. For some time, the office also operated on Ptolemy Street, but in the 1990s it once again had its own facilities on Nove de Julho Avenue, while the factory moved to Cajamar, in São Paulo, where it is still today.

The office moved to the current address at the Steel Business Center in the Jabaquara region, in April 2010.

The houses of SUEZ in Brazil

Some of SUEZ headquarters in Sao Paulo.On the previous page, the facade of the building that houses the offices today.Above, old houses that housed Degrémont - from left to the right, the headquarters in Vila Maria (Ferreira Viana street) and in the Help (Ptolemy street). Below, the current headquarters of the factory, in Canjamar (SP).

Water and sanitation To a large extent, Degrémont’s expansion in Brazil was indirectly related to the creation, in 1964, of the National Housing Bank (BNH). Although the main purpose of the agency was to finance home ownership for the middle and lower classes of the population, it had attributions relevant to urbanization, such as construction and road paving, electricity and sanitation, precisely the sector in which Degrémont had developed know-how. It was a huge market, considering that at the time, there was a deficit of 50% in water supply and 70% in the sewage service in Brazil.

The situation became even more promising with the establishment, in 1971, of the National Sanitation Plan (Planasa), responsible for expanding sanitation coverage throughout the country through the creation of the State Water and Sewage Companies (CEAEs). Despite being state-owned enterprises, the CEAEs were at the same time subject to the federal guidelines and concessionaires of municipal sanitation services, under a monopoly regime.

Degrémont won many projects to develop or improve drinking water supply and wastewater treatment systems with recently created state-owned enterprises. One example of these works included the Alto do Céu WTP, in Recife (PE). Pernambuco Sanitation Company (Compesa) had completed the construction of the Station in 1965, replacing the old infrastructure that collected water from the Beberibe River, and Degrémont was responsible for the installation of flocculators, decanters and dosing equipment capable of treating a thousand liters of water per second.

From that period and until the 1990s, Degrémont constructed several other treatment plants in states such as Bahia, Piauí, Paraná, Rio Grande do Sul and São Paulo, as well as expanded the WTP in Brasília. Degrémont created partnerships with Brazilian contractors who carried out the civil works and provided new technologies and equipment that soon would also be manufactured in Brazil, after an international operation that led to the union with Barbará Metallurgical.

The origins of this process refer to 1969, when Lyonnaise des Eaux merged with Generale des Eaux of the Pont-à-Mousson Group, which in turn had joined Saint Gobain, which also had a number of companies in Brazil, like Brasilit and Barbará - and which were the same shareholders of the old EBA.

In 1972, Lyonnaise des Eaux acquired control of Degrémont, which is why the Brazilian subsidiary would be temporarily incorporated by Barbará Metallurgical, a foundry that produced various types of equipment, such as tubes and valves. The Barbará factory was a few blocks from Degrémont’s office on the corner of Jurupis and Jamaris streets, also in Moema, and the Degrémont team was moved there, giving rise to the so-called Water Treatment Division (DTA). This configuration brought important advantages, since Barbará Metallurgical, a company that was more than 30 years old, had a good reputation and customer base in the country.

In 1975, due to the international shareholder structure, it was decided to separate the companies, with the creation of the Brazilian Degrémont, whose social The creation of the National Development Bank (NDB) in late 1960, stimulated

the verticalization of São Paulo.

objective would be the manufacture of machinery and equipment for basic and environmental sanitation, parts and accessories, such as pumps, dosers, removers and slurry presses. A new administrative headquarters was set up at Alameda Santos, in the Paulista Avenue area, and a manufacturing plant was constructed in the northern area of São Paulo.

The manufacturing or even the nationalization of the equipment was fundamental for Degrémont to be able to receive incentives and low interest financing made available by organizations such as the Financing Fund for the Acquisition of Industrial Machines and Equipment (Finame), linked to BNDES.

From the outset, the resources of Finame could only be requested by Brazilian companies that had manufacturing facilities within national territory.

As Degrémont’s projects became more sophisticated, geared towards the industrial segment, obtaining these loans was an important strategic differential. The loans were one reason why the existence of the factory was justified, although this was contrary to Degrémont’s operations internationally.

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InternationalizationIn 1970s and 1980s, from the operations of Degrémont in Brazil, services began to be exported to other South American countries. In Peru, for example, Degrémont worked on the Chavimochic Project - a gigantic system to transport water from the Amazon region for irrigation of desert areas, where crops such as asparagus and tomatoes are grown today.

More recently, the large desalination plant built at an altitude of 2600 meters in Antofagasta, in the north of Chile, is heralded for the international team participation of Chilean, Argentinean and Brazilian professionals.

In Uruguay, Degrémont was responsible for the paper mill UPM (Former Metsia Botnia) plant located in Fray Bentos and, in 2011, it established a partnership with a local contractor for the design and construction of water treatment and effluent treatment plants for a new cellulose factory for the Montes del Plata company, located in Punta Pereira.

The Brazilian Degrémont also built water treatment plants in Paraguay and Colombia, in the Dominican Republic (Central America) and Angola (Africa).

Wastewater Treatment Plant of La Farfana-Chile.

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Industrial consolidationThe model that drove Brazil’s great economic growth in the 1960s and 1970s was based on credit and foreign investments, which were attracted by political and economic stability. Most of these resources migrated to industrial production, so that the sector was considered the main driver of growth. Between 1968 and 1974, the manufacturing industry grew by more than 14% per year. Durable goods, with an emphasis on the appliance and automotive sectors, rose over 25% per year.

This expansion attracted several multinational companies, either in the form of subsidiaries or in the formation of partnerships between national and foreign firms, often also with governmental participation, such as the petroleum, chemical and petrochemical sector. The Government, through Petrobras, had a monopoly on prospection, exploration and refining of oil, and was responsible for the implementation of large refineries in Minas Gerais, the interior of São Paulo, Paraná and Rio Grande do Sul. The increased availability of naphtha and other products obtained from oil and natural gas, stimulated the rest of the petrochemical value chain, with first (basic petrochemicals, such as ethylene and propylene), second (resins, such as PET and PVC) and third generation industries (utensils in general, such as bottles, tubes, packaging, etc.).

With the exception of the pre-existing raw material plant in São Paulo, Petroquímica União, the other first-generation projects were implemented in Bahia (Northeastern Petrochemical Complex - Copene) and Rio Grande do Sul (Southern Petrochemical Complex - Copesul). Large industrial support industries were developed including the second-generation companies using the so-called tripartite model, or by the

association between the State, international companies and Brazilian groups.

For the industrial complex to work properly, more than the main raw material, oil, and infrastructure investments were needed. All petroleum production, transportation and refining operations require water and, therefore, the water segment became one of the main areas of activity for Degrémont in Brazil, either to provide the industry with specific water resources, or to treat the residual waters.

Alongside the oil and petrochemical sector, other industrial segments on the rise in the period were fundamental for the consolidation and expansion of Degrémont, such as the steel industry. In this case, water is also needed in different stages of the process: blast furnace gas cleaning, cooling and re-circulation of blast furnaces and furnace systems, oil removal, decantation, filtration, cooling and casting, and the rolling process.

In 1971, in response to the great domestic demand for steel, the National Steel Plan (PSN) was launched, with a goal to quadruple production through the development, expansion or improvement of several companies, such as CSN, Usiminas, Cosipa, Açominas and CST. Several of them became customers of Degrémont, thanks to the offer of the best technologies and solutions, with the support of the research center in France.

Degrémont was quick to consolidate its position as one of the most important partners in Brazilian industry.

Beginning of the work of the water treatment plant (WTP) of the Southern Petrochemical Company (Copesul) in Triumph (RS) in the years 1980.

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Various types of industrial segments require specific treatments of the water used in their processes. Industrial process water must be free, not only from impurities, but from certain elements that could potentially cause damage to the equipment or the final product. Water to feed boilers, must be demineralized, since mineral waste can adhere to the pipes, hampering their operation.

Water quality demands are particularly high in the petroleum and petrochemical sector. Degrémont deployed demineralization systems in most Brazilian refineries and at the raw materials center of the southern petrochemical complex, Copesul built the largest water station in the Southern Hemisphere at beginning of the 1980s, including decantation, filtration, and ion exchange processes.

In the early 2000s, new WTPs in refineries were deployed to modernize processes and reduce gasoline and diesel sulfur and pollutant emissions. At Revap (Henrique Lage refinery, in São José dos Campos, Vale do Paraíba), it sought to meet the increase in steam demand from the refinery’s production units. At Replan (Paulínia Refinery), the objective was to supply ultrapure water to increase production capacity, through a unit with reverse osmosis technology.

Today, Replan is Petrobras’ largest oil processing refinery.

Leadership in the petroleumand petrochemical sector

Steel mills also require special systems for the treatment of water for cooling and recirculation, as well as clarification and effluent treatment systems.

Degrémont was present in all major steel projects in Brazil. One of the most emblematic cases was that of Usiminas, in which, in addition to providing water for production, the Degremont system also provided water to the city of Ipatinga (MG), where the plant was located.

The National Steel Company (CSN) houses the largest Degrémont projects in the segment with three Water Treatment Plants (WTP) built between the 1970s and 1980s.

In 2017, SUEZ also won a major project at CNS for reuse of water used in the production of carbochemicals.

Water for steelmakers

ChangeTo Survive

It is not by chance that the Paraná River has this name, which, in Tupi, means similar

to the sea. The main part of the Prata Basin is almost five thousand kilometers long.

It is the eighth largest river in the world in this respect, only losing, in South America,

to the Amazonas. When it reaches the border with Argentina, Paraná plunges into the

fabulous Iguaçu Falls, elected one of the seven wonders of the world in 2012.

The hydroelectric potential of the Paraná River is also very large. Four hydroelectric

plants were built to harness the river’s great power: Jupiá, Ilha Solteira, Porto

Primavera and the gigantic Itaipu Binacional, on the border with Paraguay.

The construction of Itaipu began in 1974 and was considered a “work of Hercules” by

the North American magazine Popular Mechanics. The world’s largest hydroelectric

plant was inaugurated on November 5, 1982, with the reservoir already formed, after

more than 50 thousand hours of work.

In the early 1970s, a conjunction of geopolitical factors triggered a slowdown in the world economy, a situation that worsened with the first oil crisis.

Between 1973 and 1974, OPEC, an organization that integrates oil producing and exporting countries, raised the price per barrel from $ 2.8 to $ 9.46. It was the end of the growth cycle of the postwar world economy, leading to the worst economic period since the Great Depression of 1929.

In Brazil, the situation was extremely difficult. First, because of the dependence on imported oil, the country produced only about 30% of the demand internally. Then – and especially – because the world economic instability made external resources scarce and raised international interest, Brazilian debt and inflation

skyrocketed, seriously compromising the model that had sustained the great economic growth of the country.

There was also a survival phase, with the government trying to keep the modernization project, which was halfway through, at all costs, even if it required even more indebtedness. However, in 1979, came the fatal blow with a second oil crisis that plunged Brazil into a serious recession. External debt jumped from $ 12 billion in 1973 to $ 64 billion in 1980, and inflation rose from 4% in 1976 to 110% in 1980. In 1983, it reached 200% and in 1985, reached almost 300% a year, beating a historic record.

In 1988, under the command of Mr. Ulysses Guimarães (PMDB-SP), was promulgated the “Citizen´s Constitution”. At the time, Ulysses announced: “I declare promulgated the document of freedom, democracy and social justice of Brazil”.

Throughout history, man has had to fight nature to survive; in this century he is beginning to realize that, to survive, he must protect it.Jacques Cousteau(1910 - 1997 - Oceanographer, explorer, conservationist, documentary filmmaker and French filmmaker, pioneer in the fight for marine conservation

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But not all the news was bad. Financial unrest finally undermined the stability of the military regime, provoking a political-institutional rupture that paved the way for redemocratization. In 1984, a great popular campaign took control of the main capitals of the country by the return of direct elections for president, Diretas-já.

The 1985 election, although still indirect, President Tancredo Neves was nominated by the National Congress. However, it put a civilian back in the presidency of the Republic after 20 years of generals. Tancredo died before his inauguration and was replaced by his vice-president, José Sarney, who followed the promises of major structural changes in what he called the New Republic.

The first and most urgent issue to address was inflation, a major threat to the country’s development. The government’s economic team developed a shock treatment with heterodox economic shocks. First, came the Cruzado Plan, then the Summer Plan, then the Bresser, all unable to solve the problem and drive growth again. Due to the challenging economic conditions, the 1980s were labeled a lost decade.

The lost decade nickname only applies to economic conditions, since in other sectors there have been significant advances. The 1988 Constitution, considered the Citizen’s Constitution, reiterated social achievements and paved the way for intensifying the discussion in the country on the question of sustainability.

It was no longer possible to look naturally at the degradation of ecosystems and consider it only as the unpleasant side effect of progress. A change of position was urgently needed, in which the tools and know-how of Degrémont and other Group companies would be great allies.

Demonstration in Brasilia during the campaign for direct election for president in 1984.

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In 1983, the international press reported with much fanfare and concern what happened in Cubatão, in the Baixada Santista, coast of the state of São Paulo. The UN had declared the city as the most polluted in the world, a veritable valley of death. The nickname reflected the dangerous emission rates of harmful gases that, in that year, exceeded 500 mcg/m3 per day (the current standard of quality of Brazilian legislation for the 24-hour interval is a maximum of 150 mcg/m3). In addition to generating very serious health problems for the population, such as children born with birth defects such as anencephaly and various pulmonary diseases, the situation was also catastrophic, both environmentally and socially.

The city had been chosen in the 1960s to house a major industrial hub because it is halfway between the capital and the port of Santos, the largest in the country. The city also had adequate access to water. It was also believed to be positive that the city was in a valley protected by the Serra do Mar, although it was later argued that the geographic configuration hindered the dispersion of pollutants, increasing the deterioration of the slope forest and the contamination of mangroves and rivers. All these aspects worsened living conditions of the population, which, attracted by the prospect of employment in a time of widespread economic crisis, flowed in large numbers from the North and Northeast regions, crowding into communities without the adequate infrastructure and high social risk.

The situation was so dramatic that in 1983, São Paulo’s governor, Franco Montoro, launched a program to control air quality, water and soil pollution, whereby companies in the region were forced to use the same equipment

and processes for emission control and treatment of effluents already adopted in other countries.

It was then that Degrémont’s international expertise in the implementation and management of industrial wastewater treatment systems became evident, which would be one of the main focuses of the company’s performance in the future. A project at the Cubatão pole, for Cosipa (now Usiminas), was completed during this period to treat slush in steelworks. The transformation of pig iron into steel results in a dust that was precipitated by equipment that sprinkled water, and the resulting mud was discarded without treatment in the Santos estuary. Degrémont used internationally known technologies to treat this sludge, which then ceased to be an environmental problem.

Still within the industrial segment, the Degrémont’s participation in the paper industry deserves special mention. The manufacture of pulp and paper requires careful treatment before and after consumption, due to the large amount of water required for the manufacturing process and the generation of highly polluted waste. For this reason, Degrémont services are used in almost all the major companies in the paper sector in Brazil, with technologies fully adapted to their needs.

Breaking paradigms

Cubatão in the years 1980 and currently.

The coastal city of São Paulo was considered the most polluted in the world in the years 1980, becoming a landmark of the paradigm shift towards the environment in Brazil.

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Leadership in the pulp and paper sectorDegrémont grew along with the pulp and paper sector in Brazil, since the country was a pioneer in the production of short fiber pulp, produced from eucalyptus in the 1950s and 1960s. If Brazilian paper mills previously depended on the import of pulp, soon Brazil would be transformed into one of the largest producers and exporters of pulp and paper.

For this to be possible, large integrated projects of eucalyptus plantations and pulp production took place in various regions of Brazil.

Only between 1965 and 1985 did the country’s forest production area jump from 500,000 to approximately 4.5 million hectares, which required efforts by the industry to seek socio-environmental sustainability, both in plantations and in industrial processes.

Degrémont has always been one of the most active companies in the construction and operation of water treatment and sewage plants in many pulp and paper mills, both in Brazil and in several countries in Latin America, Central America and Africa. Montes del Plata Plant, in

Uruguay

In addition to the changes in the means of production, the 1980s also brought new positions in relation to the urban environment, although this issue had already been noticed in previous decades in the largest and most industrialized cities in the country, such as São Paulo.

The capital of São Paulo emerged and developed due to the rivers and streams of the Tietê basin. In the origins of city, they were even used as access roads to the interior. At the beginning of the 20th century, Tietê and Pinheiros were home to various leisure activities: their wetlands (várzeas) were occupied by football fields (which, in fact, gave rise to the term várzea soccer), there were capybaras and many other animals, fruit trees and a variety of plants. Such a pleasant environment attracted elegant clubs, which promoted regattas and memorable swimming championships in the waters of the rivers.

As the metropolis grew, however, it punished its rivers, rectifying them and dumping effluents. In the 1940s, Mário de Andrade said in the long poem A Meditação (Meditation) on the Tietê, about the “cursed” and “deadly” waters: “Underneath the admirable arch of Ponte das Bandeiras the river murmurs in a heavy and oily water.”

In the 1970s, the situation was critical, as it is evident in a recently rediscovered documentary - Ciência Viva: Poluição das Águas (Live Science: Water Pollution)–, produced by TV Cultura in partnership with the Foundation for Research Support of São Paulo (Fapesp). In a solemn tone, well in the style of the time, the narrator announced: “Reflecting the situation of public calamity that astonishes us, every day the newspapers of São Paulo publish in the headlines the harrowing reality that plagues the largest industrial center in Latin America.”

One of the responses to this problem was the development of the so-called Sanitation Master Plan for São Paulo (Sanegran), developed in 1976. Although the first major sanitation plans for São Paulo emerged in the previous decade, only with the creation of the Basic Sanitation Company of the State of São Paulo (Sabesp) in 1973, an effective policy in the area began to be drawn up with Sanegran. It established that, by 2000, 90% of the metropolitan population should rely on services of collection, interception and treatment of sewage (at the time, the percentage was only 35%).

Sanegran envisaged the construction of three large treatment plants in Greater São Paulo: in the municipalities of Suzano, Barueri and São Caetano. It was considered too ambitious at the time, since the initial design of Wastewater Treatment Plant (WWTP) Barueri had gigantic dimensions, intending to treat 60 cubic meters per second. Therefore, the Sanegran was on paper for more than a decade.

It was only in the late 1980s, in the wake of popular campaigns to clean up the Tietê, organized by various entities, including the newly created nongovernmental organization SOS Mata Atlântica that Sanegran began to be implemented in new bases that restructured ETE Barueri and considered the construction of other units.

WWTP Barueri station, inaugurated in 1988, contained the largest effluent treatment system ever constructed in the world. The design was by Degrémont. The company provided the technologies of anaerobic digestion, densification and dewatering of sludge by means of filter presses, from the direct consulting of the head office in France. Degrémont

Death and life of urban watersalso provided equipment and technology to other Sabesp stations in São Caetano, Parque Novo Mundo and São Miguel Paulista.

It is true that the Tietê river problem still persists, although in the last decades small improvements have been achieved. Brazil has seen other cases that have already had a positive result, such as Lake Paranoá, in Brasilia. Degrémont returned to the Federal District to build the Wastewater Treatment Plants (WWTP) Lago Sul and Lago Norte for the Water and Sewage Company of Brasília (Caesb), as a fundamental part of an exemplary depollution system of the city’s postcard.

Until the early 1990s, Paranoá was considered the worst urban lake in the country and one of the worst in the world, with fetid and murky waters - you could not see anything more than 50 centimeters from the surface. Several actions, including the WWTPs provided by Degrémont, completely reversed the situation.

Today, totally sanitized, Lake Paranoá has a bathing rate above 93%, an index considered exceptionally good. It is a center for leisure, fishing, water sports and even diving and its waters are also used for the public supply of the population of the Federal District. Lake Paranoá is a great example for Brazil and the world.

The Tietê river, one of the main rivers of São Paulo, has been used for sports pratice. Today it is unthinkable, because the river suffered severe pollution process, which only began to be mitigated in the years 1980.

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“Water from my Tietê,Where do you want to take me?

-River that enters the landAnd that keeps me from the sea...

It’s night. And it’s all night. Under the admirable archFrom the bridge of the flags the riverMurmurs in an heavy and oily water.”

Mario de Andrade,Meditation on the Tietê (1945) Works

The project works Sanegran, in São Paulo, with the presence of Degrémont.

Above: Wastewater Treatment Plant (WWTP) Parque Novo mundo.

Below: Wastewater Treatment Plant (WWTP) Barueri

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View of the JK bridge crossing Lake Paranoá, in Brasilia (DF), about ten years after the Lake Revitalization.

Treatment Station of the South and North Wings in Brasilia, Degrémont projects.

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Treatment of urban watersBetween 1980 and 1990, despite all the short-term difficulties, Degrémont deployed, throughout Brazil, several Water Treatment Plants (WTPs) for public systems or provided vital equipment for WTP operations.

Several Degremont WTPs including Pedra do Cavalo (Embasa – BA), Teresina (Agespisa – PI), Iguaçu (Sanepar – PR) and São João (DMAE – RS) were part of the expansion. In Greater São Paulo, Degremont

provided mechanical equipment for the Taiaçupeba Treatment Station (Sabesp), which is an integral part of the Alto Tietê Production System, responsible for supplying the East Zone of the São Paulo Metropolitan Region, as well as the municipalities of Poá, Suzano, Brás Cubas, Mogi das Cruzes and Arujá.

Despite the important achievements throughout the 1980s in Brazil, Degrémont felt the consequences of the economic crisis. The recession made major works projects scarce and it was necessary to resort to complex financial engineering so that the value borrowed for the projects was not completely eroded by inflation. To maintain the financial health of the company, containment measures were taken, such as demobilizing the offices located in Alameda Santos, in the capital of São Paulo, and centralizing all management at the plant in Santo Amaro.

Only in the early 1990s did the picture begin to improve, with a new cycle of major economic changes in the country. In the 1989 presidential election, the first direct one after the military dictatorship, Fernando Collor de Mello won with a liberalizing proposal. At the beginning of the following year, the Brazilian economy was still in a state of shock and another economic plan was launched to improve conditions. This time it was necessary to completely revise the market structure, breaking with the state-protectionist model that only worked because of innumerable market reserve measures that no longer made sense. Therefore, the government program also opened and modernized the economy, reduced the role of the state, and ended incentives, subsidies, and special production regulations.

In the short term, the Collor Plan failed in the same way as its predecessors. In 1992, when the president resigned after the impeachment process began due to serious allegations of corruption, inflation reached an unbelievable 1,158% per year.

During the brief Collor government, significant steps were taken to bring Brazil to a new position in the world’s geopolitical atmosphere. Brazil’s new position can be seen in the choice of Rio de Janeiro to host the first conference on the environment, Eco-92. On that occasion, representatives from more than 170 countries met to discuss issues related to sustainable development, an achievement previously unheard of. The signing of Agenda 21, which defined the goals for improving the planet’s environmental conditions, reiterated the relevance of the event, also raising the importance of its host in a global context.

Nevertheless, in economic terms, the process initiated by Collor was only completed in the following decades. The Real Plan, launched in 1994, during the management of Itamar Franco, gradually and finally managed to stabilize inflation. During the administrations of Fernando Henrique Cardoso, economic modernization measures were fundamental, such as the National Privatization Program (PND), which affected key sectors such as telecommunications, energy and steel, and banks and state-owned railway companies. Between 1990 and 2002, 165 state companies were passed to private control, either totally or partially.

Diversify and Grow

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Openness, deregulation and privatization have warmed the market, attracting the interest of many foreign companies, from various industrial sectors and also from services. For Degrémont, many O&M (Operation and Maintenance) projects appeared, especially with the new vehicle assemblers that were being started in the country. In addition to providing the engineering and construction of the plants for water and effluent treatment, Degrémont was also responsible for operations.

Another possibility that was opened was to work in the concession area for the provision of public water and sewage services in the Brazilian municipalities, in which the group was an international reference, through Lyonnaise des Eaux. Because of the way the industry had been structured in Brazil, around state and local authorities, it had not been possible for the company to enter the Brazilian market until then.

In 1995, however, under the Concessions Law, which authorized the concession of services to the private sector, Lyonnaise des Eaux do Brasil signed the first contract for the full concession of water and sewage in the country, valid for 30 years, to act in Limeira (SP), which covered the service to a population of approximately 200 thousand inhabitants. In order to execute the services, the Águas de Limeira concessionaire was set up in partnership with Brazilian Company of Projects and Works (CBPO) - later acquired by the Odebrecht Organization - which assumed full responsibility for managing the services of abstraction, production and supply of treated water, as well as collection, removal and treatment of sewage and final disposal of sludge.

Until that time, only 2% of the city’s sewage was treated - that is, virtually all wastes were dumped in the rivers and streams of the region, which caused pollution. Another

problem was the constant lack of treated water, due to the low reserves and a huge percentage of losses. After a few years under private management, the situation would be completely reversed, with Limeira conquering the universalization of water and sewage services and the revitalization of the hydrographic basin.

In the meantime, however, many events marked the trajectory of the Group in Brazil, which, from 1997, with the merger between Lyonnaise des Eaux and Companie de SUEZ, was renamed SUEZ Lyonnaise des Eaux.

The first was the entry into the segment of urban solid waste, with the purchase, in 1998, of Vega, one of the pioneers in the Brazilian private public cleaning service. Created in the first half of the 1970s, Vega initially served the city of São Paulo, but by that time it was already one of the main companies in the country’s segment, acting as a collector and conveyor of solid urban waste, and also with related services, such as sweeping streets. Transformed into Vega Engenharia Ambiental, the company became the largest private operator of waste in Brazil, present in 15 cities and serving approximately 20 million people.

Shortly after the acquisition of Vega in 2000, another chance emerged to become a concessionaire of water and sanitation services. This time, in a region beyond emblematic, in the state of Amazonas. Until then, the capital Manaus was served by the State Company of Amazonas (Cosama), which had investments in the supply sector, but with visible deficits in the supply of drinking water and sanitary sewage. There were no supply structures in several neighborhoods of the city, which is why part of the population had become accustomed to drinking well water, without treatment, which meant the spread of diseases.

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In June 2000, at an auction held on the Rio de Janeiro Stock Exchange, SUEZ Lyonnaise des Eaux acquired the shareholding control of Cosama, creating the company Águas do Amazonas, which became responsible for supplying the city and the industrial pole of the region.

The SUEZ Group was beginning the new century and millennium with many plans and expectations for Brazil, as well as for all of South America, where it had been embracing different businesses.

But in a few years, it would realize the need to rethink its performance in the country and redirect its strategy.

Manaus is the capital of the state of Amazonas,that is, in the center of the largest rainforest in the world.In the picture, meeting of the Black and Solimões rivers, which follows for miles without the water mixing.

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State-of-the-art technologyin the AmazonOne of the first measures of the concessionaire Águas do Amazonas was to focus on improving the quality of the water produced at the treatment plants. In WTP 1, which had a conventional treatment process, modern mechanical sludge extraction systems were implemented, and adjustments were made to the dosing system, guided by an extensive study of the physicochemical and bacteriological characteristics of the Rio Negro waters. In WTP 2, a treatment process originally performed with a direct filtration system, an unprecedented flotation system was installed that works by dissolved air.

The technology is applied worldwide in cases where there is a great presence of organic sediments, providing a greater clarification index, as is the case in the Rio Negro. The technology works by injecting air into the bottom of the reservoir which, with the aid of coagulant products, causes the organic particles to form a foam that rises to the surface from which it is easily removed.

Rictor technology, of which Degrémont was the owner, resulted in an excellent standard of distributed water quality in relation to the high color and turbidity parameters of the raw water of the Rio Negro.

Vega and the waste issueVega originated in São Paulo as an engineering company. In 1974 it started waste collection and sweeping of public streets and public places, a service that had been carried out by third parties in the city since the late 1960s.

In 1975, the company was responsible for more than 30% of the waste collection in the municipality, being the absolute leader among private companies, since the city hall still accounted for about another 30%.

One of the actions supported by Vega was the use of gas from landfills as fuel. After the successive oil crises, the demand for energy alternatives was increasing. As the waste dumps were being replaced by landfills in São Paulo, a project to exploit the methane gas produced by

the anaerobic fermentation of organic garbage to supply the fleet of municipal buses of the then Metropolitan Collective Transportation Company (CMTC). The Project was initiated in 1978, with the collaboration of Vega and other companies in the sector.

This was an opportunity in Brazil to apply a waste recovery technology for renewable energy generation developed by SITA and used in countries such as France, Australia and the United Kingdom. In these countries, discarded materials are an input for the generation of biomethane used in power plants. Process by-products, such as metals and ashes, can be recycled, generating other products.

All the adjectives to describe São Paulo are as superlative as the city itself. The

largest financial, corporate and commercial center in the Southern Cone, São Paulo

has more than 22 million inhabitants in its metropolitan area. It is the most populous

municipality in Brazil and the Americas and the seventh most populous in the world;

the 14th most globalized city on the planet; 10th GDP and the most cosmopolitan in

the country, with inhabitants from more than 190 different nationalities.

Likewise, the challenges of São Paulo are also mega: management of energy

resources, mobility, environmental quality and well-being of the population, as in

other megacities of the planet, are some of the issues that have been discussed

in recent years by managers and citizens. The solutions certainly go through

the concept of Smart Cities, whereby the environment has to be integrated with

environmental engineering.

The inspiration came from cities like Paris, Barcelona, Casablanca, New York,

Beijing, Melbourne or Santiago, where SUEZ has developed innovative consulting

and engineering solutions to address technical, financial, environmental and

social challenges.

The Country Of The Present

In Jorge Amado’s first novel, The Country of Carnival, published in 1931, the main character, Paulo Rigger, returned to Brazil after a season in

Paris and, landing in Rio de Janeiro in the middle of the carnival, is impressed by everything he sees. The narrative continues, until, at a certain point, there is a dialogue in which the phrase that would become iconic about Brazil is said: “It is the country with the greatest future in the world.”

Exactly 10 years later the German, Stefan Zweig, published Brazil: Land of the Future, with travel impressions after being forced to leave his homeland at the height of Adolf Hitler’s rule. Delighted with Brazil, with the culture of its people and its potential wealth, Zweig coined the expression that, according to his biographer, the journalist Alberto Dines, would be converted into a national epithet.

Over the ensuing decades, the epithet became a sort of curse - as the country sprouted forward, no one cared about the present. Until, in 2014, Domenico de Masi decreed: The Future is Here.

In the book of that title, the Italian sociologist analyzed different models of society and highlighted the Brazilian as something that should be followed by other countries. According to him, cultural miscegenation, religious syncretism and the peaceful way in which Brazilians usually solve problems, would be the main qualities that transformed Brazil in the present country, despite the serious socioeconomic problems that persisted.

Obviously, all these visions of Brazil were, and are, loaded with ideological meanings that cannot be considered here. What can be said without fear of error is that the changes of Brazil at the beginning

of the new century that made Masi come to this conclusion were in fact impressive.

It was a process that began with the Real Plan, in 1994, consolidated in the governments of Fernando Henrique Cardoso (1995 to 2002) and reached the apex in the managements of Luís Inácio Lula da Silva (2002 to 2010). In this period, the Brazilian macroeconomy was marked by the maintenance of inflationary indexes at a reasonable level, by adopting sectoral policies and stimulating credit for production and consumption, by reducing unemployment and high investments in infrastructure, in addition to social policies that expanded the social protection system defined in the 1988 Constitution. The policy of encouraging exports, in particular, was benefited by the warming of international demand for commodities, especially China, leading to trade balance records - in 2011, exports surpassed imports by more than 30 billion dollars and, in 2012, Brazil moved to the sixth place in the world economic ranking, a position that was previously occupied by the United Kingdom, considering the Gross Domestic Product (GDP).

Brazil is open to the new and to change. And even in the worst moments it faces reality with positive feeling.Domenico de Masi(1938 – Historian and Italian sociologist and honorary citizen of Rio de Janeiro)

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These policies generated extremely positive macroeconomic balances, even in the face of a crisis scenario in the world economy from 2007-2008, turning Brazil into an important global investment center and, consequently, allowed the country to assume the regional leadership role, including requesting a seat in the UN Security Council.

To a large extent, these positive results were due, on the one hand, to agricultural commodities - meat, soy, coffee and sugar - and, on the other hand, to products derived from the exploitation of natural resources, especially iron ore and crude oil.

Particularly with regard to natural resources, this boom led to massive investments in infrastructure, which would once again represent a new milestone in the expansion of Degrémont and other businesses linked to the SUEZ Group.

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Big opportunities:oil, mining and pulp In 2006, experts confirmed the existence of oil reserves of extremely high potential in the Brazilian pre-salt areas off shore. It is an extensive area between the coasts of the states of Espírito Santo and São Paulo, dominated by clayey rocks of great hydrocarbon generation capacity. In the following years, supergiant fields (with potentially over one billion barrels) were discovered in the Santos Basin pre-salt.

The news had a strong impact on the entire sector, pushing big investments to allow the exploitation of the reserves and imposing changes in the monopoly exercised by Petrobras. The change in the regulatory framework in 2010, allowed private companies, national and foreign, to act in a shared manner. Indirectly, this has also become a great growth opportunity for companies related to shipbuilding and other support segments such as water management.

Thus, began another cycle of intense development of the Group in Brazil. To explore the pre-salt oil reserves, floating units are needed, capable of operating at a distance of more than 150 kilometers from the coast, by drilling extensive sedimentary rocks and salt layers until reaching the oil reservoirs. Reservoirs that are not exactly wells, as common-sense imagines. The oil becomes impregnated in the rock, as if it were a sponge, and to remove it, water must be injected under pressure to create a vacuum that expels oil from the rock.

However, it is not possible to use sea water without treatment, as this causes the proliferation of bacteria that metabolize the sulfate present in sea water,

releasing highly toxic gases, harmful to human health, the environment and the oil itself, which becomes acidic and thus loses refining value. Not to mention that acidification increases operating costs due to equipment corrosion.

The solution was to use produced water, water that comes along with oil. This water was separated and treated with chemicals on the platform before being injected to prevent bacterial growth and proliferation. From 2006 onwards the technology of sea water nanofiltration, reverse osmosis, began to be used. The technology began to be developed in the late 1980s oil rigs in the North Sea and is characterized by the use of membranes capable of selectively removing sulfate in the water from the injection of oil wells. This process allows greater pressure for the extraction and, consequently, increases the oil production.

Quickly, Petrobras began to demand the use of the technology in all its platforms, including floating facilities called FPSO (Floating Production Storage and Offloading). In 2011, Degrémont qualified to provide systems to be installed on these structures and, two years later, won a major contract for the supply of units for the removal of sulfate from two replicating platforms under construction at Angra dos Reis Shipyard, of Keppels Fels, a world leader in offshore platform design. P66 and P69 were designed to have 1,250 nanofiltration membranes each and reverse osmosis units for water production for oil dilution.

In 2014, Degrémont also won bids to build sulfate removal and reverse osmosis units for oil dilution at Jurong Shipyard in Espírito Santo, responsible for the FPSO type platforms P68 and P71s, destined for the Lula and Sapinhoá fields, in the pre-salt cluster of the Santos Basin.

These opportunities broadened Degrémont’s long-standing partnership with Petrobras, which was already strong in the downstream segment for refining and logistics and would become one of the most important pillars of the company’s operations in Brazil from the 2010 decade.

Another pillar of the greatest importance and, as it turned out, rapid growth in Brazil due to the

international demand for commodities, was the mining segment. For Degrémont, the mining sector developed into a close partnership with Vale, with which large O&M (Operation and Maintenance) contracts were carried out.

Vale was founded in 1942 by President Getúlio Vargas as a state-owned company and was privatized in 1997 under the FHC government. Since then, it has become the second largest mining company in the world, the largest iron ore producer and one of the largest logistic operators.

In Espírito Santo, Vale maintains its largest industrial complex in the country. With a physical area of 17

The Brazilian pre-salt reserves are estimated at 80 billion barrels of oil and gas, what promoted the country the sixty-largest reserves holder in the world.In the photo, SRU module for the P-71 platform, type FPSO.

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Water Treatment Plant of Suzano Papel e Celulose in Mucuri (BA).

thousand square kilometers, the Tubarão Complex has the largest rail yard in Latin America and eight ore pelletizing plants, as well as operating and service units, which employ about 13 thousand people.

In 2005, Degrémont was responsible for the operation of the effluent, sanitary and industrial treatment plants throughout the complex and, as of 2007, included conservation services, operational monitoring and corrective and preventive maintenance in the equipment.

Thanks to this partnership, Vale achieved a water reuse index of more than 80% in the Tubarão Complex, which led Vale to constantly extend and expand the contract with Degrémont.

In this period marked by great achievements in strategic sectors, Degrémont still played a significant role in another key segment of the Brazilian economy - pulp and paper. In addition to the internationally developed projects in this area, coordinated by Degrémont in Brazil, the work contracted by Suzano for the implementation of a second pulp processing line at the Mucuri (BA) unit - formerly Bahia Sul, between 2005 and 2007 was highlighted. It was one of the largest projects ever carried out in the area, with the WTP reform to account for the increase in raw water treatment capacity and the treatment and dehydration of the sludge generated in every season. In addition, Degrémont has implemented a demineralized water supply system for the new boiler.

Operation and Maintenance of Vale Tubarão (ES)

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Learning, legacy and bettingIf Degrémont’s achievements were already so relevant, a number of other opportunities would enter the scene for other SUEZ Group businesses from this upgrade of the country’s economy, following the company’s own internationalization strategy.

At that moment – remembering – the Group was also undergoing major transformations: after the establishment of SUEZ Lyonnaise des Eaux in 1997, the focus was on water, energy, waste and communications markets. The participation in the Águas de Limeira and Águas do Amazonas concessions and the Vega acquisition were therefore in line with this strategy.

Between 2005 and 2006, however, a series of contingencies led SUEZ Environnement and Vega to stop participating in water, sanitation and waste concessions in Brazil. One of the main reasons for this was the delay in defining regulatory milestones. Since 1991, for example, proceeding through the Congress was the National Solid Waste Policy, which would only be signed in 2010.

With the demobilization of these businesses, Degrémont was practically the only representative of the Group in Brazil, but not for a long time, because in 2010 SUEZ would start a new and important chapter of its history in the country.

Or rather, it would resume a business started in 1990, when the Lyonnaise Des Eaux Services Associés (LYSA), then subsidiary of Lyonnaise des Eaux, was founded. The company was initially an operator specialized in water and sanitation services, operating in medium-

sized cities in Latin America, the Caribbean, Africa and Asia, mainly through public-private partnerships (PPPs). In Brazil, Lysa was contracted by Sabesp in 1993 to prepare a complete diagnosis of the loss of treated water index in the Metropolitan Region of São Paulo. The result was alarming: about 44% of the water produced by Sabesp was lost, either with leaks, irregular deviations or other problems. The Non-Revenue Water Reduction Program was launched, which, after several reprints, is still active today.

During this time, Lysa integrated several PPPs, in several Brazilian states, including in a partnership with ETEP, always acting in the losses segment. It actually established an office in Vitória (ES), until, in 2005, it became an independent company specializing in various operation and consulting services in the water and sanitation sector.

The activities of the SUEZ Group in this segment continued through Águas de Barcelona (Agbar), a Spanish company that had been a member of the group since the end of the 19th century. In 2010, Agbar brought Aqualogy to Brazil, a company specializing in solutions and technology focused on water.

Four years later, Aqualogy expanded its operations in Brazil, through the purchase of Restor. Founded in 1986, Restor was an engineering firm covering both field service and equipment maintenance and trading. Headquartered in São Paulo, it operated throughout the country and abroad, in the areas of basic, industrial and domestic sanitation. In the evaluation of the managers of Aqualogy, a company with great growth potential, due to the acquired expertise, mainly in relation to the

contractual model that has been adopted in Brazil in projects of this nature, the Performance Contracts. Basically, it is about sharing risks, that is, the company contracted to identify and mitigate losses is remunerated through the results obtained.

Since then, Sabesp, in São Paulo, has become one of the largest customers of the loss recovery service, with projects of great repercussion, such as in São Bernardo do Campo, in Greater São Paulo, where a contract was signed to save approximately 32,000 m³/month of treated water by means of pressure control, active monitoring of leaks and adequacy of the infrastructure. In other states, emblematic projects to reduce losses were also developed, such as in Olinda (PE), for Pernambuco Sanitation Company (Compesa), where the water supply network serves 240,000 people. The most emblematic contract of this type, however, was the one developed in Jardim São Luiz, in the southern zone of the city of São Paulo, which resulted in the saving of more than one million cubic meters of water per month.

Finally, in the process of expansion of SUEZ Environnement, in 2008, the French group Boone Comenor Metalimpex was acquired from the area of recycling and disposal of clean industrial waste (ferrous and non-ferrous metals). The group, whose origins date back to 1899, was already operating in Brazil providing metal recycling services to the automobile industry since 2007.

This, however, although it is a market with immense potential in the country, still faces complex issues, such as the fact that a large part of the activities related to recycling integrate the universe of informality or underemployment. Therefore, since then, it remains a great bet for a more sustainable future.

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Jardim São Luiz:water economy and citizenshipAccording to the Trata Brasil Institute, in 2010, the basic sanitation system operators in the country lost about 37% of all the drinking water produced. The causes ranged from the problem of clandestine connections and problems of measuring the consumption of water to leaks.

This generated not only an environmental problem, given the importance of water resources, but also a great financial waste, since the cost to capture and treat water is lost along with the input.

The fight against losses has thus become one of the priorities of Sabesp, the São Paulo sanitation company, which operates at the state level. Among the actions in this direction, it promoted a project in one of the regions with the highest water loss rates in the metropolitan region - Jardim São Luiz, in the South Zone, a district with more than 36 thousand square kilometers and about 700 thousand inhabitants.

In 2013, Sabesp entered into a contract with the RE São Luiz Consortium, formed by several companies and led by Restor. It was the largest performance contract ever performed in the country - which meant that the remuneration of the consortium companies would be proportional to the resources that Sabesp would not lose from wasting water.

From the outset, the Consortium team realized that this project had differentials that should be considered. It was a peripheral region, with a significant percentage of the population living in

poor communities. Therefore, much of the problem was caused by irregular connections and the use of old or faulty equipment. That is, the social challenge was often greater than the technical one and was far beyond the competence of the Consortium.

The solution was to hire a specialized team, with social workers and communication professionals, to make a direct approach to the community. This group carried out researches on the consumption habits of the population and began to work with the community, participating in events and dialoguing with residents to gain their trust, so that they could inspect the facilities inside their homes and interventions such as the replacement of water meters. Hundreds of previous surveys were carried out in the communities and communication actions were developed that would be fundamental in dealing with the population, such as the distribution of communiqués on the stages and objectives of the works, the monitoring of complaints and the careful monitoring of the reconstruction services of the sidewalks, which had to be damaged for the installation of pipes and equipment.

Educators from the region’s schools were also encouraged and trained by the Consortium team to bring the issue of the need for water management to children and young people in the region.

Thus, with the full support of the population, the technical work was the easiest part. A number of technical improvements were made to the system, with

the construction of a 15,000-cubic meter reservoir, the installation of five kilometers of steel pipelines, the installation of a new booster (pumping system) for the management of pressure in the networks, the detection and repair of non-visible leaks and repair or exchange of extensions.

After only 18 months, the result was impressive: more than one million cubic meters of water per month were saved in Jardim São Luiz, enough to supply 230,000 people in the same period. This number has far surpassed Sabesp’s expectations, which provided for savings of just over 680 thousand cubic meters per month.

The new SUEZ and the Brazilian contributionOn March 12, 2015, SUEZ Environnement became only SUEZ, bringing together all the activities of the 40 companies that were under the holding company in more than 70 countries of the world, including Degrémont, Lyonnaise des Eaux, Agbar, Aqualogy, SITA, United Water, Ondeo Industrial Solutions and Safege.

Much more than a marketing approach, the new positioning was designed to strengthen the synergy between businesses, as they all aimed at the sustainable management of natural resources – water, energy and raw materials –, in both the public and industrial spheres.

The brand brought a concept aligned with the principles of sustainability, which has significantly changed the way companies operate in Brazil, with an identity related to what they can potentially do to collaborate with the country’s development in terms of innovation and technology. The change implied to act again in the service area for SUEZ in Brazil, with the integration of Aqualogy, Restor and Degrémont - which led to a new business plan, covering the entire water cycle and management of other resources, activities that still persist as immense challenges in the country.

The unification process also showed how much the Brazilian experience has to collaborate with the rest of the company worldwide. Due to the way in which business has developed in the country, SUEZ has become a very important player in the industrial segments, while in the other countries where it operates, the company is more prominent in the area of public concessions and in the management of urban waste.

Projects alongside oil platforms, for example, are considered as global cases. The old partnership with Petrobras in Design & Build projects expanded even further in August 2017, through a new service agreement on offshore platforms, the first of its kind in the world. It is a three-year contract, extended by three more, to provide water for human consumption and industrial use for eleven of the platforms in the Campos Basin, in Rio de Janeiro, through seven mobile units that will carry out the process. The contract also provides for the provision of operational assistance and unit maintenance services.

At a time when global demand for energy is increasing and renewable energy still cannot fully replace oil, this innovative experience is of great importance to SUEZ’s global business.

Another Brazilian contribution to SUEZ’s international expertise is the work developed with Vale in the mining area. From 2016, SUEZ won new contracts to respond for complex operations of the company. First, it was the inclusion, within the framework of the services performed at the Tubarão Complex, of the operation of the sanitation systems along the Vitória-Minas Railroad (EFVM). The railroad, whose construction dates back to the 19th century, began to be managed by Vale and has great importance in the disposal of the ore from the productive areas, in Minas Gerais, to the port, in Vitória.

The following year, Vale also contracted SUEZ to respond for 12 systems at Water and Wastewater Treatment Stations along the nearly 900 kilometers of the Carajás Railroad linking the world’s largest open-pit

iron ore mine (Carajás, in Pará) to the Port of Ponta da Madeira, in São Luís (MA), including the management of about 100 small systems, such as compact stations, wells and reservoirs from 10 different locations along its route. SUEZ will also be responsible for the preventive and corrective maintenance of the wells

in operation at Vale’s industrial complex in São Luís (MA) and for the opening of new water wells, in order to optimize resources and improve the management of the complex’s water cycle.

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Horizontes e perspectivas By encompassing all types of businesses worldwide in line with its vocation of resource management, SUEZ has moved even more consistently towards the leading position. This was reaffirmed about two years after the unification in March 2017, when GE & Water Process Technologies (GE Water), the world leader in industrial water management and treatment, was acquired in around 130 countries.

The operation was carried out in partnership with the Canadian fund Caisse de Dépôt et Placement du Québec (Deposit and Investment Bank of Quebec - CDPQ), a long-term institutional investor that manages retirement and insurance funds, giving rise to the largest sanitation resources management company of the planet, SUEZ Water Technologies & Solutions. The company meets the needs of more than 50 thousand customers worldwide, counting on more than 10

thousand employees, among them 650 researchers working in the 17 centers of research and excellence.

If the size impresses, the qualification does no less, positioning SUEZ among the most advanced companies in the area of intelligent technologies. Such as those developed at the Digital Monitoring Center, created by GE Water in Cotia, in Greater São Paulo. About 750 clients from all over Latin America

are served 24 hours a day through a knowledge and content management platform called Insight. Using sensors, the tool controls production assets in various industrial and municipal facilities, ensuring system performance, optimization and cost reduction. A new paradigm of resource management.

In fact, a paradigm shift that is part of a great revolution that is in full swing. And SUEZ is ready for it.

Digital Monitoring Center in Chile

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Social workWith businesses intrinsically related to sustainability issues, SUEZ maintains a Foundation to develop social projects. In general, actions focus on eight pillars: combating climate change, preserving biodiversity, protecting oceans, supporting vulnerable populations, supporting equal opportunities and diversity, supporting regional development, supporting the right to water and sanitation, and sharing of information and knowledge.

The highlight is the oceans, which account for 97% of water resources and are responsible for the production of 50% of the planet’s oxygen. SUEZ not only offers products and solutions to limit sources of pollution and waste but also works to meet local public policies and initiatives aimed at protecting the oceans. It supports, for example, the Seventh Continent Expedition and the MED Expedition, international organizations studying the impact of plastic waste pollution in the Pacific and Atlantic Oceans and the Mediterranean Sea, respectively.

SUEZ is also a partner of the GoodPlanet Foundation, of French origin, which develops art and education projects to raise the awareness of the population about threats to the environment. Furthermore, since 2015 the Group has committed itself to the Unesco intergovernmental oceanographic commission, which aims to implement tangible solutions to mitigate ocean pollution.

In 2017, on the occasion of World Oceans Day (June 8), the Group launched a worldwide mobilization

campaign, # SUEZ4ocean, inviting its more than 90,000 employees to gather as many people as possible and organize plastic waste collection operations on beaches around the world.

In Brazil, the action focused on Quartel Beach, in Olinda (PE), where SUEZ leads the Nova Olinda Consortium, which works with the local sanitation company Compesa to improve water supply in 16 neighborhoods of the city. In partnership with the city hall, the Consortium team gathered around 200 participants, including students from the public-school system. The children assisted in the collection and participated in educational actions on the protection of the oceans. In four hours, 80 kilos of waste were collected, with 85% of the material represented by plastics.

Also, in Brazil, SUEZ supports local issues, such as races organized by cancer-fighting institutions and, above all, social projects. For over ten years, it has partnered with the Franco-Brazilian non-governmental organization Arca do Saber.

Created in 2001 in a needy community of São Paulo, the Arca do Saber welcomes and provides educational, cultural and sports support to more than 120 children between six and 15 years of age at social risk. SUEZ collaborates financially with the programs developed by the institution and also encourages the direct involvement of its employees as volunteers.

In 2017, SUEZ promoted the mobilization campaign#SUEZ4Ocean to collect plastic waste on the beaches of the whole world. In Brazil, the action is concentrated on the Quartel Beach in Olinda (PE).

Resource Revolution

According to the indigenous legend, the moon - the goddess Jaci - whenever she hid behind the mountains, she chose the most beautiful girls of the village and turned them into stars. The young Naiá, dreaming of this destiny, one day saw the image of the moon reflected in a lake and threw herself at it, drowning. Jaci took pity and turned Naiá into a Vitoria Regia (Water-Lily), the unique and perfect Water Star, with white flowers that open at night and become rosy during the day.

Legends aside, the Vitoria Regia (Water-Lily) is an incredible aquatic species. Typical of the Amazon region, it was baptized by the English, in honor of Queen Victoria. It has large circular leaves that can reach more than two meters in diameter, with lateral edges that form a sort of shallow tray. It remains on the surface, supporting up to 40 pounds of weight

without sinking, thanks to a perfect engineering, in which veins in the lower part of the sheet work like beams structuring the surface.

It can be used as food, being rich in starch, iron and mineral salts. The leaves have medicinal properties and can be used to color and strengthen the hair. They are shelter for fingerlings, tadpoles and other life forms and some species.

They are also great for filtering water, feeding on suspended sediments. Therefore, with proper poetic license, it can be said that the Water-Lilies are the small Water Treatment Plants of nature, a perfect example of biomimicry.

Life is like this, it is made of lot of things that end, It is also made of things that start, They are never the same.José Saramago(1922 - 2010 – Portuguese writer who won the Nobel Prize for Literature in 1998)

Ready for resource revolution – so SUEZ positioned itself in 2015, by bringing together the companies that previously operated under

the SUEZ Environnement holding into one brand.

Much more than a marketing motto, the positioning was the fruit of a deep reflection on the role and the aim of the company in this new moment of world history. Throughout its trajectory, SUEZ has accompanied several revolutions of humanity. In the nineteenth century, in the post-industrial revolution period, it was one of the protagonists in the implementation of public hygiene systems, developing technologies and services to capture, treat and distribute drinking water, which completely changed the ways of living in cities. At the turn of the 20th century, thanks to health improvements, epidemics and mortality rates declined sharply as life expectancy rose.

In 1919, in Paris, SUEZ also led the development of waste collection technologies, with the creation of the first modern trucks that, along with the incineration processes also developed by the company, profoundly changed the management of solid waste in cities.

In the post-war period, the modernization of the European, American and Asian metropolises has brought about an explosion in the consumption of natural resources, leading to the growing need for potable water distribution systems and treatment of industrial and urban effluents. In this process, SUEZ was also responsible for other revolutions, as in 1969, when it created the first installation of filters by reverse osmosis, technology that allowed the desalination of sea water. Today, the company operates 255 desalination plants worldwide, which supply more than 10 million people with drinking water.

In this century, SUEZ is inserted in the threshold of a new reality, in which it is vital to promote the intelligent and sustainable management of the natural resources to guarantee the survival in a planet that, according to scientific projections, should have more than nine and a half billion people in 2050, the majority concentrated in cities and in dozens of megacities with more than 10 million inhabitants.

How can we provide this potable water contingent if today there are still 780 million people who still do not have this resource? How to protect springs that supply populations, find new sources of water and energy, reduce waste and waste production?

The answer necessarily goes through the paradigm shift in the traditional forms of production, starting from a linear economy, based on the intensive use of raw materials and constant disposal, to adopt the concept of circular economy. According to this view, resources are understood within an infinite cycle of generation and regeneration: to use, reuse, recycle, value and produce new resources.

The circular economy presupposes a profound change in the consumption habits of humanity, from product design to the way we relate to raw materials and waste. The planet must be understood as a living organism, which regulates resources in cycles – that is, everything can potentially be used and returned to the environment in the form of energy.

It is true that this depends on government policies and actions, supported by international organizations and communities, but the role of companies is also key to developing resource management technologies, proposing innovative solutions that integrate the technical, financial, environmental and social dimensions.

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In 2015 the United Nations formally proposed the 17 development goals(ODS) that must be implemented by all the countries of the world up to 2030.

Solutions like those that are already a reality in various parts of the world, in the so-called Smart Cities. Unlike the futuristic vision of cities until recently, where technology overtook humanity, in real smart cities information and communication technologies are tools to improve citizens’ quality of life, tools to manage infrastructure and services. In other words, the concept of Smart City necessarily involves the integration of public services (sanitation, transportation, public security, lighting, etc.), using human and artificial intelligence.

The concept covers the principle of mobility and how it impacts air quality and therefore the health of city dwellers, the local climate and the urban environment. Tokyo, Amsterdam, Barcelona and Santiago, among others, are already emerging as examples of cities that have made intelligent changes to ensure citizens’ access to quality water, clean air and efficient waste treatment.

SUEZ considers itself ready for this revolution that is changing the way we all relate to the planet. By creating and delivering efficient, connected and flexible solutions for the management of different resources, it helps to balance the needs of the population with the available natural resources. Fundamental balance to achieve the goals set by the UN 2030 Agenda on Sustainable Development (2015-2030), with which SUEZ is organically committed.

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A picture of the waters in BrazilAlthough Brazil has around 12% of the world’s fresh water, an extremely privileged position in relation to the world average, there are many critical challenges in the use of water resources in the country.

In the last two decades, projects and actions have been developed to increase the supply of drinking water, but to reduce water use conflicts and to increase the perception of water conservation as a social and environmental value remains an immense challenge.

In 1997, the Water Law was signed, which established the National Water Resources Policy and created the National System for Water Resources Management (Singreh). Based on the principle that water is a public good and its management is decentralized and based on multiple uses (supply, energy, irrigation, industry, etc.), the law establishes instruments to implement the National Water Resources Policy.

Ten years later the National Plan for Basic Sanitation (Plansab) was launched, starting a process planned and coordinated by the Ministry of Cities. Generally speaking, Plansab aims to universalize the access of all occupied Brazilian households to basic sanitation.

Two international milestones, approved within the framework of the UN, are closely related to Plansab: The Millennium Development Goals, signed by Brazil and 190 other countries in September 2000, and Resolution A/RES/64/292, of the General UN Assembly, of July 28, 2010, whereby access to clean and safe water and adequate sanitary sewage is a human right, essential for the full enjoyment of life and other rights.

Plansab was published in 2013 and established guidelines, targets and actions for basic sanitation for the next 20 years, with investments of around 170 billion dollars. During this period, it is intended to reach a 99% coverage rate in drinking water supply throughout the country with 100% in urban areas, and 92% for sanitary sewage coverage with 93% in urban areas. Regarding solid waste, Plansab provides for the universalization of collection in the urban area and the absence of open landfills or dumps in Brazil. As for rainwater, another target is the reduction of 11% in the number of municipalities where flooding occurs in the urban area.

With Brazil for 80 yearsIt is emblematic, therefore, that SUEZ completed eight decades of presence in Brazil just as the country hosts the 8th World Water Forum in 2018. The international event is organized every three years by the World Water Council (WWC) and is the largest global event on the subject, which seeks to place water as a priority on the international agenda. The 8th World Forum is considered a preliminary phase of Agenda 2030.

Water has always represented, directly or indirectly, the business focus of SUEZ-related companies over time. Recently, Southeast Brazil, the most populated and most economically active region, has experienced a very serious water crisis, causing the population, companies and governments to awaken to the real complexity of the issue. The country is one of those who hold the most of this precious natural resource, more than 12% of all the fresh water in the world, to be precise. However, 70% of all water is concentrated in the Amazon River basin, in the less populated region of the territory, while only 1.6% of the water is in the Southeast, where a quarter of the population lives.

Even so, these resources are under serious threat because of the inadequate collection and treatment of sewage and waste water from industry and agriculture. The situation is so serious that, according to the Trata Brazil Institute, only 42.67% of all sewage in the country receives adequate treatment of the 50% that is collected, which represents the launching of 1.2 billion cubic meters of sewage in the nature, considering capitals alone.

The situation becomes even more dramatic when you consider cultural factors, which lead to waste. The apparent abundance makes the Brazilian population often have a wasteful attitude regarding the consumption of treated water or negligence in relation to the preservation of springs, water sources and riparian forests or to the reuse of rain water and wastewater.

It is true that much has changed in these 80 years, especially since Eco-92. In the following years, the signing of the Kyoto Protocol (1997), Rio + 10 (2002), held in Johannesburg, South Africa, and Rio + 20 (2012), which returned to Rio de Janeiro, confirmed the issues surrounding sustainability have come to occupy a central place among national concerns, in tune with what is happening around the world.

As these discussions and this awareness advance, despite all the conjunctural difficulties, Brazil also seeks to realize its resource revolution, returning to its development path. In this process of transformation, SUEZ prides itself on being a partner with which governments, companies and citizens can always count on to build an increasingly sustainable country with increasingly intelligent cities and for the benefit of its people and its spectacular nature.

It has been like this for 80 years. It will be, increasingly, in this future that has already begun.

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Water at the heartof the UN debateThe UN began addressing the need for global water conservation in 1949, when the United Nations Scientific Conference on the Conservation and Use of Natural Resources brought scientists and experts from around the world together for the first time to analyze resource management after the devastation caused by World War II. Issues such as the degradation of the oceans, rivers and seas, industrial pollution, hazardous waste management, population concentration in urban centers and climate change were discussed.

From the late 1960s, the UN began to systematically promote international meetings to discuss issues of global concern. With regard to the environment, the 1970 General Assembly consolidated the concept that certain natural resources are part of the Common Heritage of Humanity. After several meetings and agreements, the emblematic Stockholm Conference took place in 1972 as the first major event to evaluate the environmental theme from a sustainability perspective. As a result of this meeting, in 1983 the World Commission on Environment and Development was established, chaired by the Prime Minister of Norway, Gro Harlem Brundtland, who gave birth to the famous Brundtland Report, analyzed by presidents, prime ministers, heads of state and other authorities from more than 100 countries.

Before, however, important steps had already been taken in relation to water. In 1977, the First United Nations Conference on Water was held in Mar del Plata, Argentina. The Action Plan carried out from the

meeting was considered the most complete reference document on water resources, until the elaboration of the specific chapter on water of Agenda 21, defined during Eco-92.

The second major International Conference on Water and the Environment was held in Dublin, Ireland, in 1992, a few months before Eco-92. The Dublin Declaration has innovatively introduced a radically new approach to the assessment, use and management of water resources, especially freshwater. From this meeting, recommendations were organized in a program entitled Water and Sustainable Development, which brought, as a first principle, the assertion that “freshwater is a finite and vulnerable resource essential for life, development and the environment.”

The idea of creating the World Water Forums was launched in 1996, within the framework of the World Water Council. The First World Water Forum took place the following year in Morocco, and every three years thereafter, always aiming to place water on the political agenda of governments, promoting the deepening of discussions, exchange of experiences and formulation of concrete proposals for challenges related to water resources. The eighth edition, held in Brazil with the theme Sharing Water, is the first to be held in the Southern Hemisphere.

World

Brazil

1939 – Adalbert Degrémont creates the Degrémont, in Cateau, France.

1858 – Ferdinand of Lesseps creates the Compagnie Universelle du Canal Maritime of Suez.

1957 – Degrémontwins the Internationalcompetition for theconstruction of the Water Treatment Plant (WTP) of Brasilia. In thesame year, acquiresin Sao Paulo (SP)Rein and it’s calledDegrémont-Rein.

1919 – In Paris, the SITA creates the first modern vehicles traction for pick-up of garbage.

1867 – Creation of Company of Waters of Barcelona.

1958 – Formed to Holding Compagnie Financière of SUEZ.

1880 – Creation of Lyonnaise des Eaux, in France.

1967 – Compagnie Financière of SUEZ acquires control of Lyonnaise des Eaux.

1971 – Lyonnaise des Eaux acquires control SITA’s.

1965 – Created the Degrémont S/A, Engineering, Sanitation and Water treatment.

1976 – Degrémont starts acting in several flat works Sanitation Director for the Grande São Paulo (Sanegran).

1980 – Inaugurated Degrémont Factory in Santo Amaro, São Paulo (SP).

1995 – Lyonnaise des in partnership with the Brazilian Company of Projects and works (CBPO), sign the first concession agrément of water and sewage in Brazil, in the municipality of Limeira (SP).

1966 – Created the consulting company Technical Studies and Projects Ltda. (ETEP).

1993 – Lysa is contracted by SABESP to draw up a complete diagnosis about the loss index of water treated in Metropolitan Area of Sao Paulo.

1998 – Built the new factory headquarters of Degrémont, in Cajamar (SP).

1939 – Organized in Rio de Janeiro the Brazilian Company of water (EBA) – Subsidizing Lyonnaise des Eaux.

Landmarks of Suez

2015 – SUEZ Environnement becomes call SUEZ, gathering all activities of the 40 companies that were under the holding in 5 continents.

1990 – Founded the Lyonnaise Des Eaux Services Associés (LYSA).

1998 – SUEZ Lyonnaise des Eaux gets Vega.

2000 – Control stock of ETEP is purchased by SAFEGE – Société Anonyme Française de Etude Manage ET Enterprises (French Anonymous Company studies of management and business).

1997 – Compagnie of SUEZ performs fusion with The Lyonnaise des Eaux, giving rise to SUEZ Lyonnaise des Eaux.

2008 – SUEZ Environnement does its introduction to Stock Exchange.

2017 – SUEZ acquires the GE Water, global leader in management and treatment of industrial water, active in 130 countries.

2013 – Degrémont is hired to design and build units of water treatment in FPSO. In the same year, SABESP establishes a contract with the RE São Luiz Consortium, Led by the Restor.

2000 – SUEZ Lyonnaise des Eaux acquires control stockof Cosama, givingrise to the concession of Aguas de Amazonas.

2005 – SUEZresponds for theOperation and Maintenance of Vale do Rio DoceCompany (currentVale) in Vitória (ES).

2005/2006 – SUEZ Environnement stopped participating in the Water Concessions and Sanitation in Brazil and also from Vega.

2010 – SUEZEnvironnement acquiresthe control of Aguas deBarcelona (Agbar) andbrings to Brazil Aqualogy.

2016 – SUEZ performs the systems operation of sanitation along the Railroad Vitória to Minas (RVM). In the same year, Vale grants award to SUEZ as company of excellence in health, safety and environment.

2014 – Aqualogy acquires Restor.

2017 – SUEZ extends the partnership with the Petrobras, with a contract to provide equipment desalination for eleven offshore platforms in the Bacia de Campos, in Rio de Janeiro.

1990 – Compagnie Financière of SUEZ change your name to Compagnie of SUEZ and initiates process restructuring.

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Bibliography ANDRADE, Manuel Correia. O Desafio Ecológico – Utopia e Realidade, São Paulo: Hucitec, 1994.

Banco Nacional de Desenvolvimento Econômico e Social (BNDES). Boletim Visão do Desenvolvimento (diversos números).

BRITTO e PORTO (Orgs.). Políticas de Saneamento Ambiental: Inovações na Perspectiva do Controle Social. Rio de Janeiro: IPPUR/UFRJ/FASE, 1998.

BRITTO, A.L. A regulação dos serviços de saneamento básico no Brasil: Perspectiva histórica, contexto atual e novas exigências de uma regulação pública. In: Anais do IX Encontro Nacional da ANPUR – Ética, Planejamento e Construção Democrática do Espaço. Rio de Janeiro: IPPUR, 2001.

CARDIM, Carlos Henrique e GUIMARÃES, Samuel Pinheiro (Org.). França: Visões Brasileiras - Brasília: IPRI, 2003. Disponível em http://funag.gov.br/loja/download/224-Franca_Visoes_Brasileiras.pdf (acesso em 08/09/2017)

CASTELLS, M. A sociedade em rede. São Paulo: Paz e Terra, 1999.

CLARKE, Robin e KING, Jannet. O Atlas da Água. São Paulo: Publifolha, 2005.

DICKEN, P. Mudança Global. Porto Alegre: Bookman, 2010.

JAGUARIBE, Hélio. O Brasil ante o Século XXI. Instituto de Estudos Avançados da Universidade de São Paulo. Disponível em http://www.iea.usp.br/publicacoes/textos/jaguaribeseculo21.pdf (acesso em 12/07/2017)

Lyonnaise - La petit histoire de sa naissance au Brésil (livro institucional)

MELATO, Débora Soares. Discussão de uma metodologia para o diagnóstico e ações para redução de perdas de água: aplicação no sistema de abastecimento de água da região metropolitana de São Paulo (Dissertação de Mestrado). Disponível em http://www.teses.usp.br/teses/disponiveis/3/3147/tde-17082010-092608/publico/Dissertacao_Debora_S_Melato.pdf (acesso em 12/09/2017)

NASCIMENTO, Nilo de Oliveira; BERTRAND-KRAJEWSKI, Jean-Luc e BRITTO, Ana Lúcia. Águas urbanas e urbanismo na passagem do século XIX ao XX: o trabalho de Saturnino de Brito. Revista UFMG, Belo Horizonte, v. 20, n.1, p.102-133, jan./jun. 2013. Disponível em https://www.ufmg.br/revistaufmg/downloads/20/6-_aguas_urbanas_e_urbanismo_nilo_de_oliveira.pdf (acesso em 08/09/2017)

RUMO A ECONOMIA CIRCULAR: O RACIONAL DE NEGÓCIO PARA ACELERAR A TRANSIÇAO (folheto da Ellen MacArthur Foundation) Disponível em https://www.ellenmacarthurfoundation.org/assets/downloads/Rumo-a%CC%80-economia-circular_Updated_08-12-15.pdf (acesso em 12/07/2017)

SAIANI, Carlos César Santejo e TONETO JÚNIOR, Rudinei. Evolução do acesso a serviços de saneamento básico no Brasil (1970 a 2004). Revista Economia e Sociedade, Campinas, v. 19, n. 1 (38), p. 79-106, abr. 2010. Disponível em http://www.scielo.br/pdf/ecos/v19n1/a04v19n1.pdf (acesso em 10/10/2017)

Image CreditsSUEZ Collectionp.33, 35, 42, 43, 44 e 45, 46 e 47, 50, 51, 54 e 55, 57, 58 e 59, 60 e 61, 70 e 71, 75, 77, 78 e 79, 85, 86 e 87, 88 e 89, 98, 99, 106 e 107, 109

Agência Estadop.40, 69 acima

Agência O GloboPgs. 24 e 25

Association du Souvenir de Ferdinand de Lessepset du Canal de Suezp. 15

Energy and Sanitation Foundationp.23

Mathilde Saadap.117

Wikimediap. 27, 29, 31, 41, 49, 65, 67, 69 abaixo, 73, 76

William Danielsp. 9, 17, 53, 81 e 82, 95, 97, 101, 103, 105, 114, 119 e 120

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SUEZ: With Brazil for 80 years

SUEZ:Jean-Louis Chaussade (CEO) e Ana Giros (Diretora Geral LATAM)

Communication Board: Frederique Raoult e Céline Muzart (LATAM)

General coordination:Mathilde Saada e Raquel Boschi

Editorial Committee (in alphabetical order):Claudia MoraesDiego AraqueErica Galvão

Luana MartinsRaquel Moreira

Tabita Ghidini TeixeiraUmberto Paste

Vitor Collete

Production: Quintessência Pesquisa e Texto Ltda. (CNPJ: 24.426.080/0001-00)

Research coordination: Antonio Machado VeigaWriting: Élida Gagete

English version: H3 Traduções, Adriana Pellegrino (revisão)e Christopher Huynh (revisão)

Art:Venosa Design e Comunicações Ltda. (CNPJ: 61.862.835/0001-45)

www.venosadesign.com.brSupervision: Francesco Paolo Venosa

Diagramming: Mateus AugustoWatercolors: Renato Palmuti

Catalog Plug:Rafaela Patente (CRB-2143)

Printing:IPSIS Gráfica e Editora

Thank you very much!This book was produced thanks to the collaboration of countless

People who gave up materials, told their stories andThey supported us at every stage of the work.

To all of them, our heartfelt thanks.