THE SUSTAINABILITY INTERVIEW
The approach also taps into wider motivations – from regulatory compliance to employee pride.
As Sorouch puts it:“ When you show business leaders they can save costs, grow revenue and have a positive impact, the conversation changes completely.”
This realignment is vital for what he calls the“ bridge narrative” – the idea that sustainability and profitability must be framed as mutually reinforcing objectives. Only then can companies move from reactive compliance to proactive transformation.
“ It’ s not about fear,” he says.“ It’ s about opportunity and optimism. That’ s the energy we need for real change.”
Action through ecosystems, not silos Underlying the company’ s philosophy is the recognition that sustainability can only succeed collectively. No single firm, however advanced, can achieve global decarbonisation in isolation.
“ We see ourselves as a catalyst,” Sorouch says.“ Our role is to share the knowledge, tools and solutions that others can adapt.”
That is why Schneider Electric’ s projects span the entire value chain – from engineering partners to facility operators – and prioritise scale across industries. By focusing on“ low-hanging fruit” first, businesses can demonstrate results quickly, building momentum for deeper transformation later.
These incremental wins, he explains, accumulate into systemic impact. When smaller suppliers adopt sustainability practices, larger corporations benefit
Sorouch Kheradmand, Global Head of Sustainability, Schneider Electric
32 December 2025