CONTENTS A Message From Danny Our Executive Leadership Team Let’s Be Frank. A Guide to Navigating These Changes Connect With Us
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The PEOPLE and their PURPOSE Introducing your new Executive Leadership Team As Veolia moves forward under my leadership I am proud to announce your Executive Leadership Team (ELT). As a team, we will be focused, disciplined and accountable; measured by our results and our ability to foster an open and trusted team, not only amongst ourselves, but by the business and all 4000 of our employees.
The team is comprised of both existing and new roles, with an expectation that the people in these roles will work together with the business to deliver on the business framework of Quality, Efficiency and Growth; guiding us towards our 2025 strategic ambition.
The quality of our people; the pathways we create; the investment we make in developing individuals; and the creation of a diverse mix of people, with capabilities to match, has guided the creation of our ELT. They are a reflection of the depth of talent we have across the organisation. I am confident that this team comprises a great balance of tenure and legacy within the Veolia business across water, waste and energy, mixed with incomparable external experience and knowledge. The ELT will see three roles introduced: ● Chief Strategic Development and Innovation Officer; (SDI) ● Chief Digital and Technical Officer; (DTO) and ● Chief Organisational Efficiency Officer (COE). The Chief Strategic Development and Innovation Officer’s remit will include the development and delivery of key offers to achieve growth targets. The identification, planning and execution of mergers and acquisitions will also be delivered under this role, along with community partnerships, our Reconciliation Action Plan and public policy agenda. I am pleased to announce the appointment of Laurie Kozlovic to this role. The Development and Innovation team will manage more complex, technical and innovative offers, leaving our State and New Zealand teams to focus on solutions and capabilities that can be delivered now, as part of our core offering. The Chief Digital and Technical Officer’s remit will include the Technical and Performance function, Technology and Digital, National Sales & Contract Performance & Marketing and Communications; ensuring we have the technical, data, commercial and human capability to deliver on our commitments for both existing and prospective customers. I am pleased to announce the appointment of Ben Sullivan to this role. Our clients across both Public and Private sectors entrust us with the management of critical infrastructure that protects and promotes the living environment and human health. Ensuring we continue to grow and develop this capability is critical to continued and future success. The collaboration between these functions, the States and New Zealand is critical to the successful deployment of Veolia’s most technical and sophisticated offers - a key component of our 2025 strategy. Three key functions to: ● Develop (SDI/State and NZ BU’s) the opportunity through to offer and acceptance; ● Deliver (DTO) through bid management, mobilisation and project execution phase; and ● Operate (State and NZ BU’s) as a going concern.
The Chief Organisational Efficiency Officer will focus on organisational efficiencies, with a mandate to identify opportunities for simplification, standardisation and rationalisation above and beyond the current program of operators’ priorities, further developing the Zones’ existing efficiency plan. I am pleased to announce the appointment of Brendan Moss to this role. These roles will better manage what we do now, what we do in the future and together, build the Veolia that is best in class and delivers innovative environmental solutions for our customers. We will create a culture for you centred on performance and accountability - for every person, in every department, in every location or function. Much has been asked about the role of our State and New Zealand businesses. The decentralised nature of our organisation is its strength. We must maintain the local connection with unique markets so as to deliver appropriate and meaningful stakeholder engagement, with the authority and capability to capitalise on opportunities when and where they arise. As such, the Group General Manager’s (GGM) of our State and New Zealand operational business units will form part of our ELT and report directly to myself. The roles of both East Coast and West Coast/NZ EGM will no longer exist in the new structure, creating a truly united team, focused on whole-of-region activities. I am pleased to announce that Marc Churchin has been appointed to the role of GGM NSW, Mark Taylor to the role of GGM SA/NT and Clay South will act in the role of GGM WA for the remainder of 2018. A recruitment process will begin immediately for the role of GGM WA and NSW GM of Resource Recovery. Together with functions which look after our Refractories and Energy business lines, safety, people, corporate governance and the financial health of our organisation, your ELT is committed to leading and supporting the business, to maintain our position as leader in the provision of waste, water and energy services, not only in the ANZ region, but around the World. Within this document, there are a number of answers to questions that will no doubt arise as a result of this exciting change for the organisation. Importantly, the ELT structure is effective immediately and is underpinned by a comprehensive transition plan. I am proud of what Veolia Australia and New Zealand is today and I am excited about who we will be tomorrow. I am 100% committed to making sure we are disciplined, recognise our people as our greatest asset and continue to build on the great foundation we have. Danny Conlon
Executive Leadership Team
Danny Conlon
Ben Sullivan
Managing Director & CEO
Grant Winn Executive General Manager - Refractories & Energy
Chief Digital and Technical Officer
Neill Taylor
EXECUTIVE GENERAL MANAGER - SHEQ
Stephen Byrne
Alex Lagny
Mark Taylor Group General Manager
Tony Roderick
General Counsel
- South Australia/Northern Territory
Group General Manager - new zealand
Group General Manager - Queensland
Brendan Moss
Clare Moran
Laurie Kozlovic Chief Strategic
Preet Brar
Clay South Acting Group General
Marc Churchin
Simon Tori
Ainslea Youssef
Development & Innovation Officer
Manager - Western Australia
Group General Manager - Victoria/Tasmania
Executive General Manager - HR
Chief Financial Officer
Group General Manager - New South Wales
Executive Assistant
Veolia ANZ
Chief Organisational Efficiency Officer
Danny Conlon
Managing Director & CEO
EXPERIENCe. 2014 – 2018 Executive General Manager, Eastern Region Veolia Australia and New Zealand 2010 – 2013 NSW Group General Manager 2007 – 2010 NSW General Manager Resource Recovery 2004 – 2007 Sydney Resource Recovery Facilities Manager 2001 – 2004 Sydney Transfer Facilities Manager 1998 – 2001 Branch Manager - Municipal Collections Veolia Environmental Services (formerly Collex) 1996 – 1998
Industrial Official Transport Workers Union of Australia
Education. 2013 VE Executive Program France, South Korea, Ecuador, Colombia & Czech Republic 2010 – current Business Studies Macquarie Graduate School of Management, Sydney Australia 2010 Veolia Strategic Planning Program The Wharton School, University of Pennsylvania, USA 2009 Leadership & Influence Program Babson College, Massachusetts, USA 2007 VE Leadership Development Program Chifley Business School, Australia 1997 Industrial Law Labour Council of NSW 1996 – 1997 Organising Works Program Australian Council of Trade Unions, Australia
Achievements/Highlights. 2014 – 2015 Director, ONYX, NZ 2012 – current Chair, Landfill Centre of Excellence, Global 2012 – current Director, Ti Tree Bioenergy, QLD 2011 – current Director, Earthpower Technologies Sydney, NSW 2009 – current Chairman, Veolia Mulwaree Trust, NSW 2009 – 2012 Director, Woodlawn WindEnergy, NSW Veolia Australia and New Zealand return to org chart
Responsibility. Provide Effective Executive Leadership in the management of IT Systems, Data, National Sales, Marketing, Communications, Engineering and Infrastructure Projects.
EXPERIENCe. 2014 – current NSW Group General Manager Veolia Australia and New Zealand 2013 – 2014 General Manager - Operations Resources & Industrial 2011 – 2013 General Manager - Energy West Linfox 2008 – 2011 Managing Director - India 2006 – 2008 Managing Director - Malaysia 2006 – 2008 Vice President - Petroleum & Chemicals 2003 – 2005 National Manager - Steel 2000 – 2003 Regional Manager Linfox Logistics 1998 – 2000 Logistics & Procurement Manager Sydney Organising Committee for the Olympic & Paralympic Games 1997 – 1998 Site Manager 1996 – 1997 Graduate Site Engineer Lend Lease
Education. 2004 – 2006 Master of Science - Intermodal Transport University of Denver 2005 Exec Education Program - Strategic Thinking for Asia NSEAD 2004 Diploma - Managing Critical Resources University of Virginia Darden School of Business 1992 – 1995 Bachelor of Building - School of Built Environment UNSW
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ben sullivan
Chief Digital and Technical Officer
BRENDAN MOSS
Chief Organisational Efficiency Officer
Responsibility. Identify where processes, infrastructure and operations can be made more efficient and effective across the Veolia ANZ business.
EXPERIENCe. 2015 – current General Manager Finance, Eastern Region Veolia Australia and New Zealand 2008 – 2014 Senior Commercial Manager, NSW 2007 – 2008 National Shared Services Manager 2006 – 2007 Finance Project Manager 2003 – 2006 Group Accountant Veolia Environmental Services, ANZ
Education. 2006 Master of Commerce - International Business, Trade and Tax Law UNSW 2000 Professional Chartered Accountants Australia and New Zealand 1996 Bachelor of Financial Administration - Business/Commerce, General University of New England (AU)
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Responsibility. Plans and directs all aspects of Veolia’s human resources policies, objectives and initiatives including employment, learning and development, employee relations, compensation, benefits and employee services.
EXPERIENCe. 2014 – current Executive General Manager HR 2013 – 2014 National HR Manager Veolia Australia and New Zealand 2012 – 2013 National HR & SHEQ Manager 2007 – 2012 Corporate HR Manager Veolia Environmental Services, ANZ 2006 – 2007
Product Consultant Aurion Corporation Pty Ltd
2004 – 2006
HR Manager EMI Music Australia
Education. 2016 Veolia Global Excellence Program 2012 Veolia Strategic Management Program Macquarie Graduate School of Management (MGSM) 1995 – 1998 Bachelor of Business (HR) Australian Catholic University
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clare moran
EXECUTIVE GENERAL MANAGER - HR
GRANT WINN EXECUTIVE GENERAL MANAGER - REFRACTORIES & ENERGY
RESPONSIBILITY. Executive management of Veolia’s Energy & Refractories business lines across ANZ, ensuring all activities are conducted in a safe, commercially sustainable, environmentally conscious and ethically responsible manner.
EXPERIENCe. 2017 – current Executive General Manager - Energy & Refractories Veolia Australia and New Zealand 2015 – 2017 Executive General Manager - Refractories & Mechanical 2002 – 2015 General Manager - Refractories Veolia Environmental Services, ANZ 1998 – 2001 Manager Hart Refractories/VTG 1994 – 1998
Managing Director Refmark Natal Pty Ltd (South Africa)
1990 – 1994 Technical Sales Morganite Thermal Ceramics
Education. Master of Business Administration University of Wales, UK Postgraduate Diploma in Marketing (ACIM) Chartered Institute of Marketing, UK Diploma in Marketing Management Institute of Marketing Management, South Africa Certificate of Refractory Engineering IRE, South Africa Cert IV Occupational Health and Safety
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Responsibility. Continually improving Safety, Health, Environment and Quality (SHEQ) performance and advising on best practice SHEQ strategic initiatives.
EXPERIENCe. 2010 – current Executive General Manager SHEQ Veolia Australia and New Zealand 2006 – 2010 Manager Health and Safety Integral Energy Australia 2002 – 2006 Occupational Health and Safety Manager Delta Electricity 1998 – 2002 Production Manager 1994 – 1998 Safety, Health and Environment Manager SANS Fibres, South Africa 1998 Chemical Engineer Sasol Technology, South Africa 1992 – 1994 Consultant Process and Safety Engineering 1990 – 1991 Safety and Risk Engineer DNV, London 1987 – 1988 Production Manager 1984 – 1987 Chemical Engineer Impala Platinum
Education. 2014 – 2015 Diploma of Management Macquarie Graduate School of Management (MGSM) 2007 Graduate Certificate - Human resources Deakin University 1980 –1984 Bachelor of Science - Chemical engineering University of Sydney return to org chart
NEILL TAYLOR
EXECUTIVE GENERAL MANAGER - SHEQ
LAURIE KOZLOVIC Chief Strategic Development & Innovation Officer
Responsibility. Lead and direct Veolia ANZ’s strategic and long-range opportunities for sustainable development and growth through the identification of new market, industry and economic opportunities.
EXPERIENCe. 2014 – current Executive General Manager, Central / Western Australia and New Zealand Veolia Australia and New Zealand 2007 – 2014 2007 – 2009
Group General Manager SA/NT General Manager Strategy & Business Performance Veolia Environmental Services Australia
1999 – 2007
Director KPMG Australia
1991 – 1998
General Manager Dynek Pty Ltd
Education. 2013 Entrepreneurship Program IMD Business School 2009 Executive Leadership Program The Wharton School 2008 Business & Environment Programme University of Cambridge 2003 Global Business Aarhus University 1999 – 2002 MBA (Advanced) Field Of StudyBusiness University of Adelaide 1996 –1998 Dip App Fin Corporate Finance Financial Services Institute
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Responsibility. Managing Veolia ANZ’s company’s finances, including financial planning, management of financial risks, management of procurement, purchasing and financial reporting.
EXPERIENCe. 2018 – current Chief Financial Officer 2015 – 2018 Group General Manager SA & NT 2015 Manager Adelaide 2010 – 2015 Group Commercial Manager SA & NT Veolia Australia and New Zealand 2008 – 2010 Shared Services Accounting Manager 2003 – 2008 Commercial Manager Waste Services Veolia Environmental Services, ANZ
Education. 2011 –2013 MBA - Management & Finance University of South Australia 2010 Leadership Development Program Strategic and Financial Management Macquarie Graduate School of Management (MGSM) 2001 –2002 Masters - Professional Accounting Victoria University 2000 – 2001 Bachelor - Business Administration Victoria University
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preet brar
Chief Financial Officer
Stephen Byrne General Counsel
Responsibility. manages the legal FUNCTION and oversees the work of outside counsel. The role is directly involved in complex business transactions and negotiating critical contracts.
EXPERIENCe. 2018 – current General Counsel Veolia Australia and New Zealand 2016 – 2018 Partner Johnson Winter & Slattery 2015 – 2016 Principal - Projects, Infrastructure and Finance Allion Partners 2012 – 2015 Executive Counsel Herbert Smith Freehills 2010 – 2012 General Counsel, Australia Transurban 2007 – 2009 General Counsel Veolia Water, ANZ 2006 – 2007 General Counsel, Americas The Linde Group 2002 – 2006 General Counsel, Asia Pacific 1997 – 2002 Senior Counsel BOC 1994 – 1997 Solicitor Robinson Creais
Education. 2010 – 2012 Graduate Diploma - Applied Corporate Governance Governance Institute of Australia 1994 Dip. Leg. Practice - Law, Legal practice College of Law (NSW) 1989 –1993 BEc, LLB - Economics, Law University of Sydney
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Responsibility. Establishes the strategic, growth and performance expectations for business activities in New Zealand and is also accountable for its financial performance.
EXPERIENCe. 2018 – current Group General Manager - New Zealand Veolia Australia and New Zealand 2012 – 2018 Regional Manager NSW 2011 – 2012 Special Projects Manager 2007 – 2011 Planning and Design Manager Veolia Water, Australia 2003 – 2007 Head of Division Veolia Water, Hungary 2000 – 2003 Director for Mexico and Central America 1999 – 2000 Technical Director 1996 – 1999 Operations Manager Veolia Water, Mexico 1995 – 1996 Department Leader Veolia Water, Argentina 1993 – 1995 Deputy Manager Veolia Water, France 1990 – 1993 Intern (VSNE) Dumez International, Mexico, India, Lesotho
Education. 2015 Leadership Course IMD Business School 2005 – 2006 IXMBA International Executive MBA (Best student of the class) IE Business School 1988 –1991 Civil Engineering CentraleSupelec return to org chart
ALEX LAGNY
Group general Manager - New Zealand
MARK CHURCHIN
Group general Manager - NSW
RESPONSIBILITY. Establishes the strategic, growth and performance expectations for business activities in New South Wales and is also accountable for its financial performance.
EXPERIENCe. 2012 – current Group General Manager - WA Veolia Australia and New Zealand 2009 – 2012 General Manager - Commercial Services, Victoria 2006 – 2009 General Manager - Marketing and Development, Victoria 2005 – 2006 Field Sales Manager - Victoria Veolia Environmental Services - ANZ 2000 – 2003
Sales Consultant Hocking Stuart Real Estate - Carlton, Victoria
1998 – 2000
Owner Driver MAC Express Transport – Kensington
1990 – 1998
Sales Representative Charles Parsons Pty Ltd -Brunswick
Education. 2016 Global Executive Seminar IMD 2012 Strategic Leadership Course Wharton Business College 2009 Business Development Course Shipley 2006 Leadership & Influence Program Babson College, Boston 2007 Cert 4 Waste Management 2006 Cert 3 Waste Management
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Responsibility Establishes the strategic, growth and performance expectations for business activities in South Australia and Northern Territory and is also accountable for their financial performance.
EXPERIENCe. 2011 – current General Manager NSW Waste Infrastructure Veolia Australia and New Zealand 2005 – 2011 2003 – 2005
Operations Director Commercial Manager Veolia Environmental Services Hampshire Ltd
2001 – 2002 Regional Operations Manager Onyx UK Ltd
1995 – 2000 Project Manager Onyx Environmental Group 1993 – 1995 Contract Services Manager AAH Environmental Services Ltd 1990 – 1993 Projects Engineer FOCSA Services (UK) Ltd
Education. 1997 – 2000 MBA The Open University Business School 1992 –1994 Dip. WM (Institute of Waste Management Postgraduate Diploma) City of Liverpool College 1986 – 1989 B.Eng. (Hons) Mechanical Engineering The University of Manchester
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MARK TAYLOR group eneral Manager - South Australia/Northern Territory
Tony Roderick
Group general Manager - Queensland
Responsibility. Establishes the strategic, growth and performance expectations for business activities in Queensland and is also accountable for its financial performance.
EXPERIENCe. 2017 – current Group General Manager - Qld Veolia Australia and New Zealand 2016 – 2017 Consultant (Management consulting, Environmental Services, Waste Management) Self-Employed 2006 – 2016 Managing Director - Industrials Division Cleanaway Waste Management Ltd (formerly Transpacific Industries Group Ltd) 1998 – 2006 General Manager Nuplex Industries Limited 1991 –1998 Manager Browning Ferris Industries 1986 – 1991 Senior Technical Officer Melbourne Water
Education. EXECUTIVE PROGRAM Darden Graduate School of Business – University of Virginia Advanced Certificate, Environmental Waste Management Holmesglen College of TAFE Bachelor of Applied Science, Environmental Management Victoria University Pipeline Design Certificate Swinburne Institute of Technology Certificate of Technology (Diploma) - Civil Engineering Royal Melbourne Institute of Technology
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Responsibility. Establishes the strategic, growth and performance expectations for business activities in Victoria and Tasmania and is also accountable for their financial performance.
EXPERIENCe. 2017 – current Group General Manager - Victoria and Tasmania Veolia Australia and New Zealand 2006 – 2014 2003 – 2006 2001 – 2003 1999 – 2001 1998 – 1999 1995 – 1998
Group General Manager - Victoria General Manager Operations - Victoria Manager - Solid Waste Victoria Commercial Manager Logistics Manager Rearlift Manager Veolia Environmental Services Victoria, Australia
1992 – 1994
Assistant Financial Controller Offshore Design Engineering London, UK
1990 – 1992 Logistics Analyst Mobil Oil Australia
Education. 2013 Strategic Planning Program Wharton University of Pennsylvania 2012 Entrepreneurship Course, Lucerne Switzerland IMD 2007 VES Global Executive Management Programme 1988 –1991 Bachelor of Business (Logistics Management) RMIT
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SIMON TORI Group general
Manager - Victoria/Tasmania
let’s be frank.
A GUIDE TO NAVIGATING THESE CHANGES.
Why has the ELT been structured in this manner? As the ELT remains fairly consistent, additional roles have been filled by identifying talent within our own business, whose capability and unique experience best fits the needs of the role. Further, the team’s primary objective is to help Veolia deliver its strategic ambitions. What is the transition plan to the new ELT structure? The newly formed ELT structure is effective immediately; however we recognise there are a number of teams across the business that will experience a direct change to either their reporting line or reporting Manager. Our HR team and Managers aim to liaise with employees and provide formalised communication of any changes. We have made every effort to ensure that all changes in leadership positions have been communicated at the same time, in line with the commitment made to limit impact, minimise disruption, and moreover, ensure we have the right people appointed to deliver our 2018 growth targets, whilst also focused on safe and sustainable future growth. A recruitment process will be undertaken to appoint the role of Group General Manager - Western Australia. Clay South will act in this position as an interim measure. Can you explain the purpose of new roles created at the Executive level? Three new roles have been introduced to the ELT. These are: Chief Strategic Development and Innovation Officer; Chief Digital and Technical Officer; and Chief Organisational Efficiency Officer. NB. The introduction of the Officer title reflects global naming conventions for roles and responsibilities across the Veolia Group. Ultimately, as we continue to operate under the business framework of Quality, Efficiency and Growth, these roles will be responsible for creating solutions connected to core business and future opportunities. These solutions will be tested for their fit for the organisation, with implementation handed to our operational business. In doing so, we can create a culture of effective collaboration and ultimately, place Veolia in the most competitive position.
It is important to note that as part of the launch of our new ELT, the Eastern Region and Western Region/NZ Executive General Manager roles will no longer exist. This change delivers a united business, with a wholeof-region focus. What is the difference between the Chief Strategic Development and Innovation Officer and the Chief Digital and Technical Officer? If the States or New Zealand can sell an opportunity today and deliver it tomorrow, then it will lie within their full remit to do so. For opportunities that are more complex, larger scale or requiring new solutions, including all acquisitions and development partnerships, the Development and Innovation team will be responsible for identifying and building these propositions. The function will also include business capability to roll out global key offers. Community partnerships and public policy initiatives will also fall within the Development & Innovation team’s remit. Delivery of these projects and solutions will then move to the Digital and Technical team to manage, including bid submission. This will capitalise on complementary skills across engineering, infrastructure project management, data and digital strategy and technology enablement. This structure allows us to focus our capabilities on the right opportunities, at the right time with the right people; delivering on our customers’ needs and meeting our strategic goals. Why combine IT, Engineering, National Sales and Marketing & Communications? Structuring these functions in one team will allow for prioritisation of resources; leveraging our collective capability to deliver the best technical solution. Our Marketing and Communications team will then work alongside our technical teams to better articulate our capability to the market What is the remit of the Chief Organisational Efficiency Officer? This role is critical to ensuring we reach our strategic goals by focusing our resources, people and energy in the most effective way. Whilst we are committed to the decentralised business model, key efficiency reforms will reduce duplication and/or dilution of efforts across our region. The Chief Organisational Efficiency Officer’s remit will have stewardship of business improvement activities through Rapid Action projects and planning; act as the interface for the global operators’ initiative; identify key efficiency opportunities; and, measure progress against the strategy reporting scorecard.
Will we retain the centralised Growth function?
Will diversity be a focus for the ELT?
The Growth function will evolve into the Development and Innovation team. Our strategic aim of creating sustained growth in new and emerging markets is aligned with the Development and Innovation remit and, as such, will continue to fuel opportunities for the Group.
The ELT is responsible, in partnership with the whole organisation, for creating an inclusive and safe workplace with opportunities for all people, regardless of race, gender, religion, sexual orientation and mobility.
Why are the State and NZ General Managers included in the ELT? We must be more focused on our clients and stakeholders. The inclusion of our State and NZ General Managers in the ELT ensures representation of our local operating environments and maintains the strength of our decentralised model. We are committed to thinking and acting from our customers’ perspective so we can be more connected, responsive and aligned to them, and our community. Is there a commitment to greater visibility of the ELT? Yes. We will connect more effectively, more regularly and with greater clarity across all our locations. In order to build a disciplined, accountable and focused culture, we need to start from the top. It is imperative that we are more connected with customers and employees. To do this we need to be out in the organisation, partnering with our clients and immersing ourselves in all aspects of our operations to ensure we can better understand, and deliver, what our people need to do their jobs safely, sustainably and enjoyably. Will there be further changes to structure across the organisation? We will continue to review our progress against our strategic plan and some minor structural changes may occur, however no major structural changes are envisaged for the remainder of the year. The structure of our State and NZ operations will remain unchanged.
We will also continue to walk together with Aboriginal and Torres Strait Islanders to increase workforce participation and representation in our supply chain. As leaders within our organisation, we must ensure that our business is equally aligned with both our people and our customers’ needs and reflect the diversity that exists within our community. How can I engage with members of the ELT? Simply say hello. The ELT, along with all Managers and employees should engage in a respectful, yet open and honest way. Access to the ELT is available through various means, including email, intranet, VEOreach app, as well as face-to-face formal and informal conversations. The ELT aim to be visible, accessible and engaging. The plan for future meetings includes holding the ELT and Board gatherings in different states and NZ with the clear outcome of ensuring the utmost accessibility for you, our people. Whilst the 2019 meeting calender for the ELT has not been set, we can share with you that they will be meeting in Melbourne on the 29th August, Auckland on the 6th September and Port Hedland/Karratha on the 17th October 2018. Make sure you say hello. If you have a question and/or suggestion about the changes that have been communicated you can get in contact with Danny and the ELT directly via askdanny@veolia.com.
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