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STORY #5

Le 21 sept. 2023

Consuming the Resource: Escalating Scarcity

At a time when unlimited water consumption is being called into question, both for countries that currently benefit from it and those who aspire to it, it is important to understand how this ideal came about, considering that for centuries water consumption was always a trade-off between different uses.

In fact, the needs of individuals have always come after those of navigation, energy production, industry, and the ostentation of the monarchy, while irrigation of crops was kept to a minimum and collectively regulated through common rights. Water supply varied depending on the seasons, with rivers and groundwater drying up in the summer and supply being disrupted by freezing temperatures in winter. Technological limitations restricted the use of water for the majority, as the art of water supply engineering made little progress from the Middle Ages to the Age of Enlightenment. The desire to consume water for personal use did not exist prior to a new understanding of hygiene, privacy, and the private sphere.

Modern aquavore societies have broken free from this triple dependence on nature, technology, and a model of civilization. The challenge now is to rethink these connections: we are rediscovering our dependence on the seasons, which has never ceased in much of the world, while technology based on fossil fuels allows for increased pumping and desalination without considering ecosystems, thereby hindering the necessary shift towards a happy sobriety centered on reconnecting with the land on which we live and preserving its resources.

Grégory Quenet

The modern conquest of water has led to profound changes in our way of life. Associated with sacred ritual for many centuries in Europe, from baptism to passage into the afterlife, water was gradually domesticated through science and technology. In the twentieth century, water became a prerequisite for modern comfort at home. The famous sign “Water and gas on every floor” proclaimed the availability of these utilities in upscale buildings, symbolizing a certain level of affluence in the early days when the General Water Company equipped major cities with their networks, before abundance became widespread. This was a time when modernity was mobilized for the water supply. Water brought the benefits of hygiene (washing, drinking, laundering, and dishwashing) and leisure at home (gardening and even swimming in one's pool).

Then, quickly, came a period of forgetfulness. This comfort was achieved by freeing women and men from the burden of water: by burying networks, protecting water sources from human contact, and hiding wastewater treatment plants. Water thus became invisible, and our sensitive relationship with it was anesthetized. Historian Jean-Pierre Goubert even speaks of “amnesia,”1 noting how our societies have forgotten “the hyphen between the body and nature that water represents.” But what is repressed often returns, and the need to reconnect with water is stronger than ever, leading to urban renaturation, pedestrian and cycling developments along watercourses, the opening of the Seine for swimming in 2025.

Today, the scarcity of freshwater resources worldwide, even in historically temperate countries, has led to a global ecological awareness. The general public is discovering concepts such as water stress and the reuse of wastewater, which renew our relationship with water. Some want to monitor their consumption in real time to save money, while others want to collect rainwater to become more self-sufficient, but everyone fears the absence of this vital resource. It follows that the history of water and its consumption has been characterized by flows (the generalization of access to water) and ebbs (its invisibility). But it has also been written through the sedimentation of successive layers. Thus, the early stages of water domestication gave birth to water meters, which are now valuable allies in measuring and ecologically preserving the resource.

Water Domesticated: Measuring the Resource for Better Control

Old photo of a well, Old Lyon neighborhood.
© La Pompe de Cornouailles Association

The saga of water in France started later than in England. Paradoxically, this allowed for the deployment of a crucial innovation: the water meter. In addition to resolving equity issues posed by other types of subscriptions, the water meter enabled control over consumption, which was skyrocketing at a time when the network was still too small, especially during periods of drought. Although poorly documented except in a few cities, the history of water service subscriptions has been well studied by researchers such as Konstantinos Chatzis, Bernard Barraqué, and Frédéric Graber, who trace the various issues surrounding subscriptions based on gauges, free taps, and water meters.

Originally, the gauge allowed heavy consumers to have a constant but low flow of water (hence the term “running water”) according to a predetermined volume, while the free tap corresponded to the usage of small consumers. The price of the subscription to the free tap was evaluated based on the most accurate estimate of daily consumption by individuals, regardless of actual consumption. In Angers in 1855, for example, it was estimated that each person in a household would use 20 liters of water, while 75 liters were allocated per horse, 50 liters per car, and 1.5 liters per square meter of irrigable garden. This gives an idea of the urban uses of that time, which were more focused on outdoor spaces (stables, courtyards, gardens, and streets) rather than domestic use.

Jules Dupuit, an engineer from the Ponts et Chaussées, advocated for the “free tap,” which he considered to be the payment solution closest to users’ needs. His Treatise on Water Distribution, published in 1854, prompted many cities, including Paris, to adopt this subscription method in numerous households. However, criticisms quickly arose against this system, with detractors fearing abuses, as the “free tap” sometimes led to donations or resale between neighbors, which was prohibited. In reality, abuses related to this subscription were quite rare, especially since safeguards were put in place in certain municipalities, such as limiting the number of taps, push-button taps (similar to those still found in some public places, now replaced by motion detectors), tap restrictions, absence of sinks (to prevent users from leaving taps open for too long), overestimation of needs in subscriptions, etc.

Water meters had existed for a long time when the Compagnie Générale des Eaux, the predecessor of Veolia, decided to install them for the first time in Paris and its suburbs starting in 1876, a time when it managed water distribution for the capital. As early as 1815, a meter was invented by the Siemens brothers and experimented with in England and Germany. However, it was the Kennedy meter from the Kilmarnock company in Scotland, improved by engineer Samain in the 1880s, that would be widely used in France. The early meters were unreliable and did not immediately gain unanimous acceptance. They had to be tested and experimented with in a laboratory created for this purpose by the city of Paris in 1883—a predecessor to the Laboratory of Water Meter Testing (LECE), established by the Compagnie Générale des Eaux in Vanœuvre-lès-Nancy in 1976. Today, Veolia tests approximately five thousand meters per year, both new and used, as well as remote reading equipment and leak detectors since 2010. As is often the case, it was an exceptional event that crystallized the debates around the use, or non-use, of the meter and the need to quantify consumption. In July 1881, a severe heatwave led Parisians to leave their taps running almost continuously, causing a water shortage in the city. In this context, the gradual implementation of meters became the most relevant solution to prevent abuses and to equalize users faced with perceived unfair differences in subscription fees. This was particularly evident in the case of Cointreau, a liquor manufacturer in Angers, which was required to have a meter but complained to the mayor that not everyone was subject to the same requirement.

While the meter soon had the virtue of making French citizens more equal in terms of their water bills, subscribers to the meter paid a fixed portion, regardless of their consumption, as well as a variable portion when they exceeded the volume for which they had subscribed. Out of fear of exceeding this volume and in order to offset the high cost of the equipment, which ranged from one hundred to three hundred francs depending on the meter model, subscribers initially reduced their water consumption. This ambivalence toward the meter, which became widespread in France at the same time as the creation of the water distribution network, occurred in a situation where access to the resource remained a significant challenge requiring massive infrastructure that sometimes involved difficult expropriations. It was therefore advantageous for all stakeholders to measure the quantity consumed and to initially moderate its use. The construction of numerous collection points and efficient infrastructure freed consumers and finally met the sanitary requirements of hygienists. In contrast, in England, the early creation of the network delayed the arrival of the meter: in a context of abundant water, authorities deemed it more useful to include the water bill in taxes rather than charging by the volume consumed. Even today, some households in Anglo-Saxon countries pay for drinking water through their taxes, at a rate linked to the rental value of their homes.

Becoming mandatory in 1934 by prefectural decree, metered subscriptions have had a lasting impact on water consumption habits in France. Long before ecological concerns emerged, they encouraged subscribers to ration their water consumption early on and prompted distributors to crack down on waste by identifying and repairing leaks. In urban areas, in particular, collective meters foster a necessary trust among the residents of a building, property owners, and the operator who calculates the billed water volumes—all partners in the hunt for leaks. This collective or “approximately accurate” metering promotes a form of solidarity that encourages virtuous behavior when it is accepted by all. However, ecological demands and increasing attention to water conservation are now challenging this solidarity: should meters become increasingly individualized, and should the benefits of water savings be more directly attributed to encourage everyone to contribute to the collective challenge?

© Rafael Garcin

Abundant Water: Modern Comfort Accessible to All

By 1975, 97 percent of households had running water: the conquest of water was complete, and it brought about a transformation in our way of life. Published within a year of each other, Georges Vigarello's book Le Propre et le sale: L’hygiène du corps depuis le Moyen Age (The Dirty and the Clean: Bodily Hygiene since the Middles Ages, 1985) and Jean-Pierre Goubert's book La Conquête de l'eau : L'avènement de la santé à l'âge industriel (The Conquest of Water: The Advent of Health in the Industrial Age, 1986) illustrate how running water has revolutionized our hygiene habits in only a century. Behind the issue of hygiene, it is, in reality, a bourgeois vision of society that has prevailed over the declining aristocratic elite. The hygienist bourgeoisie opposed the frivolous beautifying practices of the aristocracy with the rigor of nature; they preferred the chaste and pure nudity of the body over cosmetics that enhanced only visible parts of the skin. Previously, it was believed that changing clothes was sufficient for cleanliness, but now doctors recommended washing hands, face, and body with water. However, it took time for bourgeois morality, influenced by Catholicism, to no longer associate intimate hygiene with a form of self-gratification and, instead, conceive personal cleanliness as an unprecedented moral value. In the twentieth century, dirt became the shameful mark of the working classes, who needed to be taught a new physics of the body: fresh air, physical exercise, personal hygiene, as well as the fight against moral and health deviances such as alcoholism.

 This marked a complete reversal of mentality, a true revolution in which the Compagnie Générale des Eaux played a role. As researcher Dominique Lorrain explains, “In the mid-nineteenth century, water at home did not exist, neither technically nor in people's minds.” Initially, both affluent and modest populations saw no need to change their habits, which were based on modest needs. It was only under the influence of hygiene and the Anglo-Saxon elites that behaviors began to change. In the mid-nineteenth century, the average French person consumed an average of twenty liters of water per day and relied on public fountains or water carriers for their supply. In Paris, the commercialization of subscriptions was one of the main reasons why Prefect Haussmann turned to interested management: the teams of the company agreed to convince household staff to connect the homes they were responsible for to the water network and to overcome the resistant competition from water carriers. The pace of change accelerated when French elites compared themselves to their Anglo-Saxon counterparts vacationing on the French coast, for whom access to running water was synonymous with modern comfort.

The arrival of water at home was not enough, and hygiene in the household remained a luxury for a long time, as it required purchasing expensive equipment. Moreover, it required having enough space to dedicate an entire room to personal hygiene. For a large part of the nineteenth century, hygienic practices continued to take place outside the home: laundry was washed in public washhouses, bathing occurred in rivers or public baths, and drinking water was obtained from public fountains.

Old advertisement for a bathtub model, Dupont & Cie.
© La Pompe de Cornouailles Association

During this time, the bathtub made its appearance, but it was not fixed in place. Built on legs and not connected to plumbing, it had to be placed in a location convenient for heating water. For those who could not afford a bathtub, the English tub was imported—a sort of basin that could be moved around the dwelling and allowed for standing washing with minimal water usage, embracing the concept of frugality. Bathing scenes were immortalized by Degas in several nude pastel drawings during the 1880s. Other artists, such as painter Pierre Bonnard, made it a subject of study. In the 1920s, he drew multiple nudes of his companion, Marthe, reclining in her bathtub, combining the modern ritual of a woman enjoying time in her bath with the ancient ritual of a body embalmed in a sarcophagus to defy the passage of time.

More trivially, in 1840, the prefect of Nièvre was the only one in the entire department to have a bathtub, and a century later, in 1954, not much had changed: only one in ten households had a bathtub or a shower. However, these new fixtures—the sink, bidet, bathtub, and “water closet” (W.C.)—eventually became more accessible with the post-war economic boom. Historian Jean-Pierre Goubert notes that “gestures performed in public, particularly those related to laundry and defecation, were rejected as belonging to a bygone, even somewhat barbaric past. The landscape of housing evolved. Rooms became specialized, and uses were privatized. Modern comfort settled in, along with an entirely new way of living.” In a 2010 study entitled “Toilet and Bathroom in France at the Turn of the Century,” Monique Eleb analyzed the transformation of the toilet cabinet, which was more focused on beauty and vanity, into the bathroom, a space that “is not defined as masculine or feminine and allows men to access cleanliness in a space less symbolically feminine than the toilet cabinet.”2

The 1950s marked a real turning point. In 1951, Françoise Giroud, then the director of Elle magazine, commissioned a comprehensive study on the cleanliness of the French, but the article's title only focused on women: “Is the French Woman Clean?” The response was “no,” documented by “distressing results” that caused quite a stir even at that time. Toothbrushes, changing or not changing underwear, soap usage—everything was scrutinized. With a touch of sexism that was characteristic of the time, Françoise Giroud took the opportunity to criticize vanity, which continued to overshadow basic hygiene and prevented women from wanting to be clean—the proof being that men, being less concerned with vanity, were supposedly cleaner. A year later, Paris Match presented its ideal home. The magazine stated that “water and order are the true luxuries of modern life.” This conclusion was in line with modernist architects Auguste Perret and Le Corbusier, as they placed hygienic concerns at the center of their work: air circulation, access to water and sanitation, the need for light, space optimization, decluttering rooms, and the importance of outdoor spaces—all concepts that were brought to the forefront during the Covid crisis.

The democratization of the bathroom gradually occurred in the post-World War II era, thanks to the construction of new modern homes. Symbolically, it was not until the 1970s that the last public bathhouses built in the nineteenth century, such as the building in the Marais district in Paris (which later became a famous nightclub) or those in Pontoise (abandoned in the 1980s and converted into offices for a local newspaper in 1993), were closed. Today, municipal public showers still exist for the most disadvantaged, but to preserve the new requirement for privacy, they take the form of individual cabins.

During the postwar economic boom, the rate of households equipped with appliances also skyrocketed (from 8 percent in 1954 to 44 percent in 1967 for washing machines alone), much to the dismay of certain nostalgics, such as Louis Aragon, who denounced the United States as a “civilization of bathtubs and refrigerators,” or Boris Vian, who lamented the fact that courtship now involved offering not one's heart but “a refrigerator, a nice scooter, an atomizer, and Dunlopillo bedding.” With these modern appliances, from washing machines to dishwashers, which operated on cheaper and more efficient energy, women did not achieve equality in the division of household chores but did gain time in their daily lives—a small step toward emancipation. Guy Burette, President of the Vexin Normand Water Union, recalls his childhood in Buchy, Seine-Maritime: “I still remember my mother filling a large pot with water to do the laundry; it took so much time! It used to take more than a day to do what now takes two or three hours because we had to boil the water to make it whiter, soak, dry, iron... People have forgotten all that.” Thus, the average water consumption per person gradually multiplied by ten, from twenty to two hundred liters per day. This was the era of abundance.

The widespread access to clean water had consequences beyond the home. Although the idea of combating alcoholism at school may seem surprising today, it should be recalled that it was in the same decade, 1956, that a circular issued by Pierre Mendès-France put an end to the presence of alcohol in school cafeterias for children under fourteen! In line with the nineteenth century—when even Pasteur himself wrote in 1866 that “wine is the most hygienic of beverages”—there was still so much mistrust of available water that people primarily consumed wine at the table (and midwives sometimes performed deliveries without necessarily washing their hands). It was the distribution of an adequate quantity and quality of drinking water that brought about this transformation of our behavior toward a form of sobriety.

Baths and showers laundry facility, Paul Bert (Lyon), 1935.
© Veolia Archives


The influence of the Compagnie Générale des Eaux and the entire water supply sector along with it extended far beyond providing a mere convenience. It contributed to redefining the modern relationship with both the interior and the exterior. As sociologist Clément Rivière states, since 1945, “the uses of public spaces have undergone profound transformations: with water and electricity supply networks, the advent of refrigerators, washing machines, and televisions, it became possible and enjoyable to spend more time at home. There was no longer any need to go to the public square to wash one's laundry, for example.”3 Long before the emergence of smartphones or the quest to optimize time, the increasing presence of cars in cities, or the evolving norms of good parenting, water helped to shape our children into “indoor children,” to borrow a phrase from Dutch geographers Lia Karsten and Willem van Vliet. Some now call for a reversal of this trend to reclaim the outdoors—making urban spaces more welcoming and safe, connecting green spaces, rethinking intersections, managing car traffic, and prioritizing pedestrians. According to sociologist Thierry Paquot, “an entire culture of civil engineering needs to be rethought!"4

© PS Photography

From Invisible Water to Rare Water

Despite its major consequences for our way of life, it is clear that society as a whole seems to have amnesia when it comes to water: whether it is simply about its source (who knows where the water they drink comes from?), its price (who knows the amount of their water bill?), or its quality (who can say what the water flowing from their tap is composed of and what standards define its potability?). While water used to be tangible, organic, and foundational, our relationship with water has evolved in a few decades to a high level of abstraction that “invisibilizes” both the water network (pipes, pumps, and treatment plants) and the territory it manages.

Even the names of French departments, almost all of which are named after a river or stream, are now only described by their number in common language, a sign of a new attachment that is more administrative than geographical. By hiding water, by treating it far from home (upstream or downstream), we have domesticated it. But in the process, we have made the awareness of its fragility less acute. Today, there are many points of ignorance among the general public regarding water management. This can be seen by reading the national water barometer published every year for the past twenty-six years by the Water Information Center (CIEAU). In 2022, for example, 77 percent of people believe that water is drinkable in its natural state. The real function of wastewater treatment is known by less than a third of French people, and two-thirds of French people are unaware of the price of a cubic meter of water. Many of them feel that they spend more on water than on the internet and telephone when, in reality, water is two to three times cheaper.

This lack of knowledge has been particularly supported by CNRS researcher Agathe Euzen who in 2007 studied perceptions regarding water quality and health risks. She found that the definition of good water evolves with time and sensibilities, but also that ignorance of health standards leads to risky or at least paradoxical behaviors. For example, one condominium refused to change lead pipes because it downplayed the risk involved while “disengaging from any responsibility by adopting individual alternative solutions using filtering pitchers.” Similarly, Parisians, who were the subject of her study, rarely make the connection between limestone and calcium, even though the former contains the latter. One interviewed user said, “In tap water, there is limestone; it is less rich than mineral water.” However, this limestone is composed of calcium carbonate, exactly like some mineral waters, which could also cause scale buildup in household appliances if they were used in kettles or washing machines. From limestone to calcium, there is only a lexical step that consumers dare not take, convinced that one is harmful while the other is beneficial.

It was in the 1990s that consumers began to gather in associations and the media started to take an interest in issues such as water quality or network efficiency (and therefore leaks). The French portmanteau consom'acteur (consumer-actor) appeared to describe the committed forms of consumption that result from ecological awareness.

Géraldine Sénemaud, consumer director of the Water France activity at Veolia, says that, as a result of individualized behaviors and increased consumer demands, customer relations have become paramount in the ecosystem of water distributors. “For a long time, the only contact between the user and the distributor took place when they subscribed and terminated their contract, or when a billing problem arose. Today, the customer does not have a relationship of simple convenience with water; they are aware that it needs to be protected.”

© Tobias Aeppli

On the customer relations front, the relationship with the user now passes through a permanent link, via call centers modeled on those set up by telecommunications operators in the 1990s. “It has become a know-how,” says Sénemaud. “The customer experience has become paramount.” Water distributors now assert themselves as a local service, with small local agencies in the hearts of cities and permanent offices on market days—and the teams responsible for consumers regain the central role they originally had when it came to contracting the first subscriptions.

On the water quality front, to meet the demand of dissatisfied consumers who see their pipes or domestic appliances damaged, Veolia's expertise, for example, was solicited in the Normandy Vexin to build water decarbonation plants and reduce the limestone content. “These are big investments,” explains Guy Burette, “but it also allows us to protect the groundwater, because limestone encourages people to use more detergent and softeners, which pollute downstream.”

On the equity front, the implementation of the Brottes law in France in 2013 accelerated the deployment of the solidarity water voucher and, more broadly, social tariffing—in addition to ongoing efforts to raise awareness about tap water use, especially among disadvantaged populations who, coming from countries where water is not drinkable, may still prefer to buy bottled water, even for hygiene or cooking purposes, at the expense of their purchasing power.

Finally, on the consumption control front, new personalized services are emerging, based on the introduction of remote meter reading in the early 2000s, well before it was deployed for energy. These new meters allow for almost perfect transparency with the consumer, as well as for real-time billing, capable of alerting the user to their consumption or potential leaks. In 2022, for example, consumers were informed of more than seventy thousand leaks, saving 4.2 million cubic meters of water (equivalent to 1,700 Olympic-sized swimming pools). Xavier Mathieu, CEO of Birdz, a Veolia subsidiary specializing in the digitalization of water professions, believes that data science will make cities smarter, in France and around the world. “Soon, we will even be able to predict tomorrow's consumption volumes or analyze population flows, as water consumption is the best indicator of presence in a territory,” he says. “This information has real value for waste collection. For example, we will be able to determine whether additional trucks need to be dispatched based on the situation.”


As has long been the case, Veolia is developing new services to meet emerging needs—services whose usage is gaining importance over time, with new needs being added to the initial ones: remote reading, initially invented to meet the needs of individualization, shows its usefulness in an era of water scarcity.

Because the era of water scarcity is now: since the late 2010s, episodes of drought and climate disasters have changed mentalities much faster than years of scientific education, and more and more people in France and elsewhere are realizing that water is scarce. As seen in California for several years, customers are now hunting for water waste. They question the irrigation of crops during heatwaves, swimming pool water, golf course irrigation, and the artificial snow at ski resorts. Sandrine Motte, director of Eaux de Marseille, sees attitudes changing in the city: “Just five years ago, the street cleaners would open the hydrants to clean the sidewalks in the middle of summer, letting the water flow into the gutters,” she says. “Today, these hydrants are closed. And when people see practices like street pooling—opening fire hydrants to cool off during heat waves—they send us indignant messages on social media. These are ways of doing things that are no longer acceptable.”

Concern about water shortage among the French population has jumped from 32 percent in 19965 to 81 percent in 20236, an increase of nearly fifty points. More broadly, 71 percent of the world's inhabitants feel exposed to risks related to climate change or pollution, and 60 percent are willing to accept most of the changes (economic, cultural, and social) that will come with the massive deployment of ecological solutions7.

The current movement therefore reflects a strong desire in response to a heightened awareness. Spain has taken a lead in water conservation: in Barcelona, for example, consumption decreased by an additional 20 percent after the intense drought of 2000. As in the rest of Spain, average consumption now stands at one hundred liters per day per person, 20 percent less than in France.

The current evolution goes beyond the initial movements of optimization and performance initiated since the 1990s. Indeed, since that decade, network efficiency has increased to reach 80 percent in France, and private consumption has decreased by 30 percent due to remote reading, awareness campaigns, and, importantly, the reduced consumption of household appliances, from dual-flush toilets to energy-efficient washing machines.

In all cases, rather than an approach centered on the individual, sobriety is best integrated into a comprehensive territorial approach, adapted to the specificities of the resource and its local uses. This is the approach that the European metropolis of Lille has taken by committing to the most ambitious sobriety contract in Europe at a time when water scarcity is now hindering its industrial development. This will involve removing degressivity (the progressive reduction of payments above a certain level) for major consumers, distributing hydro-efficient kits, and tracking and repairing diffuse leaks under sidewalks and roads. And, importantly, Veolia will incur penalties if it sells more water than planned.

Other models may exist, such as the use of incentive pricing for consumers or the development of more decentralized systems, including rainwater harvesting or the recycling of wastewater for toilets and gardens. These perspectives raise a wide range of questions: if exiting the network seems to be reserved for only a small fraction of the population, what is the optimal balance between autonomy and the network, between an individualistic model and a solidarity model where everyone contributes equitably to the maintenance of a service accessible to all? According to researcher Jérôme Denis, the idea of completely leaving the networks is mostly a myth. “We believe in a return to ancient practices, as if we had experienced a mere consumerist parenthesis, with the constant renewal of objects and the formation of networks. With this thinking, which produces an individualizing relationship between objects and people, one can fall into a survivalist fantasy. However, when we delve into the field of maintenance, we understand that all of this is so costly that we need others: it is interdependence that governs our way of life.”

Water for All in Guayaquil

Veolia's commitment to the effective right to water is evident in all the geographic areas where the group operates. In Guayaquil, the largest city in Ecuador, access to water has increased by 60 percent in ten years, reaching a rate comparable to that recorded in the most advanced countries: 97 percent of the population has daily access to safe drinking water.

To achieve this, beyond the deployment and maintenance of infrastructure, the development program has implemented a social tariff for the most disadvantaged neighborhoods. It is a debt relief program managed in collaboration with the government and local citizen associations, with a mediation process to address user complaints and propose fair payment solutions adapted to each family’s conditions.

As part of this program, Veolia's teams rely on a network of over one thousand community leaders to assist residents in disadvantaged neighborhoods. Four mobile agencies travel across the city to interact with residents and establish a close relationship with public services. Finally, Veolia conducts awareness campaigns each year, which promote responsible consumption, the price of water services, and resource preservation.

In Tangier with Esther Duflo, Nobel Laureate in Economics

Esther Duflo, Nobel laureate in economics in 2019, holds the Poverty and Public Policy Chair at the Collège de France. During her inaugural lecture, she shared the results of her collaboration with the Moroccan government and Veolia to ensure the effective right to water. This demonstrates the need to align major policy directions, procedural establishment, and the attention to detail that lies at the core of her work. She also highlights the crucial role of Veolia's teams alongside the residents:


“Economic policy issues often involve a significant plumbing component. [...] A project in Morocco, directly related to plumbing, illustrates the gains from collaboration [between policymakers, engineers, and detail-oriented economists]. The Moroccan government aimed to provide water access to the poorest households. To achieve this, they had designed their program in broad outlines: companies wishing to operate water and sanitation networks in major cities had to commit to carrying out the necessary work to ensure access for poor households.

“Veolia, which had won the tender for Tangier, completed major construction projects to bring water and sanitation to the narrow streets of the old city center. They also devised a free access subscription: the cost of individual connections was included in a zero-interest loan, repaid monthly along with the water bill. Everything was in place: the political will, the work of civil engineers, and the financial arrangement. But the customers did not come! The demand for connections was very low. It was at this point that I met Olivier Gilbert from Veolia. He was interested in this enigma, and I was interested in the potential impact of access to safe drinking water on the lives and health of residents. We started working together.

“The Veolia team had ideas about the barriers preventing households from applying for connections: conflicts between property owners and tenants, lack of funds, conflicts within extended families. But as we walked around the city and interviewed residents, we discovered another barrier: the application process, as is often the case for government programs worldwide, was complicated. Every connection applicant had to appear in person at an administrative center, quite far from their homes, with a pile of documents; if any document was missing, they had to come back. The procedure was too complex, and most residents had simply given up.
“This type of obstacle course for obtaining a right [...] is sometimes intentional. Imposing obstacles is a way to ensure that only those who truly need a service (or assistance) are willing to go through the process, implicitly targeting the intended beneficiaries. But most often, it is simply the byproduct of excessive surveillance efforts and officials' mistrust of their constituents. New layers of documentation and verifications are piled on top of old layers, without ever removing any.

“In the case of Tangier, the complexity of the procedure was not entirely intentional. When we proposed sending a team to visit residents at home and photograph their documents there, thus saving them multiple trips, Veolia and the government agreed. We designed an experiment where every other resident received a home visit to offer them a connection. The demand exploded, from less than 10 percent to 69 percent. The connection allowed families to free up considerable time, resulting in improved mental health and well-being and a reduction in family tensions. All of this required only a small additional expense, which made the infrastructure effort profitable.”

  1. Goubert, Jean-Pierre and Le Roy Ladurie, Emmanuel, La Conquête de l’eau : L’avènement de la santé à l’âge industriel [The Conquest of Water: The Advent of Health in the Industrial Age], (Paris: Hachette, 1986). ↩︎
  2. Monique Eleb, “La mise au propre en architecture : Toilette et salle de bains en France au tournant du siècle (1880–1914),” in Techniques & Culture [online], 13 | 1990, published online January 16, 2006. ↩︎
  3. Rivière, Clément, (interview by Clara Georges), “Où sont passés les enfants des villes ? ” in Le Monde, July 14, 2022. ↩︎
  4. Paquot, Thierry, (interview by Clara Georges), “Où sont passés les enfants des villes ? ” in Le Monde, July 14, 2022. ↩︎
  5. Water Information Center (1996). « Les Français et l’eau ». ↩︎
  6. Elabe, Les Echos and Institut Montaigne (2023). « Les Français, l’eau et la sécheresse ». ↩︎
  7. Elabe and Veolia (2022). Ecological Transformation Barometer. ↩︎

STORY #4

Le 21 sept. 2023

Protecting Natural Resources: The Emergence of Environmental Concerns

When running water was brought into cities in the mid-nineteenth century, few were concerned about the impact of what was discharged directly into bodies of water downstream. The need to carefully protect water resources arose from the explosion of pollution and the shift in pollution patterns, which changed it from being odorous and visible due to tanneries and slaughterhouses to being odorless and invisible due to (or thanks to?) the development of chemistry and industry.

In today's world, the ongoing environmental challenge lies in developing expertise that connects new water uses with their environmental impacts, considering both the immediate and long-term consequences. This involves prioritizing appropriate technical solutions to address these issues.Alongside scientific experts, lawyers, and administrations, many anonymous individuals also play a role in this process, using their empirical knowledge of the field to observe modifications even while they are still largely invisible. This history of mobilizations around water is gradually becoming known to the general public and shows no signs of stopping.

Grégory Quenet

“Water is part of the common heritage of the nation. Its protection, enhancement, and the development of usable resources while respecting natural balances are of general interest.” This is what French law has stipulated since 1992, the result of decades of ecological struggle, scientific studies, and political choices. In the same year, the Convention on the Protection and Use of Transboundary Watercourses and International Lakes was signed in Helsinki, aiming to “ensure rational and environmentally sound management of transboundary waters, make reasonable and equitable use of transboundary waters, and ensure the conservation or restoration of ecosystems.” This is because rivers, streams, and lakes do not stop at borders; they continue their course wherever nature leads them. Therefore, the protection of major hydrographic basins requires both local management, which allows for practical control and knowledge of the resource, and global management, which can provide cross-border coherence to national legislation. As another action to contribute to the preservation of the aquatic ecosystem, certain countries have granted legal personhood to their rivers, as is the case in India for the Ganges. In 2017, New Zealand also granted “living entity” status to the Whanganui River. In India, citizens can take legal action on behalf of the sacred river, while in New Zealand, the river's interests will be defended in legal proceedings by a lawyer. The ecological issues related to water are expanding in scope and involving issues never raised before: questions regarding biodiversity, landscapes, climate and the like. It is worth noting that climate change has firmly established itself in our minds and bodies following the exceptional drought across the Northern Hemisphere in 2022 and the devastating wildfires in North Africa, Australia, and Europe.

According to the Elabe Veolia Barometer of Ecological Transformation, published in 2022, 71 percent of the world's population expresses a sense of ecological and climate vulnerability, and 74 percent feel exposed to the degradation of biodiversity and the ecosystem in their country. Environmental awareness now extends beyond regional or national boundaries, where it originally emerged, to become a global issue, and the protection of water resources aligns with concerns about the overall conservation of biodiversity.

This has not always been the case. At the end of the nineteenth century, when the focus was on urban sanitation, the primary concern was to discard waste far away using the kinetic energy of water. Even Louis Pasteur envisioned a system that would “directly lead waste to the sea.” “Making waste invisible, odorless, and completely protecting the population from contact with it was the project—the utopia—that haunted the doctors” of that time, as Alain Corbin informs us in Le Miasme et la Jonquille.1 This anthropocentric vision was driven by the belief in water as a purifying force, capable even of purifying itself. At the bottom of a river or far out at sea, waste is invisible, and its case seems resolved. For decades, tons of waste, sometimes highly dangerous waste, were dumped, forgetting that the circular contamination of water which once caused cholera epidemics can occur on larger cycles and in larger areas beyond urban territories. Even today, many regions around the world produce waste that ends up directly in the sea, lakes, or rivers. According to the World Health Organization, 45 percent of domestic wastewater is still discharged without adequate treatment. Yet, the protection of the resource and of ecosystems, while not initially a priority, now has a long history behind it. Let's delve into this history, which began at the dawn of the twentieth century.

© Jan Huber

From the Fishing-club de France to the Landmark Water Law of 1964

Awareness of the need to preserve water resources emerged slowly in France, even after the construction of the first water networks. Initially, the theories of miasmatism, which attributed epidemics to foul odors rather than the intrinsic quality of water, persisted. The discoveries made by John Snow in London only date back to 1854—one year after the establishment of the Compagnie Générale des Eaux—and were initially contested by many scientists. It was not until the German researcher Robert Koch identified the Vibrio cholerae bacteria as the cause of cholera in 1883 that Snow's findings were supported. Moreover, urban sanitation initially focused on water supply rather than treatment. Consequently, preserving water quality at its source in its natural environment was not identified as a priority. However, scientific discoveries multiplied, and it was during the Third Republic, under the government of Waldeck-Rousseau in 1902, that one of the first major laws against groundwater pollution was passed in France. This law, known as the Edouard-Alfred Martel Law, prohibited “the disposal of dead animals into natural limestone cavities.” Martel, a pioneer of speleology, demonstrated through his research on spring hygiene that decomposing matter could cause severe epidemics. This legislation can be seen as one of the first movements for the protection of water resources in France, even though its application was limited in scope to freshwater springs.

Edouard-Alfred Martel, Pioneer in the Fight against Water Pollution

The Martel Law was enacted on February 15, 1902. This law, which prohibited the dumping of animal carcasses and putrefying waste in caves, bears the name of Edouard-Alfred Martel, a pioneer in both speleology and the fight against water pollution. Born in 1859, Martel was expected to become a lawyer like other members of his family, but his life took a different turn. After discovering a cave at the age of seven, this future geographer, a fervent admirer of Jules Verne, developed a passion for the depths of the earth.

As a modern adventurer, Martel explored caves, underground spaces, and other cavities with unprecedented scientific rigor. He gained notoriety after discovering the underground river of the Padirac Abyss in Lot, France, in 1889. This abyss, with a depth of 103 meters, is home to a river that runs for over fifty-five kilometers. Martel's wife, Aline de Launay, described his underground adventures as follows: “I accompanied him and waited for him at the cave entrance, admiring the ‘front’ of the landscape while he discovered the ‘back’ in the bowels of the earth [...]. You should have seen the state he was in when he emerged! [...] A true sewer worker!”

Two years later, while exploring the Berrie Abyss in the Vert Valley, Martel spotted a decomposing calf carcass at the bottom of a well. After completing his exploration, the thirsty spelunker drank water from the spring and fell ill with typhoid fever, which lasted for two months. This event inspired him to conduct research on the hygiene of water sources. In 1894, he wrote, “What could be more dangerous and deceptive than these clear waters, seemingly filtered by rocks, but actually carrying an abundance of microbes germinated on carcasses at the bottoms of sinkholes? This is why public nutrition and hygiene are highly concerned by underground studies.”

Edouard-Alfred Martel demonstrated that infiltration waters can carry serious epidemics such as typhoid fever. Hence, the father of modern speleology worked tirelessly to impose new hygiene rules. His work recommended that regions without filtering sandy soils pay extra attention to their water supplies and establish a “protection perimeter” against pollution. Thus, in 1902, the law enacted on February 15 established these protection perimeters and prohibited the dumping of dead animals and waste into natural cavities.

Although he did not directly pursue a political career like the scientists of his time, such as Marcellin Berthelot, Paul Langevin, or Paul Painlevé, who were later honored in the Panthéon, Martel nonetheless gave his name to this law because of his active advocacy on its behalf. With typhoid fever infections decreasing by three-quarters in France, it is no wonder that Martel was recognized as a “benefactor of humanity.” His research and discoveries on water pollution are compiled in a work titled Le nouveau traité des eaux souterraines, published in 1922.

@Hayley Murray

Gradually, the changes brought about by the development of water networks revealed the need to protect the resource. The increasing quantity of human waste from growing cities made it impossible to spread it in the surrounding fields, especially since the influx of water into cesspools rendered this matter, now liquid, less usable. At the same time, a coalition of whistleblowers emerged, from scientists demonstrating the role of microbes in water contamination to recreational fishermen observing the impact of urban discharges on fish in water bodies. The creation of the Fishing-club de France in 1908, composed of a diverse range of members from recreational fishing enthusiasts to high-ranking government officials (such as water and forest inspectors), marked the beginning of a series of successful mobilizations during the first half of the twentieth century. An early example cited in a report by the Fishing-club de France was the conviction of a paper mill and two workers to two months in prison and four thousand francs in damages “following the intervention of a Society of fishermen, for discharging washing water from soda resin basins into the Meurthe River, causing considerable harm to fish.”


In Condom in the department of Gers, in 1929, a petition signed by thirty-five fishermen alerted the prefect to the discharge of waste from coal distillation by a gas plant into the Baïse River. The prefect, along with the administration of Bridges and Highways, urged the mayor to construct a sealed tank to collect the washing water. Solutions needed to be implemented, and these early dynamics foreshadowed the long-term cooperation that would be established between fishing associations and the Veolia Group. As an example, even today, the teams of Eaux de Marseille never empty the Saint-Christophe basin, which allows sedimentation of silt, without consulting local fishing associations.

As highlighted by Stéphanie Laronde, head of the Support-Institutional and Technical Cooperation Department at the International Water Office, conflicts of use related to resource pollution began to multiply in the 1960s. The quality of surface water, particularly rivers, deteriorated significantly due to industrial and agricultural activities, as well as the rapid urban expansion taking place after World War II. It was in this context that the Water Framework Law of December 16, 1964 was enacted. This law, which organized basin management, set quality objectives for each river in every French department and established the polluter-pays principle.

The 1970s: A Turning Point in Environmental Activism, New Solutions to Meet Demands

While the Water Framework Law provides a regulatory framework and financing measures, the economic model for industrial effluent treatment only took shape a little later. In the early 1970s, initiatives in this field were often the work of isolated individuals, such as the director of the water treatment plant in Méry-sur-Oise, who realized that the water was occasionally too polluted to be drawn and treated properly. Jean-François Nogrette, head of the France and Special Waste Europe division at Veolia, recounts this story: “At the time, the Oise River was like a sewer! Along its course, there was a highly developed steel industry that discharged heavy metals and cyanide. The river was on the verge of severe contamination and a water shutdown.” To prevent such a situation, Bertrand Gontard, who was the director of the water treatment plant at the time, proposed that industrial companies treat toxic waste upstream.

This activity did not yet exist in France but was made possible by the 1975 law on waste producer responsibility, as well as the contribution of basin agencies, established in 1964, which used the polluter-pays fee to finance treatment plants. As Jean-François Nogrette recalls, “The water agencies understood that to protect the water resource, it was necessary to dispose of this toxic waste, now called ‘hazardous industrial waste,’ upstream, without passing it through any bodies of water.” It is in the context of protecting water as a resource that SARP Industries was founded in 1975, specializing in hazardous waste and related to SARP (Rational Sanitation and Pumping Company).

The 1970s marked a collective awakening around environmental issues. The United Nations Conference on the Human Environment, held in Stockholm in 1972, made the environment a major concern for the first time. Principle 2 of the Stockholm Declaration on the Human Environment states, “The natural resources of the earth, including the air, water, land, flora, and fauna, must be safeguarded in the interests of present and future generations through careful planning or management as appropriate.” In the same year, the Clean Water Act was passed in the United States. The law aimed to reduce pollution in bodies of water, including the Great Lakes, which had become a major health threat. It brought about a radical paradigm shift: moving from a system based on water quality standards to one based on effluent discharge standards, providing a framework to reduce industrial and municipal discharge into water resources. It also initiated a federal program to fund wastewater treatment plants. With this law, the legislature aimed to eliminate “the discharge of pollutants into navigable waters by 1985” and “make waters fishable and swimmable by 1983.” Although these goals were not entirely achieved due to a lack of coercive measures, water quality in the Great Lakes significantly improved during the following decade, with pollutant levels dropping.

The 1970s was also a period of increased associationism, as described by historian Pierre Rosanvallon in his book Le Modèle politique français (The French Political Model)2. During this time, “new types of nature and environmental protection associations emerged in France and around the world, from the French Federation of Nature Protection Societies (FFSPN, 1968) to Greenpeace (1971) and Friends of the Earth (1969),” as noted by Alexis Vrignon in the journal Vingtième Siècle.3 The association on the list was established in France under the name “Les Amis de la Terre,” with members including Brice Lalonde and Yves Cochet. It was also a time for the first political ecology magazines, such as La Gueule ouverte, launched by journalist Pierre Fournier in 1972, and Le Sauvage, founded in 1973 by Alain Hervé of Friends of the Earth. Many of these activists and journalists supported the first environmentalist to run for president in the election of 1974, René Dumont. A renowned agronomist and author of influential works like L'Utopie ou la mort! (Utopia or Death!, 1973), Dumont chose to symbolically drink a glass of water during his iconic televised appearance. “I am drinking this precious glass of water before you because before the end of the century, if we continue with such excess, it will be scarce,” he explained to astonished French citizens, who found his words exaggerated, if not downright ludicrous. As the first politician to emphasize not only water quality but also water quantity, René Dumont now appears ahead of his time in trying to convince a population mainly concerned with inflation due to the first oil crisis to pay more attention to ecological issues.

© RF Studio

In those years, ecology emerged sporadically, primarily through local controversies whose aim was to preserve an environment in the form of a landscape or population that was threatened by an easily identifiable danger. Some of the most famous battles for the preservation of water and ecosystems took place in Brittany, starting with those related to oil spills. In March 1967, the tanker Torrey Canyon ran aground off the British coast, releasing 120,000 tons of crude oil. Despite their efforts, the English failed to contain the water pollution and, three weeks later, the oil reached northern Brittany. In order for the tourist season to take place, volunteers and the Army worked tirelessly to clean the beaches using whatever means available—sometimes even with their bare hands—before burying the oil waste in trenches dug on a nearby island. While this first oil spill left a lasting impression—Serge Gainsbourg even dedicated a song to it on the album Initials B.B. (1968)—other similar disasters occurred in the succeeding decades, including the Amoco Cadiz in 1978, the Tanio in 1980, and the Erika in 1999. Veolia, through its subsidiary SARP Industries, supported coastal cleaning operations. Jean-François Nogrette testifies: “Every time there is an industrial accident somewhere, our teams are urgently called upon, with both technical and security stakes. So, a large part of the most prevalent pollution has been treated by SARP Industries units during oil spills since the Erika.”

At the same time, Brittany was beginning its fight against green algae. The proliferation of these plants has been polluting the Breton beaches every summer for fifty years, making the region the third largest “green tide” site in the world, behind the Venetian lagoon and the coastline of Qingdao in China. This phenomenon, first observed in 1971 in the Bay of Lannion in the Côtes d'Armor, is caused by pig farming and agricultural fertilizers. The nitrate runoff from these activities into the soil and waterways leads to the proliferation of green algae, which suffocate aquatic fauna and flora. Depending on the year, between 75 and 115 sites are affected, and forty to fifty municipalities collect between twenty thousand and forty thousand tons of stranded algae to prevent tourists from going to other seaside resorts. In addition to the nitrate runoff into the soil and groundwater, even drinking water has occasionally been threatened in Brittany. This situation is taken seriously by operators like Veolia, who, among other things, developed the Aquisafe project with the SMEGA in response to the closure, in 2009, of the Ic drinking water plant due to high nitrate levels. Aquisafe is a research project on buffer zones in rural areas. These zones are landscape elements intended to limit the transfer of contaminants to receiving aquatic environments such as embankments, ditches, and wetlands. The tests carried out with the implementation of these buffer zones at pollution points in the watershed have demonstrated that these zones result in a significant reduction in pollutants present, particularly nitrates. These actions have been coupled with rising awareness among local farmers of the problems caused by pesticides, resulting in a reduction in their use and an improvement in water quality. More broadly, an entire approach to water quality has become popular, prioritizing pollution prevention over treatment and mobilizing treatment only when necessary.

© Markus Spiske

From Water Preservation to Habitat Preservation: Increasingly Ambitious Goals 

The way to characterize water quality itself has become more precise over time. “The construction of water quality has evolved, especially thanks to the exponential development of quality descriptors from 1850 to today,” taking into account criteria that are primarily important for habitats, emphasizes Marie-Christine Huau, the Water and Climate Director at Veolia. Several ages or periods can be distinguished in this history. The first phase is that of pharmacists, who undertook an inventory of hydrothermal sources based on physical variables: the values of mineral ions, temperature, pH, TSS (total suspended solids), and hardness (like the information found on a mineral water bottle). Then, still in the nineteenth century, came the era of analytical chemistry: oxygen, nitrogen, nitrates, and major ions were measured. This period was quickly followed by the time of civil engineers and river chemistry, with the measurement of degradable organic carbon and biological oxygen demand. The focus was mainly on protecting populations against waterborne diseases and problems related to bacteria that could be found in drinking water.

The qualification evolved between the 1950s and 1960s. As water became a resource for aquaculture, industry, and agriculture, biologic variables based on the fauna in the water attracted the attention of geochemists. This was a time of sanitary risk, when people began to ensure that bathing waters did not contain bacteria or pesticides. “We start[ed] to observe aquatic ecosystems from the perspective of their uses,” says Marie-Christine Huau. “From the 1980s, academic research focuses on understanding the functioning of the aquatic system” before entering the era of ecological quality of the natural environment in the early 2000s. “We will look at how this ecosystem works: Is there good oxygen circulation? Do we live well in it? Scientists shift to a hydrobiological approach using biotic indicators on different species of biodiversity. The goal is the preservation of aquatic habitats,” highlights the agronomy engineer. This is particularly important, as ecosystems, sometimes resources and sometimes receiving environments, are essential elements for biodiversity and for the common interest.

The broadening of approaches to water quality, taking into account its effects on humans as well as on the environment, has been accompanied by an increased focus on ecosystems, leading Veolia to invest not only in the sanitary quality of water but also in its environmental quality. The restoration of the underwater ecosystem of Cap-Sicié, near Toulon, is symbolic of this. For decades, sewage wastewater was directly discharged into the sea, causing severe degradation of the environment. In the late 1990s, to address the situation and respond to the first alert raised by a diver in 1980, a wastewater treatment plant was built by Veolia, under the impetus of the authorities. As expected, it quickly restored water quality, but contrary to expectations, it did not lead to the return of life to the environment. To make this possible, the Remora project was initiated in 2011 by the Veolia Foundation, the Rhône-Mediterranean-Corsica Water Agency, and the Paul Ricard Oceanographic Institute. It created artificial reefs composed of lightweight structures made of fiberglass and epoxy resin, capable of adapting to the waves, reefs designed to serve as habitats and protection for microfauna and microflora. The return of life was finally confirmed: in 2016, field research revealed the presence of squid, cuttlefish, and wrasse spawns, as well as juvenile crustaceans, octopuses, and fish.

Today, it is finally possible to solve problems of industrial discharges that have long impacted the environment. This is the case with the pollution affecting the coves of Marseille, downstream of the alumina production by the Gardanne plant, operated by Alteo. Ordered to bring its plant into compliance as quickly as possible, the company had to find a solution in order to maintain its historical activity in the region. This is a strategic issue for the area, considering the jobs at stake and the French sovereignty represented by alumina production, an essential component for the manufacturing of smartphone screens, electric vehicle batteries, and tiles. Veolia enabled Alteo to treat its effluents after two years of experimentation and the creation of a biological treatment unit using bacteria to degrade suspended organic matter. “The treatment plant we created uses biomass: it replicates what happens in nature using bacteria that eat pollution,” says Anne-Laure Galmel, project manager for the Mediterranean region at Veolia Water France.

The result is the highest quality of residual water in the alumina sector worldwide and satisfaction expressed by environmental advocates, such as Didier Réault, director of the Calanques National Park: “Alteo has succeeded in managing its discharge in compliance with European standards. It's a real success. We have succeeded in reconciling both ecology and the economy.”

However, the protection of the environment remains a vast challenge, first because wastewater treatment and pollution prevention in general are still not implemented everywhere, but also because climate change is reshaping the ways in which environmental protection is approached. It disrupts the water cycle, reducing river flows and concentrating pollution and salinity, all of which pose threats to species. The struggles and solutions must continue.

Wastewater treatment plant Amphitria at Cap-Sicié.
© Veolia Media Library - Salah Benacer

In New Orleans: Resilience between Infrastructure and Ecosystem Protection 

For over thirty years, the Sewerage & Water Board of New Orleans (SWBNO) has partnered with Veolia to manage water sanitation, creating one of the largest public-private partnership agreements for wastewater treatment in the United States. This partnership now goes beyond that, ensuring climate resilience for a city, New Orleans, which has come to symbolize the risks of climate change after the devastating Hurricane Katrina in 2005.

Over the years, this partnership has led to improvements in the performance of both wastewater treatment plants, which in turn has strengthened the ecosystem of the Mississippi River and achieved environmental compliance for New Orleans. This provides a sense of security for a city located below sea level and near multiple bodies of water, making it highly vulnerable to natural disasters.

Hurricane Katrina itself served as an opportunity to enhance the resilience of the facilities. When it struck New Orleans in 2005, the East Bank plant was flooded under five meters of water.

The staff was evacuated by helicopter. Once the waters receded, Veolia called in additional teams to work around the clock. Their dedication, along with the mobilization of resources from the group on an international scale, allowed the plant to be drained in thirty days and full treatment to resume within three months. Veolia invested thirty million dollars to immediately restore the plant, without waiting for the insurance reimbursement. Consequently, to prevent the recurrence of such disasters, Veolia now incorporates climate protection and resilience measures into every investment project.

Today, Veolia's partnership with New Orleans goes beyond wastewater treatment infrastructure. The company supports a wetlands restoration project near the East Bank plant in the Lower Ninth Ward, contributes to neighborhood associations, and has donated over one million dollars to aid hurricane victims. Veolia also supports local universities by recruiting students interested in STEM (science, technology, engineering, and mathematics) careers and has directed over 30 percent of its local expenditures to disadvantaged businesses in New Orleans.

The Return of Trout to the Rivers of the Czech Republic

Over the past twenty years, the water quality of all Czech rivers has significantly improved. According to the Czech Environmental Agency (CENIA), this progress is primarily due to the development of wastewater treatment. Veolia, a prominent player in the country, actively contributes to the enhancement of its water quality. This long-term effort has paid off: several locally endangered species have made a comeback in the country's waterways.


To facilitate the reintroduction of trout, the “Trout Way” project was launched in 2011. Veolia initiated this project in collaboration with the Freshwater Giants association, founded by television presenter and extreme angler specializing in travel and natural history Jakub Vágner. The project's objective is to support the return of salmonids to Czech rivers over a five-year period. The initial results have been quite encouraging: over 60 percent of the three tons of reintroduced trout in the Střela River, located in western Bohemia, have survived.


In total, nine tons of trout have been released into Czech rivers with a survival rate of 70 percent. The program has been praised by the country’s government and media. By contributing to the improvement of the ecological state of rivers and by benefiting local communities, this project has inspired the reintroduction of sturgeon to the Danube River in Romania, as well as other, similar initiatives in Hungary and Slovakia.

Mont-Saint-Michel : A Dam to Save the Monument from Sand

In the early 2000s, one of France's most iconic monuments was at risk of being completely buried in sand. After dominating the bay that now bears its name for a millennium, Mont-Saint-Michel, admired over the centuries, was threatened: the accumulation of thousands of cubic meters of sediments carried by the tides was gradually connecting it to the mainland, causing it to lose its status as an island.
A major challenge had to be overcome to save the natural setting in which the monument stands, to which Victor Hugo paid homage in 1881 with his lyrical words: “Saint-Michel rose alone on the bitter waves, Chéops of the West, Pyramid of the Seas.”

After studies were conducted by the mixed syndicate formed by the relevant local authorities, created by the State in 1997, the dam was built between 2006 and 2008 and officially inaugurated in 2015. Veolia's teams were entrusted with its operation, tasked with harnessing the power of the Couesnon, the river that flows into the bay, to flush out the accumulating sediments when the sea allows.

Claude Laruelle, former regional director for Normandy and deputy CEO in charge of finance, digital, and procurement for the group, recalls: “It all started, as often is the case, with a call for tenders. This one was a bit special, as it involved being the operator of the dam that would protect the mount.”

To secure the operation of this engineering structure, Veolia relied on its ability to build trusting relationships with stakeholders in the field. “There was an immediate understanding with the director of the mixed syndicate,” says the deputy CEO. “He needed someone reliable, capable of putting themselves in his shoes and engaging in quality dialogue to establish balanced contractual clauses.” Veolia's expertise in operating a service, with all its implications—“establishing standby services, ensuring night shifts and staggered work hours, ensuring information flow”—played a crucial role in obtaining the contract.

However, there is still a significant challenge. While the operating principle is simple—“the water is stored at high tide. It comes in, we close it off, and when the tide goes down, we lift the immense gates, which act as a sort of flush that pushes back the sand,” explains Laruelle—Veolia has never been involved with dams before. Relying on the fundamentals, the teams are developing high-pressure hydraulic expertise to complete the project.

“This project truly symbolizes what the company can do,” continues Laruelle. “We rely on our intimate understanding of the territory, develop new skills, and organize ourselves to manage both the long term and the very short term challenges.” Managed closely and locally by the Avranches agency, the contract has contributed to Veolia's lasting presence “in the local landscape of La Manche.”

“Here, the possibility of an island has been restored,” declared French President Emmanuel Macron on June 5, 2023, during the celebration of the abbey's millennium. “In just a few years, the silting has been interrupted” thanks to this significant project that has been added “to the chain of times, from the first monks’ construction on a mountain ravaged by storms a thousand years ago, to the triumph of human ingenuity over slope, gravity, and weight, through all the destructions and reconstructions.” According to the president, it is a testimony that we need to remain “confident in our strength and humble in the face of the elements.”

  1. CORBIN, Alain. The Foul and the Fragrant: Odor and the French Social Imagination. Leamington Spa: Berg, 1986.
    ↩︎
  2. ROSANVALLON, Pierre. The demands of liberty: civil society in France since the Revolution. Cambridge, MA: Harvard University Press, 2007. ↩︎
  3. VRIGNON, Alexis. “Écologie et politique dans les années 1970”. Vingtième Siècle Revue d’Histoire, no. 113 (January-March 2012). ↩︎

STORY #3

Le 20 sept. 2023

Sanitation and Treatment: A New Frontier for Health

Initially, the companies that brought running water into homes did not foresee the need to handle sanitation. It was only later that they had to take on this responsibility. Specifically, with the end of water scarcity—a period in which water resources were more about prestige and power than comfort and service—and the advent of the modern era, the volume of contaminated water multiplied significantly.

However, due to limited resources and political necessity, French cities were long reluctant to invest in sanitation. In 1909, only 10 percent of French cities with a population of over five thousand had implemented a comprehensive sewer system, compared to 36 percent of their German counterparts. Private companies stepped in to provide this service, contributing to a unified and fair development of France’s territory.

Grégory Quenet

British economist Angus Deaton, who was awarded the Nobel Prize in Economics in 2015, highlights sanitation as a key element in the “great escape” of humanity, alongside advances in nutrition and growth. By increasing life expectancy, “not only will almost all newborns survive to adulthood, but each young adult has more time to develop their talents, passions, and life, leading to a significant increase in skills and well-being.”1 This “great escape” is much more engaging than the one depicted in Jean Giono's novel, where a soldier seeks refuge on rooftops to escape cholera.2 The Saint-Simonian disciples of Prosper Enfantin could not have hoped for a more dazzling success.

However, they did not have all the keys to meet this challenge in 1853. The supply of water from outside the cities was not immediately accompanied by controlled wastewater disposal. Moreover, the development of networks initially neglected the treatment of water pollution, both upstream and downstream of its consumption. While ancient treatment techniques did exist, it took numerous innovations and significant financial resources to ensure the long-term health of populations and the increase in life expectancy. How did territories address the challenge of transforming unsanitary water into safe, drinkable water? How did scientists find ways to sanitize wastewater discharged into the natural environment? With industrial, agricultural, and domestic effluents, as well as the impact of climate change on water pollution, what progress has been made in terms of treatment? Let's take a closer look at these advancements, made possible by generations of chemists and biologists.

The Beginnings of Water Purification and Treatment

With over seventy quality criteria, both sanitary and environmental, tap water has become one of the most regulated food products in France. However, the concepts of “potability” and “sanitation” vary depending on the era and scientific knowledge. Originally, “potable” water was directly drawn from rivers or underground aquifers without any further intervention. However, several millennia before Christ, people realized that turbid or odorous water could be unpleasant. “The concept of water quality and treatment has been known for a long time. The Egyptians used aluminum salts, alum, for coagulation, which was used for water treatment,” explains Philippe Hartemann, professor of public health at the University of Nancy.

The Middle Ages marked a period of regression in terms of water treatment. No major innovations in water treatment would appear for nearly a thousand years. On the contrary, wastewater and waste were directly discarded into the streets, contaminating sources of drinking water through runoff and infiltration. According to the National Library of France, the first mention of a sewer that was not open-air in Paris dates to 1325. It was a gallery that passed under the City Hall and drained into the Seine. This dark period, which sometimes receives exaggerated discredit, contributed to shaping the unsanitary conditions of cities. However, it came to an end thanks to the development of science and a major discovery in 1670: the microscope. From that point on, research rapidly advanced, as the microscope allowed scientists to observe tiny particles in water. Throughout the eighteenth century, water filters made of sponge, wool, or charcoal became more common in households. During the same period, wealthy landowners used large burnt wood tanks to store water in better conditions.

© Pexels

In the Mid-nineteenth Century, Circulation before Purification

It was through the building of circulating networks that the hygienic revolution first took place. The health movement, which began in the late eighteenth century, gained importance in 1832 during the first cholera epidemic in Paris. The severity of the disease, which killed thirty thousand people in Paris and one hundred thousand throughout the country, highlighted the importance of city sanitation. At that time, scientists adhered to the theory of miasma, which suggested that diseases were transmitted between individuals through a toxic vapor filled with particles. The first step was thus to create movement, and that's where the network came into play. As analyzed by Alain Corbin, according to their conceptions, “the model of the circulatory system, in an organic perspective, implies the imperative of air, water, and product movement. The opposite of ‘unsanitary’ is ‘movement.’ [...] The virtue of movement encourages channeling and the expulsion of filth. [...] Draining the city through sewers is disarming the putrid ancestral stagnation, preserving the future of the city, and ensuring, through technology, the regulation that nature alone cannot achieve in these artificially crowded places.”3

The discoveries made by British physician John Snow in London, although vigorously contested by the scientific community when he presented them, further emphasized the importance of a clean water supply. It was Snow who demonstrated the transmission of cholera through contaminated water during the 1854 London epidemic, rather than through polluted air. “He noticed that there were more sick people on one side of the street than the other. Through his epidemiological study, he demonstrated that the sick individuals had fetched water from a contaminated fountain. Once access to that fountain was prohibited, the epidemic disappeared,” recalls Philippe Hartemann. These discoveries encouraged cities to seek water sources other than their own wells.

In Paris, a strategy of diversifying water resources was being implemented in order to improve the quality of the drinking water. “Initially, we were seeking water from further or deeper sources to ensure its purity,” explains Séverine Dinghem, Director of Support for Professions and Performance at Veolia. To address the challenge of resource diversification, Baron Haussmann initiated the construction of aqueducts that would supply Paris with water from the sources of Le Havre or directly from the Dhuys. Water treatment was not considered the best way to obtain high-quality water. On the contrary: “At the time, Haussmann and his director of water services, Belgrand, made it a political objective to supply Paris with naturally pure and fresh water,” says Paul-Louis Girardot, former CEO and administrator of CGE. During the 1867 Universal Exposition, in the competition between Napoleon III and Queen Victoria, Haussmann and Belgrand demonstrated a renewed French superiority. To ensure this objective in the long term, Haussmann planned to extract water from the alluviums of the Loire and transport it to Paris by gravity.

In contrast, Bernard Barraqué, CNRS research director and water specialist, points out that the city of Lyon chose to draw water from its rivers or groundwater, emphasizing proximity. The Saint-Clair plant, operated by the Compagnie Générale des Eaux for the city of Lyon, treated water from the Rhône by naturally filtering it into two large underground basins. The management of wastewater also became a major concern in the French capital, where “the quality and collection of wastewater quickly became an issue to prevent contamination of drinking water distribution points,” says Dinghem. Moreover, as water consumption increased, the quantity of contaminated water also increased. To address public health needs, the first sanitation networks emerged in Paris during Haussmann's major projects, thanks to the ingenious sewage system devised by Eugène Belgrand.

 Flow meter (Glenelg Sewers Department).

Haussmann, an engineer from the Ponts et Chaussées, transformed Paris by creating a unified double underground network: one supplied drinking water while the other eliminated wastewater through the sewers. Belgrand's objective for the sewer system was multifaceted: to evacuate rainwater, industrial waste, and household wastewater, and to enable cleaning of the galleries using valve wagons. Under each Parisian street, he coordinated the installation of a sewer. In total, the engineer constructed six hundred kilometers of sewers beneath the feet of Parisians. “What makes the Parisian network unique is its visitability. Thanks to this, even today, we can visually diagnose and locate a leak in the majority of the network at a low cost by conducting an inspection or even sending a drone,” says Dinghem.

In a less monumental manner, the Compagnie générale des eaux also developed its expertise and signed its first contract with Boulogne-sur-Mer in 1880, incorporating the management of wastewater. “Indeed, it planned for the construction of a sewer network, taking charge of the evacuation of wastewater and fecal matter that, until then, were discharged [...] into the front port and the grounding port,” historian Patrick de Gmeline writes4. It constructed sixteen kilometers of sewers to complement the city's infrastructure. The modern sanitation network that we know today naturally took time to emerge, but it took a major step forward from 1894 with the law that made sewerage mandatory.

Between Public Health Crises and Scientific Discoveries: The Beginnings of Modern Treatment

Initially, water networks were intended to fetch clear water in large quantities from outside cities, while sanitation networks aimed to dispose of putrefying water far away. In line with miasma theories, they merely created movement to prevent stagnation, ultimately expanding the circle of pollution identified by John Snow. At its inception, “the sanitary movement had no science to guide its efforts,” emphasizes Deaton5.

However, a scientific revolution emerged at the end of the nineteenth century, accelerating awareness of the need to treat the resource. Gradually, the miasma theory gave way to the microbial theory. The epidemiological work of the British John Snow was succeeded by the Germans Robert Koch and Karl Joseph Eberth, who laid the foundations of microbiology, and then by the Frenchman Louis Pasteur, who became one of its most famous figures.

Thanks to them, we can now say that “not everything that stinks is deadly, and not everything that is deadly stinks,” says Corbin6. The correlation between disease and water contaminated with microbes was scientifically demonstrated. “We drink 90 percent of our illnesses,” Pasteur declared in 1881.

These discoveries helped to understand the lingering health problems associated with the creation of networks and to provide solutions through the implementation of treatment methods. “Science eventually caught up with practice, and the microbial theory of diseases was gradually put into application through more targeted measures based on scientific grounds.” The history of modern treatment begins after the history of networks. However, as Deaton observes, “transitioning from the microbial theory to safe sanitation and water takes time and requires money and authority.” It also requires “engineering and monitoring skills to ensure that the water is truly uncontaminated.”7

Louis Pasteur, Father of Microbiology and Pioneer of the Hygienic Movement


Louis Pasteur has left an indelible legacy in various fields of research, including public health and the role of water in hygiene. The chemist and physicist by training contributed to the collective awareness that water could contain microbes and transmit diseases.

In the collective imagination, Louis Pasteur is known for his intelligent eyes, gazing intently into the camera lens of Félix Nadar. He is also hailed as the father of modern medicine, the inventor of the rabies vaccine, and the namesake of the pasteurization process that extends the shelf life of our food and beverages. However, how many are aware of his pivotal role in ensuring the safety of the water we consume?

Born on December 27, 1822, in Dole, in the Jura region of France, Pasteur was admitted to the École normale (a French elite school) at the age of twenty-one, where he studied physics and physical chemistry. In 1847, he defended his doctoral dissertation in science at the Faculty of Sciences in Paris. Ten years later, he was appointed as the administrator in charge of studies at the École normale supérieure.

From biology to agriculture and medicine to hygiene, Pasteur distinguished himself in numerous fields and pushed the boundaries of scientific knowledge of his time, laying the foundations for our current understanding of germs and their role in disease. He dedicated a significant part of his career to studying waterborne illnesses caused by contaminated water and lack of sanitation, notably cholera.

Pasteur is remembered for his demonstration of the existence of microbes, which develop, among other places, in aquatic environments. After memorable battles against his opponents, particularly Félix Pouchet, a renowned biologist and staunch defender of spontaneous generation, Louis Pasteur published his work refuting this theory in 1861 and 1862. According to him, microorganisms present in atmospheric dust develop and multiply; no living being emerges from nothingness. Furthermore, these microbes can cause diseases and contaminate entire populations. Hence, they should be avoided and combated.
In doing so, Louis Pasteur contributed to the hygienic movement by emphasizing the importance of cleanliness, especially hand hygiene, and the role that water supply plays in combating diseases. Providing the evidence needed for the triumph of the microbial theory over the miasma theory, he also stated that water can carry diseases without being visible or detectable, and may require treatment to eliminate them.

By closely studying the life of microorganisms, he also laid the groundwork for early treatments, highlighting the role that filters or microorganisms themselves can play in self-consumption or annihilation—as seen in the principle of activated sludge, particularly used in wastewater treatment plants.
Pasteur's discoveries, like his predecessors', were not the result of spontaneous generation of ideas in the fertile mind of a genius; they were the fruit of experimentation, not without errors, and built upon a long series of scientific progress.
Pasteur's breakthrough in developing the rabies vaccine in 1885 brought him worldwide acclaim, and he received numerous honors. The Academy of Sciences proposed the creation of an institution dedicated to treating rabies, leading to the establishment of the Pasteur Institute in 1888. Pasteur passed away on September 28 in Villeneuve-l'Étang, in an annex of the Institute that bears his name. He left behind a profound transformation in our relationship with water, summed up in the apocryphal quote, “We drink 90 percent of our illnesses.”

Treating the Water We Drink: From New Techniques to Strengthened Surveillance

To ensure that the water reaching the taps of the French people is of the highest possible quality, drinking water treatment plants, particularly those operated by engineers from the Compagnie Générale des Eaux, initially equipped themselves with slow sand filtration systems. These systems first removed the turbidity of the water, which gives it its color. They were gradually complemented by sedimentation and coagulation devices, which settle particles and make them sink to the bottom of basins before the water passes through filters, significantly improving the quality of the distributed water. In Germany, Koch installed large sand filters to supply Hamburg with water, thus putting an end to a cholera epidemic. Thanks to the work of Louis Pasteur in the late nineteenth century, filters were able to better eliminate microbes. This applies to the Pasteur filter, named for Louis Pasteur but conceived by French biologist and physicist Chamberland. Equipped with a porcelain cylinder, it filters liquids and can retain the microorganisms in the water.

Engineers and leaders of the Compagnie Générale des Eaux are attentive to the numerous scientific developments and support initiatives aimed at increasing water treatment capacity in France. “After studying the filtration methods used in Germany and England, they concluded that they were not sufficient to obtain high-quality drinking water. They favored the coagulation method, known as the 'Anderson' process, based on iron,” narrates Patrick Gmeline8.

Photo of a Chamberland filter.


Dedicated water treatment plants multiplied, further transforming our relationship with water. It changed from being a natural resource within reach to a resource that is transported across distances, increasingly resembling a good that requires human intervention and transformation. In the capital, where water quality remained unstable, “the Compagnie Générale des Eaux was called upon to contribute to the improvement of the purity of Parisian water.” The Choisy-le-Roi plant, built in 1861, had slow sand filters from the 1890s onwards, a first of its kind in France.

Extensive work was “undertaken by the Company in the Méry-sur-Oise and Neuilly-sur-Marne stations,” and the first experiments on new filtration systems were conducted at the Boulogne-sur-Seine plant.

However, this was not enough. “In 1892, Paris and its suburbs were once again severely affected by cholera, which killed 1,800 people. Upstream of the capital, where the river water was relatively pure, cholera caused minimal casualties. Downstream of the sewer outlets, the mortality rate was much higher.” Two consequences followed. The first involved revising the general distribution scheme, which stipulated that the Company “consolidate its filtering plants upstream of the Seine” in Choisy-le-Roi. The second focused directly on the quality of the water produced, “drawn from areas known to be clean” and especially “purified by iron treatment followed by sand filtration.”9. In the early 1900s, physico-chemical treatments of water using ozone, ultraviolet light, or chlorine complemented the water filtration process with disinfection. These discoveries coincided with the Public Health Act of 1902, which, for the first time, obliged municipalities to comply with a number of water quality criteria. “Hygienists included the search for indicators of fecal contamination in the regulations. When they were found in the water, it was classified as a risk for human consumption,”10 explains Professor Philippe Hartemann.

Nice played a unique role in developing the first of these new treatments: ozone. Both in Nice and Paris, the quality of water delivered through the networks was unsatisfactory. A local chemist, Marius-Paul Otto, relied on the Dutchman Martin Van Marum’s discovery in 1781 of how to artificially create this gas made up of three oxygen molecules, and on its bactericidal properties, discovered by the German Ohlmüller in 1891, to improve water treatment. “The principle was simple: by producing ozone through electricity, one could greatly reduce the number of microbes and organic matter in the water... However, to make the process usable on a large scale, industrial production of ozone would be necessary,” Gmeline writes.11 And Otto achieved this.

Although the Compagnie Générale des Eaux was interested in Otto’s work, it initially remained cautious about this innovation and refused to commit to it financially—unlike what would happen later when they integrated the Compagnie Générale de l'Ozone, created by Otto, into their organization. However, progress was made on the operational front. The municipal council of Nice gave the Compagnie Générale de l'Ozone “the green light to implement its ozone process” at the Bon Voyage site, operated by CGE, in 1905. The ozone unit, the first of its kind, was put into operation in 1907. Two more units followed immediately in Nice and throughout the region. In just a few years, it was “considered everywhere as having the healthiest water in France.”12 The process would later be replicated throughout the country and abroad.

Beyond technical treatments, the importance of surveillance was emphasized by the typhoid fever outbreak that occurred in Lyon in 1928. The toll was heavy, with over three hundred deaths. “The cause was an aqueduct built by PLM, located between two collection wells, which over the years became a sewer into which the residual water from numerous villas in Vassieux, near the company's factory of the same name, was discharged.” Measures were taken, such as enhanced protection of the collection areas. However, to strengthen the quality of surveillance, “the establishment of a laboratory dedicated to the bacteriological quality of water” was implemented.13

Water Treatment of Discharged Water: From Spreading to Wastewater Treatment Facilities

The link between improving the quality of consumed water and that of the water being discharged was quickly established. In Paris, where Eugène Belgrand designed the system, wastewater was initially evacuated to two sites located in Asnières and Clichy, in the near suburbs of Paris. However, the 400,000 cubic meters of polluted water discharged into the Seine River each day created significant pollution. Eugène Belgrand then opted for an alternative solution: spreading. This idea was inspired by existing practices, as septic tank emptiers often resold the product of their purges as fertilizer.

“We realized that discharging wastewater into watercourses was not the right option, because even though they have a self-purification capacity, they only eliminate contaminants when they are present in a certain quantity. Discharging wastewater outside the cities was not sufficient; it needed to be treated when there was too much of it. In Paris, this began with the discharge of wastewater into fields,” explains Sophie Besnault, research engineer at the National Research Institute for Agriculture, Food, and the Environment (INRAE). The attempt was made to infiltrate wastewater into the soil of the Gennevilliers plain. “This was a preliminary treatment stage because we reused the nutrients in the soil to grow plants. However, we realized that there was not enough land to discharge all the wastewater; it became saturated. That's when we started building the first wastewater treatment plants,” adds Besnault.

The SARP, or the Transition from Evacuation to treatment

In 1937, Charles Dubreuil created the SARP: the Sanitation Company of the Paris Region. It was a vacuum truck company aggregated from smaller companies. Its goal was to benefit from the market share premium that existed in a sector that operated through word of mouth—the more clients there were, the more prescribers there were, and, in turn, the more clients there were—and to increase the quantities of excrement used as fertilizer for spreading. At that time, vacuum truck companies were created by farmers in search of fertilizer for their fields, such as CIG, which joined SARP in the 1980s: it was originally founded by a tulip farmer from Gonesse in the Val-d'Oise.

The success of SARP, which emerged in a fragmented sector of small players, symbolizes the change of an era, from a rudimentary approach to a more technical approach and from solely evacuating sludge to treating it. Trucks replaced men and horses; they were expensive and required funds.
Treatment centers, especially, with an expanding range of treatment options, needed volumes to operate. SARP sensed the changing times, which placed increasing importance on science. In the 1960s, it changed the meaning of its acronym to become the Rational Sanitation and Pumping Company. Driven by an entrepreneurial spirit, SARP then developed its activities by progressively penetrating a broad range of markets and by making itself a permanent field of innovation.

“Starting from individual septic tanks, we thought it would be beneficial to clean collective sanitation networks and offer solutions for emptying and cleaning industrial equipment,” recounts Marc-Olivier Houel, who was the CEO of SARP from 2013 to 2023. “And since the waste resulting from pumping was sandy, greasy, oily, and hazardous, we quickly implemented appropriate solutions to protect the environment, support our clients, and enhance our professional skills.”

On the vacuuming front, alongside the activity of cleaning individual septic tanks, which continued to thrive—France still has too low a population density to connect every household to the network, unlike many other Northern European countries, and still has at least four million septic tanks—the activity of cleaning city and industrial sanitation networks developed. In the 1980s, the first remote inspection techniques appeared, initially using VHS cameras “before resorting to drones today,” says Yannick Ratte, CEO of SARP in 2023. Other innovations appeared, such as the Vertigo technology which, by projecting an epoxy film inside the pipes, enables their rehabilitation without having to destroy the columns, to the great satisfaction of landlords. 

On the treatment front, techniques were borrowed from the centers for hazardous waste treatment.

Such wastes accumulated with the development of industry: “Who else could Renault, foreseeing future environmental issues, turn to at the time to pump the residue from its painting tanks at its Boulogne-Billancourt factory? SARP,” Marc-Olivier Houel recalls. This allowed the Compagnie Générale des Eaux, which integrated SARP in 1970, to have initial solutions in place when it was confronted a few years later with pollution at the drinking water plant in Méry-sur-Oise, allowing it to treat them at the source and quickly giving birth to SARP Industries, which has since become a reference point in the treatment of hazardous waste.

At the same time, SARP launched the first treatment centers for dredging sludge, washing the sands and valorizing the greasy residues—a first in France. These developments and innovations position this Veolia entity at the crossroads of all its businesses today.

A major innovation of the early twentieth century was the discovery in 1914 by two British researchers, Edward Ardern and William Lockett, of free cultures or activated sludge. The principle: use naturally occurring bacteria to purify wastewater. “In basins, we inject air to sustain the bacteria. As they thrive, the bacteria consume nutrients. Through sedimentation, we separate these bacteria from the water, transfer them to large basins, and let them settle at the bottom,” explains Besnault. Even today, activated sludge, a natural solution, is the predominant process used for wastewater treatment in our country. “Half of the wastewater treatment plants in France operate with activated sludge. This is the case for all plants serving populations of more than ten thousand,” Besnault adds.

The first French wastewater treatment plant was established in 1940 in Achères, Yvelines, after three years of construction. In its early stages, the sanitation service was entirely dependent on the state. As Séverine Dinghem points out, “The private sector, including the Compagnie générale des eaux, was only involved in the collection and treatment of wastewater at a later stage because this public service was directly funded by the public, not by the users,” and the importance of the relationship with users in engaging private companies was recognized. Only later, after World War II and especially after the French Water Law of 1964, the invoicing of sanitation services to users, the increasing complexity of industrial pollution, and the development of technologies motivated the launch of public-private partnerships and the establishment of wastewater treatment plants across the country.


Water treatment plant in Achères, France.
© ToucanWings


Methods with similar foundations are used for the treatment of drinking water and wastewater: physico-chemical, biological, and chemical processes that rely on the oxidation of compounds. Since the early twentieth century, these methods have continuously progressed to consume less energy, occupy less space, treat larger quantities of water, and remove increasingly specific pollutants. Over the years, moreover, as pollution became more complex, these processes were combined to overcome the most stubborn problems, culminating in the 1970s in the production of drinking water directly from wastewater.

Rainwater: From Evacuation to Recovery

During the initial period of sewer system construction, the decision was made to collect rainwater and wastewater together for rapid evacuation from cities, aiming to reduce both diseases and flooding. This original choice of evacuation still underlies the most common sanitation scheme today.

However, this approach was not without disadvantages. During the sanitation process, it has become apparent over time that rainwater, polluted by runoff that carries pollutants as it washes over soils and buildings, may not actually be polluted enough for the optimal operation of wastewater treatment plants. “The problem is that for a wastewater treatment plant to function properly, it needs pollution,’’ says Cyril Gachelin, a specialist in rainwater and responsible for training at OiEau.
“With rainwater, the purifying bacteria are less effective in diluted environments, and the facilities are subjected to hydraulic overloads. We realized that rainwater caused certain dysfunctions in wastewater treatment plants.”

Since the 1990s, this approach has been refined: increasingly, rainwater and wastewater tend to be collected through separate networks. Rainwater is now considered “clear parasite water” for the sewer system. This means that rainwater poses risks of wear or overload to the pipes, excessive electricity consumption, and a decrease in the efficiency of wastewater treatment plants.

This evolution entails significant operational consequences and its impact must be assessed in each locality—separation requires extensive work on the water network, which is why this choice is rarely adopted by authorities, and wastewater treatment plants can be adapted in its absence.

In order to combat flooding, the infiltration of water into the soil has emerged as an essential complement to simply evacuating rainwater. In mainland France and the overseas departments, between the 1980s and 2020s, “between 200 and 250 square kilometers [of land were] impermeabilized annually, which is equivalent to a French department every twenty-five to thirty years,” according to the Ministry of Ecological Transition. However, soil impermeability, coupled with the more frequent occurrence of heavy rainfall, contributes to dangerously worsening the risk of flooding. Therefore, promoting the infiltration of rainwater directly into the soil is necessary.

Considering that 75 to 85 percent of the pollution in rainwater is due to runoff, this approach also helps limit pollution at the source and even harnesses the purifying power of the soil. “The current objective is to limit urban sprawl to reduce the phenomenon of impermeability. To achieve this, we need to make supermarket or cinema parking lots less impermeable. We need to restore infiltration capacity to rainwater, especially through vegetation,” explains Gachelin. In housing, the development of green roofs also increases retention areas where water can evaporate.

Finally, the question of rainwater harvesting arises. Knowing that only one percent of the water available on the planet is usable for human consumption, the billions of cubic meters of rainwater that fall are a resource that must be taken into account (though without depriving the soil).

“In France, we have regulations for indoor use,” Gachelin emphasizes. Rainwater can be collected within a dwelling, but it is not without constraints. It can be used to fill toilet cisterns, clean floors, and for laundry washing “provided that an appropriate water treatment system is used, a ‘non-potable water’ label is placed on the toilets, and it is reported to the local municipality, as some of this rainwater will eventually end up in wastewater.” It is not permitted for human consumption. Even for the authorized uses, “to be self-sufficient in rainwater, a very large storage capacity is required. However, it doesn’t rain every day, and the investments required for self-sufficiency are significant. Moreover, rainwater can be used for individual irrigation purposes outdoors.”

For professionals, the use of rainwater is allowed if the applications do not require potable water. In the summer of 2022, in France "car wash stations had to close due to water restrictions", Gachelin said. "For them, it can be beneficial to store large quantities of water or opt for closed-loop solutions to cope with these periods of drought.”

Individual solutions should be complemented with collective solutions, tailored to the needs identified by the local area. For example, Veolia initiated the storage of 300,000 liters of rainwater as a massive “cushion” (pond) in Nantes in 2012, to supply eleven street sweepers responsible for cleaning the city streets.

© Pexels

New Pollutions and Planetary Limits: Challenges for the Future

Today, water treatment strategies must confront multiple challenges. And, as has been the case for the past 170 years, health-related challenges persist. As pollution becomes increasingly complex, whether of agricultural, industrial, or even medical origin with the presence of pharmaceutical residues, the detection capabilities of particles are also improving. This opens up new possibilities for treatment.

Health: New Solutions in Detection and Prevention

Veolia actively participates in hazardous substance detection efforts. Since the adoption of a European directive in 2000, the search for hazardous substances in water discharges has been mandatory in wastewater treatment plants serving populations of more than ten thousand. To meet this requirement, the company, in partnership with Watchfrog, has developed a solution to detect potential toxicity related to the presence of endocrine disruptors or micropollutants in wastewater effluents. “To treat these micropollutants, we mainly use water treatment technologies at the outlet of wastewater treatment plants,” says engineer Sophie Besnault. “However, the treatment of these micropollutants requires a significant amount of energy and resources.”

Since the 1990s, water treatment plants and certain wastewater treatment facilities have implemented membrane ultrafiltration, which has revolutionized the field and continues to improve. Veolia is currently working on two types of filters with exceptional potential: carbon nanotubes and membranes that imitate fish gills. The aim is to make these technologies more accessible and energy-efficient. Overall, technological advancements now allow the filtration of pollutants that were undetectable just a few years ago. In Aarhus, Denmark, Veolia conducted an initial experiment in 2014 to treat pharmaceutical residues from a hospital and a municipal wastewater treatment plant. Using Moving Bed Biofilm Reactor (MBBR) technology, which utilizes microorganisms to degrade organic matter, 90 percent of the pharmaceutical residues were eliminated. The tests also demonstrated the need to prioritize the treatment of municipal wastewater, since people consume medications at home. But it is crucial to address these residues at the source: the best pollution is the one that is not produced.
“Beyond the numerous technical solutions available to identify, measure, and eliminate micropollutants in water, we must also consider changing mindsets,” explains Géraud Gamby, Water Market Director at Veolia. “By organizing awareness campaigns for citizens and economic actors and leveraging community networks, we need to focus on changing habits and practices.”

Environment: Contributing to the Respect of Planetary Boundaries

Water treatment processes, like all human activities, must adapt to climate change, which poses significant challenges in terms of water quantity and quality. “During drought episodes, water quality deteriorates with algal growth and increased concentration of matter. This makes water more challenging to treat, requiring stronger treatment steps,” says Hervé Paillard, Director of Process and Industrialization at Veolia.

Additionally, these processes must contribute to collective efforts to respect planetary boundaries, whether related to climate change, the freshwater cycle, nitrogen and phosphorus cycles, or biodiversity.

Research efforts to make water treatment processes more energy-efficient, less water-intensive, and better equipped to address environmental pollution play a role in meeting these challenges. The new generations of membranes are more efficient,” says Anne Le Guennec, CEO of Veolia Water Technologies. “Often developed to meet the demands of industries, which are highly demanding in terms of performance and reducing their impact on the environment, these technologies are also being deployed for municipal use.”

However, it is not only a matter of technology; individuals must make the best use of available treatments by taking the objectives into account as well as local circumstances. This is particularly true for nitrogen treatment. “We are committed to fulfilling our mission,” says Pierre Ribaute, CEO of Veolia's Water Business in France. “The reduction of nitrogen in water below regulatory thresholds is a priority for us to protect the environment. The available technologies allow us to achieve this. However, we must avoid excessive treatment that may lead to over-quality, because nitrogen treatment produces nitrous oxide, a greenhouse gas much more potent than CO2. Lean management, which empowers field teams, should help us achieve a balance.” This balance is crucial for ensuring human health and preserving the planet.

Facing Covid: Innovations For Detection and Prediction of the Epidemic

The global lockdown experienced in 2020 highlighted the crucial role played by Veolia's essential services. The true value of clean drinking water, sanitation in cities, and energy supply were recognized. Without the mobilization of Veolia's teams, both in the field and remotely, additional crises would have compounded the health crisis.

Since then, Veolia's research teams have been devoted to developing analyses to detect and track the epidemic by analyzing wastewater. Their surveillance system, Vigie-Covid-19, has provided valuable insights and supported local decision-making by detecting the virus, monitoring its evolution, and serving as an early warning indicator for its probable circulation in the population.
This system places the analysis results in context by considering factors such as rainfall and population equivalents and comparing them with public epidemiological data.

The temporal evolution of the results helps identify possible resurgences of the epidemic. Vigie-Covid-19, according to Philippe Sébérac, Director of Technological and Scientific Expertise at Veolia, has proven to be “an excellent complement to clinical trials in the fight against the spread of the epidemic, providing interpretable information and dynamics consistent with the incidence rates reported by health authorities in Europe.”

Monitoring wastewater is a promising approach to anticipating viral-origin epidemics. As early as 2003, the World Health Organization recommended this method for polio prevention. The international scientific community now agrees that wastewater “partially reflects the population's health status.”

To relive the year 2020 alongside the Veolia teams, watch the documentary film En premières lignes ("On the Front Lines"), made during lockdown, all over the world:

 

In Chile, the Risks of Water Pollution Are Acute

Mining activities, industrial waste disposal, and inadequate wastewater treatment have long polluted rivers and groundwater, making them unfit for human consumption and damaging fragile ecosystems. Agricultural practices such as the use of pesticides and fertilizers also contribute to water pollution, posing risks to human and wildlife health.

To address these challenges, Aguas Andinas, a subsidiary of Veolia in Chile, has embarked on the construction of a comprehensive water service, particularly in and around Santiago, ranging from drinking water supply to wastewater treatment, effectively putting an end to the waterborne disease outbreaks that were once frequent there.

Aguas Andinas has made significant contributions to the sanitation of the Mapocho River. Until 1999, only 3 percent of Santiago's wastewater was treated, with the rest being discharged into the river, resulting in devastating consequences for both the ecosystem and public health. Thanks to initiatives such as the Mapocho Urbano Limpio project, which eliminated wastewater discharges into the region's main watercourses, the situation has radically changed in just over a decade.

The benefits are tangible, with a rapid decrease in epidemics being the most prominent. A study by the University of Chile revealed that mortality due to diarrheal diseases among preschool children dropped from 3.8 per 100,000 inhabitants in 1990 to 0.6 in 2003, demonstrating the positive impact of sanitation on public health.

Sanitation has also led to improvements in the river's condition and ecosystem. Moreover, the treated water can now be reused for agricultural irrigation, parks, sports facilities, and even for recharging aquifers, thereby enhancing the water resources available for the region.

Consequently, Aguas Andinas has helped to end decades of water rationing. This is a noteworthy benefit amid the new tests posed by climate change, which is reviving the old challenge of an uncertain water supply in the Chilean capital. 

 Water shortages are a prominent issue throughout the country. The resource is particularly scarce in regions with arid and semi-arid climates. Precipitation is limited and irregular and, combined with its heavy use for economic activities, results in insufficient water resources. Santiago, with 70 percent of its water supply dependent on the Maipo River into which the Mapocho flows, is no exception.

Aguas Andinas has invested in diversifying water sources, tapping into new wells, and storing drinking water. As a result, neighborhoods dependent on the Maipo River have seen their autonomy increase from four hours in 2011 to twenty-four hours ten years later.

These advancements prevented water rationing in 2021, when exceptional heavy rains upstream of the Maipo River caused landslides that heavily contaminated the water, causing problems for its potabilization. Seven million people who escaped water scarcity then realized the impact of the group on their daily lives.

The current objective is to achieve forty-eight hours of neighborhood autonomy and continue all the actions taken to reduce the vulnerability of Santiago.

To avoid a return to strict rationing after more than a decade of drought, Chilean authorities planned adaptation and water conservation measures in 2022, to which Aguas Andinas has contributed.

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  5. DEATON, Angus. “La Grande Évasion. Santé, richesse et origine des inégalités”. Idées économiques et sociales, no. 187 (March 2017). ↩︎
  6. CORBIN, Alain. The Foul and the Fragrant: Odor and the French Social Imagination. Leamington Spa: Berg, 1986. ↩︎
  7. DEATON, Angus. “La Grande Évasion. Santé, richesse et origine des inégalités”. Idées économiques et sociales, no. 187 (March 2017). ↩︎
  8. DE GMELINE Patrick. Compagnie Générale des Eaux : 1853-1959, De Napoléon III à la Ve République. Paris : Ed. de Venise, 2006. ↩︎
  9. Ibid. ↩︎
  10. Ibid. ↩︎
  11. Ibid. ↩︎
  12. Ibid. ↩︎
  13. Ibid. ↩︎

STORY #2

Le 20 sept. 2023

Water Network Management: The Creation of the French Model

To understand the specificities of the French organization, one must start with a two-player game between the State and the local authorities. Over time, this dynamic has transformed into a tripartite game encompassing the State, local authorities, and private enterprises, all working together to fulfill the demands of users.

Indeed, the Ancien Régime bequeathed two types of water. On one hand, there were the royal waters: straight lines from which water privilege holders tapped into. On the other hand, there was water management by cities, focusing on sensitive areas of public space such as barracks, hospitals, schools, and public fountains. Consequently, water supply to residential areas was neglected in France, and private companies took charge of it. However, they couldn't adopt the English model of pumps drawing water with abundant and cheap coal, as in the United Kingdom.

The involvement of three players in this model has demonstrated remarkable flexibility. It enables the terms of the contract to be modified as needed to confront emerging challenges and distribute responsibilities effectively. By doing so, it effectively mitigates the risks associated with long-term underinvestment or bankruptcy, risks that are often prevalent in single-player systems, as observed in the United States.

Grégory Quenet

Between the State and the cities: The birth of a model

The French may not realize it, but the model that has governed their water and sanitation service for over a century has inspired the world. In fact, French companies in this sector are internationally recognized, with Asian, African, Middle Eastern, and North and South American countries turning to them to manage water services. Since the early twentieth century, companies such as Compagnie Générale des Eaux (CGE, now Veolia), Lyonnaise des Eaux (now Suez), and SAUR (Société d'Aménagement Urbain et Rural) have engaged in fierce economic competition. Each of these companies has its own specific culture, but all three have contributed to the development of what is known as the French water model. This model is based on a public-private partnership (PPP)—the delegation of public service and the principle of “water pays for water,” which largely relies on subscribers to finance infrastructure rather than governments.

By developing expertise in water treatment, these companies have also enabled the sourcing of water closer to users, from surface or underground sources. The goal was to avoid laying pipes far away from homes to access better water, which initially resulted in significant losses in places like California and Spain. Thanks to this strategy, water has remained a highly localized service in France, rather than being managed by a central authority. The sector gradually established itself as an industrial activity that required substantial investments. By gradually integrating the entire value chain, from pipe manufacturing to wastewater treatment plant construction, both the Compagnie and the Lyonnaise became indispensable in the public services landscape. However, these private companies could have disappeared multiple times “at their own risks and perils,” as stated in concession contracts. Research conducted by CNRS researcher Dominique Lorrain on these companies demonstrates that the “French water model” was not conceptually designed by different stakeholders in advance. It is, in fact, the result of multiple adaptation strategies employed by various actors in response to different situations and challenges.

Challenging beginnings

Far from being a smooth journey, the history of the French water model is turbulent. When Compagnie Générale des Eaux was established in 1853, twenty-seven years before Lyonnaise des Eaux, it had to create almost everything related to water distribution as we understand it today. Even though there were modest water distribution services under consideration locally (such as the project by engineer Jégou in Nantes, later taken over by CGE in 1853) or already in existence (like the Société Générale des Eaux de Nice in Nice, then part of the Kingdom of Piedmont, acquired by CGE in 1864). During this time, the relationship between municipalities and private operators could be contentious because, according to French law, it was the municipality's responsibility to provide potable water distribution. This prerogative, reaffirmed by the municipal law of 1884 for reasons of public order and hygiene, said that the municipality decides whether to enter into a contract. Private operators faced the possibility of municipal takeover, or regie, in which the municipality would take over the direct management of water services, as early as the 1880s. This debate between regie and public-private partnership would shape the history of drinking water in France up to the present day.

Beginning in the late 1870s, disputes arose between Compagnie Générale des Eaux and certain municipalities. Such was the case in Nantes, for example, where the two co-contracting parties struggled to reach an agreement on who should finance the replacement of a deteriorating Chameroy pipeline, which had developed significant leaks. The water quality was also questioned by the municipality, which expressed its desire to repurchase the concession as early as 1895. Ultimately, Nantes repurchased its water service and transitioned to municipal management in 1900, even though the contract was supposed to run until 1914. Other cities soon followed suit: Lyon (repurchased in 1900, before the contract's original end date of 1952), Rouen (1912 instead of 1941), and Toulon (1912 instead of 1944). In the early twentieth century, water distribution became a more profitable venture, especially for larger cities with partially established networks and the means to extend potable water services to new neighborhoods.

 It also became a matter of public hygiene and met the expectations of residents: local authorities wished to manage the service themselves, even though the high compensation entailed by the early repurchases of concessions represented uncertain economic interests.

Old photo of the Saint-Clair factory (Lyon), circa 1910
© La Pompe de Cornouailles Association

British and German Water Distribution Models

In the second half of the nineteenth century, England and Germany were ahead of France in terms of domestic water distribution. The cities in both countries industrialized faster and faced significant sanitation issues that had to be addressed through water distribution and treatment. However, the national historical context in which these services emerged did not allow for the establishment of benchmark companies.

In England, the demand for water was so high that it had to be sourced from distant locations or treated on-site, resulting in substantial investments. The real cost of water increased by 50 percent during the nineteenth century, and private companies were not willing to engage in this market due to inefficient billing systems. As a result, municipal authorities took over water services, benefiting from the ability to charge for water through taxation indexed to property value. This ensured stable revenues regardless of actual water consumption. The hygiene argument also played a significant role in England, even earlier than in France. The Public Health Act of 1848 entrusted local authorities with “the responsibility for water supply and empowered them to enforce their will over local water companies.” In 1914, English municipal administrations reached their peak, followed by a strong regionalization of services, divided into ten hydrographic districts. Later on, water services were nationalized in 1973 and then privatized in 1989 under Margaret Thatcher's government. However, users began to perceive a decline in service quality, similar to the waste management sector.

In Germany, cities have always had more power and autonomy than in France. In the nineteenth century, the Prussian state reserved the option for municipalities to create municipal enterprises known as Stadtwerke. Consequently, by the early twentieth century, thirty-eight out of forty-one German cities with over 100,000 inhabitants managed their own water services. Over time, these enterprises also consolidated various public services within their operations (transportation, energy, etc.), effectively monopolizing matters related to residents' well-being, similar to what is sometimes called the “welfare state” in France. For the population, municipalities could even be seen as a safeguard against the despotic tendencies of the central state. This proved to be a successful approach, as these municipal utilities or Stadtwerke survived wars and the Third Reich and continue to exist today, particularly through the Länder. However, this system did not foster the emergence of an industrial champion capable of leading global innovation in the sector, despite Germany's success in many other industries.

Percolation basin, Saint-Clair water treatment plant
© La Pompe de Cornouailles Association

Through Precedents and Legal Decisions, a More Precise and Robust Model Emerged

Before World War I, two out of three cities with over five thousand inhabitants were managed by municipal authorities for water distribution, abandoning the concession system that had previously prevailed, where the community delegated the management of its water service. While the Compagnie Générale des Eaux (CGE) had been instrumental in developing water infrastructure in major French cities, whether industrial (Lyon, Lille, Lens) or tourist destinations (Nice, Antibes, Menton), it was now under threat in many of its strongholds.

However, the Company faced challenges by diligently defending its rights when necessary. “It is a structuring actor during disputes with municipalities,” says Christelle Pezon, a French professor and drinking water expert. “It appeals to the Council of State, in order to establish legal precedents. The Company has contributed to shaping the law around this type of contract, which subsequently constrained all actors involved.” Between 1880 and 1920, CGE was involved in one-third of the decisions made by the Council of State. Alongside the evolving concession model, which struggled to align the interests of local authorities and the company, the concept of affermage contracts emerged, now called “public service delegations.” In these contracts, the private company became the operator of the facilities owned by the local community: the financing of new investments was borne by the community, while the maintenance and management of existing infrastructure were undertaken by the company. In summary, the French contractual model for water and sanitation services was built through disputes and amendments between cities and the company.

Initially, as explained by Nathalie Dufresne, a former Veolia lawyer, “The first concession contracts consisted of a maximum of fifteen pages, despite committing to long durations of forty, fifty, or sixty years. In essence, it was necessary to finance investments and agree on who pays for what. The water price was fixed, and periodic meetings were scheduled to adapt the contract, and that was it! Nowadays, we sometimes have contracts spanning two hundred pages with a thousand pages of annexes.” The evolving legal framework is based on the three principles of public service established by the courts since the late nineteenth century: continuity (ensuring permanent access to the service), equality (no distinction between users), and mutability (considering that a contract can evolve based on circumstances). It took decades to develop a solid legal framework based on these principles, which was later replicated in all European countries undertaking public-private partnerships. Developed experimentally between the two world wars, affermage became the model contract after 1945, supported by a standard specification set by the Council for Industrial and Commercial Public Services in 1951.

These lengthy legal battles allowed the Compagnie Générale des Eaux to withstand the assertiveness of municipalities and, most importantly, the inflation that emerged after World War I, as invoice prices were not indexed at the time. By shaping the affermage contract, these battles also led to the establishment of a resilient business model that did not bear the direct burden of sometimes significant investments—a “CapEx light” model, as it is known today.

The Main Types of Contracts Through History

What Is a Public Service Delegation?

Public service delegation involves a municipality, department, or region outsourcing the management of a public service, such as drinking water or waste collection, to a private company. The decision to outsource may stem from the technical complexity of the activity, the lack of material and human resources available to the local authority, or the desire to protect the authority from the financial risks associated with operating the service. However, the public entity retains decision-making power and control over the service, as the private operator is required to report on its technical and financial management. Three types of management are distinguished in public service delegation, defined in part by the degree of autonomy granted to the concessionaire operating the service. In order of increasing autonomy: concession, lease, and interested management.

Concession Contract
In this type of contract, the company must not only manage the service but also finance and carry out the necessary investments for its operation and maintenance. The delegate finances, builds, and operates the public service at their own risk. The activity is therefore entirely outsourced. In return, the company is remunerated based on the service's operating revenues. CGE’s initial contracts were concession contracts.

Lease Contract
This is an agreement between a local authority, known as the “grantor,” and a private entity, known as the “lessee.” In this contract, the grantor provides the lessee with the necessary equipment for operating the delegated service. The lessee is solely responsible for operating the service, although the contract may stipulate that certain maintenance or renovation works are the responsibility of others. In return, they are allowed to collect the service's operating revenues but are required to contribute to the public entity in exchange for its provision of the infrastructure. Lease agreements are generally shorter in duration than “concessions,” in the jurisprudential sense, because there is no need to amortize the cost of significant construction works. Lease contracts gained legal recognition in France between the 1920s and 1950s and are now the most common type of contract in the water industry.

Interested Management
This is a mixed delegation mode in which the co-contractor is responsible for operating the service but is remunerated by the local authority, which remains responsible for directing the service. This allows the local authority to retain control while delegating operational management. The co-contractor's remuneration consists of a fixed portion paid by the local authority (a “fee”) and a profit-sharing component linked to the operating results. Depending on the level of risk assumed by the concessionaire, interested management may be classified as a “public contract” or a “service concession.” The contract concluded in Paris in 1860 with Baron Haussmann was an interested management arrangement.

The Company as a Trusted Third Party of the Jacobin State

The State, in turn, asserts its own role by maintaining a balanced position between the two parties involved: municipalities and companies. It even seeks, through various means, to limit and minimize the actions of municipalities in the water distribution sector. It is not the municipality as a public entity that is attacked—public interventionism is not only accepted but advocated for. It is the local community, whose rationality is challenged and who must yield to a rationalizing and modernizing State: municipalities are not seen as progressive entities. It is in the same spirit that the State challenges their capacity to provide certain services and gradually removes them, including social assistance in 1934 and the maintenance of national roads in 1936.

In terms of water, “the State advocates for a rational management of the activity, organized [...] around three key ideas: ensuring budgetary balance in water services management, going beyond the municipal level to rationalize technical choices, and managing the resource globally.”1 Between 1935 and 1939, the State issued a series of decrees to uphold this doctrine by strengthening its control over local public service concessions.

As early as 1935, the State imposed obligations in terms of water quality. While defending the franc and strengthening its financial oversight of municipalities, the State granted itself direct control measures in addition to those held by municipalities in 1937. It required public commercial interests “to balance their revenues and expenses, meaning they must cover their costs solely through the resources generated by water sales.” Water tariffs were “subject to prefectural approval,” and it allowed “for municipalities and, especially, their concessionaires to request the Minister of the Interior to terminate or revise their agreements if the delegated water services' accounts are consistently unbalanced.”

While these provisions have also imposed constraints on companies, it is undeniable that the Jacobin State designates the specialized water management company as a trusted third party in its relationship with municipalities. It relies on their expertise and defined scope to ensure service quality and budgetary control. “Delegating to private operators within a standardized framework offers the State a means to discipline municipalities without confronting them directly.”2

Through these decisions, the central State has asserted its primacy in territorial development. Paradoxically, this aligns with the nationalization of railways and the creation of the SNCF (the French National Railway Corporation) during the heart of the 1930s. Both approaches respect each network's specificities and the models they organize: the railway's aim is to create a national network, hence the relevance of nationalization for the State; water networks operate at the local level, with no communication between catchment areas, necessitating the State's reliance on municipalities to achieve its goals and regulate them. Although these approaches seemingly adhere to different economic schools of thought, Marxist or liberal, neither will be questioned outside of political back-and-forth. 

A Relationship of Trust to Achieve the Water Miracle

While local authorities were concerned about being custodians of the collective heritage represented by water infrastructure, the Compagnie Générale des Eaux managed to adapt during the interwar period through leasing contracts. While the company’s profits decreased, it simultaneously managed to limit its investments. Contracts were then made on an individual basis, intuitu personae, a Latin phrase meaning “based on the person.” It is from this relationship of trust that the parties could establish the foundations for continuing the contract.

In such cases, there was inevitably a “bonus for the outgoing” operator already involved in the game, who could recoup past expenses. The State kept an eye on the situation, transferring “the responsibility for approving concession contracts exceeding thirty years to the Council of State” and leaving “the approval of shorter-term contracts to prefects, to encourage municipalities to sign shorter contracts.” The Générale des Eaux was particularly renowned for its operational and contractual expertise, prudent management, and understanding of local elected officials' concerns.

Once the leasing system was established and everyone’s role clarified, conflicts diminished among the various actors: the private operator acted as an intermediary between the municipality and subscribers, undertaking tasks such as installing meters and bill collection, while the local community decided on necessary construction works and managed financing. In the middle, the State financed half of rural water service development during this period (the other half coming from water bills), and it knew it could rely on large private companies to operate the industrial management of the network on the ground. They were, in a way, the armed force for its vision of territorial development. That is why the State promoted affermage contracts when subsidizing municipalities that required infrastructure investments in water services. As a result, according to Christelle Pezon's analysis, “the population served by private operators doubled between 1962 and 1982, from 16.95 million inhabitants to over 33.5 million.”

In the end, this historical compromise between three actors, each concerned with preserving their prerogatives, allowed France to achieve an efficient organization of its water services. During this period, contracts remained long, and this mixed model even gave many consumers the impression that employees of major private companies were, in essence, civil servants.

© Veolia

To Develop the Entire Territory: Increasing Cooperation

Equipping Suburbs and Rural Areas: Growing Collaboration and Subsidies

While no longer operating in most major cities at the beginning of the twentieth century, the Compagnie Générale des Eaux chose to invest in the suburbs. It thus participated in the incredible growth of the Parisian and Lyonnaise suburbs, which continued to attract new residents to often left-leaning municipalities. These municipalities faced numerous challenges and formed alliances in the form of syndicates. The objective was to entrust their water services to a private company under the benevolent auspices of the State, which was concerned with ensuring essential water services for public hygiene. A new type of contract was implemented: the régie intéressée (interested management), initially contracted by the Syndicat des Eaux d'Île-de-France (SEDIF) and later by the Syndicat des Eaux de la Banlieue de Lyon (SIEBL). In this type of contract, small municipalities made investments but were able to share costs, define the work program, and provide service at the best price by pooling their resources.

Engineer and researcher Bernard Barraqué has highlighted the ability of companies like CGE to negotiate with such diverse stakeholders. The uniqueness of the French system lies in its network of thirty-six thousand municipalities and an equal number of mayors elected by universal suffrage, with whom one must engage. This requires true expertise, and it is no coincidence that companies like CGE, Lyonnaise, and Saur quickly diversified into transportation and urban sanitation, which are other essential regional services. During that time, the “red belt” around Paris was filled with modest houses built to accommodate the large numbers of employees and workers who were moving in. Communist mayors, as well as priest-builders driven by the social doctrine of the Roman Catholic Church, pressured the government to provide infrastructure such as roads, gas, electricity, sanitation, and water to the suburbs. With the municipal elections of 1935, which saw twenty-six communes fall under the common banner of the French Section of the Workers' International and the French Communist Party, the State was convinced to provide subsidies to contribute to the development of SEDIF municipalities.

Aerial view of the water treatment plant in Neuilly-sur-Marne (2008)
© SEDIF Archives

After 1945, the same alliance emerged between a planning State and local communities, whose needs were soaring, both in urban areas and in the countryside. It was now unthinkable that everyone did not have access to the modern comfort of tap water, even in the most isolated villages in France, although it was clearly “financially foolish in certain rural areas,” as noted by Professor Christelle Pezon. To make such investments sustainable, it was necessary to pool resources for infrastructure development. “Rural engineers at the time developed water development plans that covered three hundred municipalities at once, for example,” explains Professor Pezon.

However, none of this would have been possible without the involvement of the Ministry of Agriculture and Fisheries, which predominantly financed the creation of water networks through the FNDAE (National Fund for the Development of Drinking Water Supply), established in 1954. Nearly half of these funds were sourced from a levy on horse racing bets, known as “PMU's share,” which remained in effect until 2003. None of this would have been possible without the CGE, which mobilized its expertise throughout the country.

Subsequently, the Compagnie Générale des Eaux managed the distribution of drinking water, often through leasing contracts, in thousands of municipalities, sometimes grouped into communities, following the example set by major suburbs before them. Today, Veolia remains one of the few services truly present in certain hamlets, small town halls, or rural communities, through a permanent presence or a mobile bus during billing periods. The establishment of the FNDAE after the war was also a matter of public health. With agricultural and industrial activities, as well as the emergence of new uses (chemical cleaning products, modern toilets, hygiene products), wastewater began to release increasing amounts of pollutants into rivers and groundwater. It was no longer possible to drink untreated water as was done in rural communities in the past.

To Protect Water Resources, the Organizing State, the Principle of “Polluter Pays,” and the CGE All Faced Criticism from Major Corporations

Pollution issues were of such significance that the Pompidou government enacted the first major water law in 1964, the result of extensive work initiated by the Water Commission established by Prime Minister Michel Debré in 1959. The new law represented an administrative revolution. In a highly centralized country where the State is strongly present and covers the territory with its network of prefectures and sub-prefectures, the law laid the “foundations for decentralized management,” as emphasized by Hervé Paillard, Director of the Process and Industrialization Department at Veolia. Six major hydrographic watersheds were established to organize a “comprehensive water management.”

Water agencies were created to oversee these six watersheds, becoming operational in 1972. And beginning in 1992, the State implemented a six-year planning tool known as SDAGE (Directives for Water Management and Planning). As early as 1990, Prime Minister Michel Rocard aimed to put water policy on the agenda, having “always shown a keen interest in public water management policies, following an inspection mission of water agencies that he coordinated while working at the Inspectorate of Finance.”3

The 1964 law also marked a revolution in terms of economic responsibility, with the first application of the “polluter pays” principle. The model was doubly incentivizing, as taxes were levied on polluting activities on one hand, while subsidies were granted for sanitation works on the other. The 1964 law also established a water police force with four types of mission: construction on watercourses, water withdrawals, sanitation, and drinking water. According to Veolia's President Antoine Frérot, “The 1964 law created an institutional framework that mandated water sanitation and provided funding to accomplish it."

"Companies in the sector realized that there were opportunities for diversification beyond drinking water. This created the second aspect of the water business, which includes wastewater treatment and sanitation.” With this impetus, France had equipped itself with thousands of wastewater treatment plants in both urban and rural areas within a few years.
The Compagnie Générale des Eaux paid a price for its active support of the adoption of this law, as it was ostracized by the French employers' organization CNPF (the National Council of French Employers), the predecessor of MEDEF (the Movement of the Enterprises of France), until 2005. “And even then, only as an observer, which lasted for another five years,” adds Frérot. This is a testament to Veolia's unique vision and status within the French business landscape, being both integrated into the market economy and a promoter of new regulations.

Ivan Chéret

The trajectory of Ivan Chéret may resemble that of many other engineers who, like him, graduated from prestigious schools in the French Republic. However, his story contains more than one unique episode. A key figure in the 1964 Water Law, this former student of Ecole Polytechnique and Ecole des Ponts et Chaussées was born in 1924 to a Russian father who had become a naturalized French citizen, passing on to him the distinct manner of rolling his R’s characteristic of those from beyond the Ural Mountains. He never lost this trait, which would have potentially marginalized him at Ecole Polytechnique if not for its liberation from the Vichy regime's xenophobic and anti-Semitic laws. Promoted to Ecole des Ponts et Chaussées in 1944, he truly joined his classmates in 1945. At that time, he already showed a penchant for nonconformity, as he was the only student to accept a scholarship to go to the United States. In an interview, he recalled, “My time in the US in 1949 was completely atypical compared to people my age. I was drawn to everything that was different. My parents were not of French origin. We lived in Marseille during the war, and an English refugee had given me lessons.” Following this internship, he traveled to Africa, joining other engineers tempted by developing countries.

Thus he became responsible for the Development Mission of the Senegal River from 1950 to 1953, then the Chief of the Hydraulic District in Bamako, and finally the Deputy Chief of the Hydraulic Service of French West Africa from 1954 to 1958.

His experience in countries facing water scarcity would later shape his vision of water management, which he would partially implement with the 1964 Water Law. This approach emphasized governance at the watershed scale, requiring stakeholders to collaborate in resolving conflicts. He explained years later, “In Senegal, I was able to witness what agriculture is like in a poor country, as well as the complexity of river basin development, not only from a technical standpoint, but especially from a human perspective. Water is used by all human activities, and favoring only one of these activities can greatly harm the others.”

In 1959, amidst the decolonization process, Cheret returned to mainland France. The homecoming proved more challenging than expected, but with a few connections maintained in Africa and “a lot of luck,” he became the General Reporter of the Water Commission of the Plan and later the Head of the Permanent Secretariat for Water Issues (SPEPE) in 1960. These bodies played a crucial role in shaping the key principles of the renowned Water Law. At the time, the stakes were high, as urgent challenges arose from rapid urbanization: ensuring access to drinking water for all, expanding sanitation networks, and combating pollution. As he recounted during a colloquium in 2011, “The 1960s was a different world. There was industrial, agricultural, and urban development. All of this required water, and everyone was taking it. Everyone needed to discharge waste, and everyone was doing so. Therefore, the law was passed in Parliament to put an end to this.”

Negotiations surrounding this law would be fierce, particularly with local elected officials and industrialists who were clearly the targets of certain proposals. Industrial business leaders argued that implementing the law would mean the death of the industry in France. Ivan Chéret quickly engaged in discussions with powerful fishermen's associations, who had significant electoral influence and were directly affected by fluctuations in water quantity and quality during the summer. Their lobbying proved invaluable in the battle against the industrialists, who were pushing for the classification of watercourses based on their quality—an approach that implied “sacrificing” some of them. Under the influence of engineers from the Mines, Bridges, and Roadways schools, and with strong support from the Compagnie Générale des Eaux, the 1964 law demonstrated wisdom by relying on financial and economic tools to preserve water resources and encouraging industrialists to treat their wastewater. On one hand, the law provided assistance for the construction of wastewater treatment plants; on the other, it established the “polluter pays” principle, whereby a fee was collected by watershed agencies from all polluting activities, which was then used to finance water and aquatic environmental protection operations in the six major watersheds identified by experts.

In 1966, just two years after the promulgation of the law, Ivan Chéret was tasked with making his idea of watershed agencies a reality, drawing inspiration from the German experience in the Ruhr region, where cooperative unions oversaw water-related developments necessary for the watershed's equilibrium.

In a collective work on the fiftieth anniversary of the law, Bernard Drobenko and Jérôme Fromageau provide a positive assessment of its effects: “This law, highly innovative for its time, enabled France to play an exemplary international role in the field of water resource management. Its influence spread worldwide and notably, in the year 2000, inspired the content of the European directive establishing a framework for community policy.”

Ivan Chéret concluded his duties at SPEPE in 1970 to become the Director of Gas, Electricity, and Coal at the Ministry of Industry until 1973. He then served as the Chairman and CEO of SITA (the International Aeronautical Telecommunications Union), specializing in waste transportation and valorization, for over ten years before returning to the water sector as the Director of Water at Lyonnaise des Eaux from 1983 to 1989—a competitor of the Compagnie Générale des Eaux, later renamed Suez. In 1990, Ivan Chéret advocated for the creation of a new organization, the future International Water Office (OiEau), of which he assumed the vice presidency. As a visionary, he wrote an article for the Revue des Deux Mondes at that time, stating, “Drought and pollution are intertwined and remain the two dominant themes in current affairs at the beginning of this decade. It is urgent to identify water resource management issues and protect them from pollution. The measures to be taken are primarily of a political nature.” While climate change was still a subject of controversy, Ivan Chéret was already alerting public opinion to the availability of water resources, particularly during peak consumption periods, and its impact on quality. He advocated for the reuse of treated wastewater and called on public authorities to make firm decisions when arbitrating between different users—all topics whose significant importance we are rediscovering today.

The French Model: Foundation for International Development

The 1980s and 1990s witnessed the maturation of the French model, which continued to adapt. In order to enhance competitive dialogue between local authorities and companies and eliminate collision risks, the State, through the Sapin 1 law of 1993, put an end to individual contracts and introduced mandatory competitive bidding procedures and limitations on contract duration for water and other sectors. Above all, France was ready to set an example.

French companies had developed unique human and technical expertise. The contractual model of delegated management had proven effective in modernizing the country, and now an institutional and financial framework was established to encourage responsible resource management. These three elements formed the foundation for what companies, recognizing it as a “development argument,” according to water policy and technical expert Jean-Luc Trancart, began to literally refer to as the “French water school.” 4

The world was changing, becoming more globalized and presenting new opportunities for environmental services development. It started with the privatization movement initiated by Margaret Thatcher in the United Kingdom in 1983, followed by economic liberalization in Latin America, and continued with development support projects in African countries, the fall of the Berlin Wall in 1989, and the economic boom in China.

French companies were ready to seize their chance. American companies, which attempted to develop on a different model, failed. National contexts observed in other European countries also did not allow for the emergence of major champions. In France, “we were ready to compete when the market began to exist, and we were the only ones,” summarized Antoine Frérot.

Water pumping station of Ivry / Farco installations, machine building, 1900
© Veolia Archives

To be sure, the Compagnie Générale des Eaux was not the first to venture into international competition. The company's management teams still remembered its initial failed attempts and believed that local and national dimensions were more important, preventing any long-term hopes of internationalization. It is true that the previous developments abroad, starting from 1879, initially generated much optimism—symbolized by the inauguration of the water service in Venice, which, after an extraordinary construction project involving the installation of underwater pipelines in the lagoon and the deployment of a distribution network between the islands of the Serenissima, became a popular celebration in St. Mark's Square. However, in practice, these developments proved risky. The company faced geopolitical uncertainties and, being perceived as a foreign entity, experienced expropriation and confiscation of revenues, resulting in significant losses overseas, particularly after World War I.

Therefore, it was Lyonnaise des Eaux that first obtained contracts in Great Britain, Buenos Aires, Manila, Jakarta, and other places. Ten years later, however, this internationalization effort had resulted in numerous failures, underscoring the importance of precise governance modes.

“Our luck was that we missed being the first ones to go,” acknowledged Antoine Frérot. Armed with this knowledge, the company embarked on its own mission. “To conquer international markets, we do two things,” said Frérot. “We send French people, often engineers, on missions to the country, and we theorize the French model, adapting it to local specificities.” It wasn't always obvious: “When I was first sent abroad, I wondered if it was a punishment,” recalled Philippe Guitard, who has since become the director of a large Central and Eastern European zone. But today, “the fact that we invented this model still resonates strongly in the United States,” says Frédéric Van Heems, CEO of the North American zone for Veolia.

In Central and Eastern Europe, as well as Africa, the World Bank and the EBRD (European Bank for Reconstruction and Development) “adopted the water model and promoted it,” Frérot recalled. Just as the French State did in the 1930s, these institutions saw French companies as trusted partners for mobilizing technical expertise and making the best use of public financing dedicated to development.

The European Union set environmental conditions for the integration of Eastern European countries and required them to provide a worthy, reliable public water service capable of treating pollution. These constraints led to calls for tenders for water and sanitation service management in Central European cities like Prague, Budapest, Bucharest, Sofia, Warsaw, and Yerevan. “We were present in Prague in 2003, before the integration of the Czech Republic into the European Union in 2004,” said Frérot.

Wastewater treatment plant, Budapest
© Veolia Media Library - Stéphane Lavoué

The term “French water school” is particularly fitting within the European Union. The EU's Water Framework Directive in 2000 faithfully captured the principles of the 1964 law and further deepened them to improve the quality of European watercourses, thereby increasing the level of environmental standards for all European countries and the market potential for companies in the sector.

China, while experiencing rapid development, also opened its doors to French companies and chose delegated management for its cities and industries. Its desire to collaborate with national partners aligned well with the convictions formed within the company.

This dynamic, after the pioneering phase, accelerated in the 2000s under the leadership of Antoine Frérot, who made the decision to integrate countries geographically rather than organizing the group, now renamed Veolia, based on its business lines. This approach prioritized local presence. In the water sector alone, the share of delegated public service contracts increased from 2 percent in 2000 to 10 percent in the early 2020s. By integrating Suez's international activities, the revenue generated by the group’s international operations reached nearly 80 percent by 2023.

The French water management model was reinforced in theoretical terms in 2009 by Elinor Ostrom, the first female Nobel laureate in economics. According to Ostrom, in the governance of “commons,” a choice between the market and state regulation was not sufficient. Given the multiple challenges around them, she emphasized the need to seek a third way involving all stakeholders in a polycentric system better suited to the circumstances.

Looking to the future, France may benefit from enriching its model with those developed elsewhere. With the EU Water Directive, “new challenges have emerged,” explains Jean-Luc Trancart. These include the biodiversity of aquatic environments, river rehabilitation, and heritage protection of water resources. The question is: which institutional, economic, and industrial actors should be mobilized to consider these silent and insolvent users, including aquatic environments and future generations? In the Netherlands, for example, sanitation and water maintenance are funded through property taxes, while in England, 75 percent of water bills are based on the rental value of the property.5 Veolia, now experiencing these different national specificities, will continue to contribute to the discussion on shaping these new models.

From the First Paid Leave to the Care Program: A Social Tradition at the Heart of the Model

Paid leave is generally attributed to the Popular Front, but “there were paid leaves before 1936 in France,” says historian Pascal Ory. The first paid leave was initially granted to civil servants, who have been entitled to fifteen days of paid leave since 1853—coincidentally, the same year the CGE (General Confederation of Employees) was founded—following another imperial decree by Napoleon III. “The civil service was the first, from the nineteenth century, and it would be cherished by successive governments, including the authoritarian governments of the Second Empire. It was necessary to ensure the loyalty of civil servants by guaranteeing them conditions that were far superior to those in the private sector. The novelty of 1936 was the generalization.”

By extension, some private sectors have also benefited from paid leave since the early twentieth century, such as employees of the Paris metro, electricity companies, gas factories, and book workers, who gained the same right to rest and leisure. The Compagnie Générale des Eaux (CGE) was part of this movement. Long before the Popular Front of 1936, the company's staff regulations provided for paid leave and even retirement for its employees. Despite facing competition from public management from the beginning, CGE demonstrated that “industrial efficiency is compatible with a political project when it comes to water and sanitation public services.”

Continuously driven by this conviction, CGE (later Veolia) developed a social policy that paid close attention to the employees of the group, their training, professional and social mobility, work engagement, and their rights.

Given that its activities require a significant amount of labor and that operational training for its professions is not always available on the market, Veolia's proactive training policy is one of its distinguishing features. In France, this investment was demonstrated as early as 1994 with the establishment of Veolia campuses in partnership with local authorities and employment and training actors. “At the time, it was a true originality,” says Jean-Marie Lambert, former Deputy General Manager of Veolia in charge of human resources. “It allowed the creation of new professions in transportation and cleanliness, initially, and then in water and energy.

During those years, even the group's seminars with executives took place on these campuses in Jouy-le-Moutier, Tarbes, or Lyon… Executives were seated alongside apprentices, for example. Symbolically, it was powerful.” Today, the campuses have disappeared, but their legacy persists. “I would say that we inherited three axes from these campuses,” Lambert concludes. “The primacy of apprenticeships and learning in training, professional progression, and the unity of the group, because at the time there were many different divisions. Since the 2000s, there has been one Veolia per country.” More generally, attention is always paid to meeting the needs of each region. Moreover, while studies demonstrate that the highly qualified are often given preferential access to training, Veolia strives to enable those with fewer qualifications to train and progress in their professions. Over 80 percent of training efforts are dedicated to operators and technicians, and certification courses have been created to promote upward mobility within the company. “Ecological transformation, which is also linked to digital transformation, will impact employment, particularly for new entrants to the job market and low-skilled occupations,” says Olivier Carlat, Director of Social Development at Veolia. He believes it is important to make ecological transformation “an opportunity for social transformation.”

Learning and apprenticeship programs have also been developed since the early 2010s, under the impetus of Antoine Frérot, to promote the future employment of all individuals. Furthermore, with an even broader ambition, the School of Ecological Transformation has been under construction since 2022. “We have a responsibility to train and raise awareness not only among our employees but also, as a leader, among all our stakeholders about ecological transformation,” says Laurent Obadia, Deputy General Manager in charge of stakeholders, communication, and the Africa Middle East region. “That's why we will be offering them numerous training courses, open to everyone: executives, employees, professionals in career transition, students in initial training, right at the heart of each region.” Sometimes, it is the teams abroad that initiate fruitful social dialogue. “There are dynamic countries in terms of human resources,” notes Lambert. “In South America or Morocco, for example, they are responsive to professional advancement and anything related to society. It encouraged us to compile a collection of social initiatives, with a jury that awarded prizes to the most deserving. It highlighted the integration of people in difficulty, actions of solidarity, and valued employees.”

Veolia also embraces new managerial approaches to further empower each employee. “We provide a proximity service, twenty-four seven, and for our clients, Veolia is primarily the local manager,” explains Frédéric van Heems, CEO of North America. “We must constantly seek to ensure that, with their teams, they feel supported and responsible: that's how they will give their best.”

Estelle Brachlianoff, CEO of Veolia, also insists that Veolia's social model does not stop at the borders of France but extends to all employees in countries where the company operates, even where the law does not require it.

Protections include parental leave with a minimum of ten weeks, health coverage, death coverage with a provident system guaranteeing a minimum of six months of family benefits, support for “caregiver” employees taking care of seriously ill loved ones, and voluntary work allowing each employee to devote one day per year to an association during working hours. Formalized in the Care program, these benefits accompany employees in key moments of their lives and are intended to apply everywhere and to everyone. “In addition to fighting against geographical or status inequalities in terms of social benefits, this program promotes diversity, which is essential for the group's development,” says Isabelle Calvez, Director of Human Resources at Veolia. “It also enhances its attractiveness for those who wish to find meaning in their professional activities while benefiting from a social model that fosters their fulfillment.” 

Opening the Chinese Market: Public-Private Partnership (PPP) Opportunities for Foreign Companies

In the early 2000s, China emerged as the fourth largest economic power in terms of trade, continuing its strong economic growth that began twenty years earlier. While the Chinese government, keen on controlling its transition to a market economy, implemented a policy of gradual opening in the early 1980s, the opening intensified in the early 2000s with the “open door” policy, inviting foreign companies to establish themselves in the country.

It is in this context that Veolia signed a fifty-year contract in 2002 with the city of Shanghai to operate the water supply in the Pudong business district. It became the first foreign company authorized to provide water supply services in the country through a public-private partnership (PPP).

Its mission was to ensure water security for the Pudong region and major events held in Shanghai, such as the 2010 World Expo. Over the past twenty years, the service area has significantly expanded, while the length of the network has more than doubled.


This contract was just the beginning of a long history of public-private partnerships between the French company and China, as Veolia won two more public service delegation contracts a little over a year later: one for a fifty-year period with the city of Shenzhen for the production and distribution of drinking water, and another for a twenty-year operation of the Lugouqiao wastewater treatment plant located in the western part of the Beijing metropolitan area—with a focus on the 2008 Olympic Games. Building on the success of the Pudong project, Veolia has since ventured into other water concessions in Changzhou, Kunming, Tianjin, and Haikou.

The Waterworks Amendment Act in Japan: The Beginning of a Long History between Japanese Local Authorities and Private Companies

In 2002, the Waterworks Amendment Act was passed in Japan. Japanese local authorities were now able to delegate the management of their public water services to private companies. Veolia, which had anticipated this law and prepared for it for several months, had established its presence in the archipelago a little earlier.

While local authorities were organizing the implementation of public service delegations, Veolia won the contract in 2006 for the operation of the Hiroshima wastewater treatment plant, one of the largest projects ever delegated by a Japanese municipality under an operating and maintenance contract.

In 2012, the company also won the contract for the operation and maintenance, for a period of five years, of all the drinking water plants serving the city of Matsuyama, located in the south of the archipelago on the island of Shikoku. Since then, in addition to being the only non-Japanese group operating in Japan's wastewater market, Veolia is now also the sole foreign participant in the drinking water market.

Four years later, Veolia expanded its activities in the energy sector with the operation of two biomass power plants before becoming involved in waste management, thus supporting the development of a circular economy and decarbonization in Japan.

  1. PEZON Christelle. Le Service d’eau potable en France de 1850 à 1995, p.18. Paris : CNAM, CEREM, 2000. ↩︎
  2. Ibid. p.121 ↩︎
  3. TRUCHOT Claude, “La loi sur l’eau du 3 janvier 1992 à 20 ans”, Pour mémoire n°11, Revue du ministère de l’Ecologie, du Développement durable et de l’Energie, p11, été 2012 ↩︎
  4. TRANCART Jean-Luc, professor of water policies and techniques at Ecole Ponts et Chaussées. “L’avenir de l’École Française de l’Eau”. ↩︎
  5. Ibid. ↩︎