Leadership, the key to unlocking global markets A practical experience within SUEZ “Bringing you the essentials of life” Jean-Claude STEFFENS Sr VP Environment & Innovation

SUEZ, a global company Active in Energy –Transporting natural gas, LNG –Generating electricity, heat –Delivering energy services (efficiency) –Treating waste, waste water –Producing drinking water, industrial water Worldwide, from European stronghold

Leadership, what does it mean ? A large base can improve your position –Combined-Cycle Gas Turbines –LNG carriers –Biomass boilers Customers feel confident in established reputation –Desalination –Private operator of nuclear power plants –Supplier of 10,000 waste water treatment plants Own experience is valorized –Biomass characterization –Energy efficiency from own practical knowledge

Making Eco-innovation possible Integrating components –Desalination : introducing flexibility –Finance : integration in energy efficiency Adding services, investments to products –Objective-based contracts –Closed-loop green electricity Dedicating resources to global policy –RES capacity objectives –Equipment sourcing

Beware, heavy component What is built in 10 years, lost in 1 day ? –Risk-averse if company reputation can be at stake Technology build-up & transfer is difficult if Intellectual Property rights are unprotected –Power producers are no equipment manufacturers –Emerging markets increase competition Environment business is no charity –Deep pockets, deep trouble –No substitute for a good business model

Are these markets really global ? Equipments, Eco-innovative technologies are really global –Being a leading customer is a plus –Accumulated O&M experience helps you a lot Regulatory issues are national/regional –A market is a combination of business & regulatory environment –You cannot save the effort of exploring the details Stakeholders’ issues are very local –They will make the success of the Eco-innovation

(Prudent) Conclusions The Eco-problem is global in its structure The needed innovative solutions have essential, highly local components (implementation-bound) Innovative leaders can succeed if they are able to –Adhere to the will of policymakers, see opportunities –Deploy and implement a long-term strategy, portfolio –Creatively cross concepts, technologies and experiences –Integrate the financial dimension in a sustainable way –Integrate all stakeholders’ interests in the project