downstream through stronger, more resilient networks.
“ It’ s about creating ripple effects,” Sorouch says.“ We want knowledge to cascade through the ecosystem so every company, large or small, can act.”
Leadership that empowers others to act The spirit of empowerment is evident in Schneider Electric’ s internal culture too. Innovation in sustainability, Sorouch believes, depends on employees who feel connected to purpose as well as performance.
He repeats one of his core principles:“ Purpose and business are not opposing forces. They can and must work together.”
That sense of purpose motivates teams to experiment with new technologies and partnerships that accelerate decarbonisation. It also strengthens customer relationships built on shared trust and commitment.
“ Customers are increasingly looking at who they’ re working with,” he observes.“ They compare partners on their environmental credentials as much as their technical expertise.”
For Schneider Electric, that alignment between internal motivation and external expectation is what ensures credibility in the sustainability transformation.
“ What we’ ve seen is enthusiasm and expectation,” he says.“ That motivates us to double down, share more openly and help others apply sustainability to their own businesses.”
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