Schneider Electric Powers Ahead in Sustainability
Ahead of Yotta 2025, we connected with Anna Timme, VP of Sustainability at Schneider Electric, to explore how the company continues to lead the charge in climate action and circular design.
Named TIME’s Most Sustainable Company two years in a row, Schneider is showing that sustainability is more than a responsibility—it’s a growth strategy. Timme offers a firsthand look at the milestones, challenges, and innovations that keep Schneider ahead of the curve.
Q1: Schneider Electric has been named TIME’s Most Sustainable Company two years running. What do you think sets you apart from other companies in achieving this level of industry leadership, and how do you continue to stay ahead in sustainability?
A1: For the past two decades, sustainability has been at the core of everything we do at Schneider Electric, embedding it into our purpose, culture, and business. This represents more than just a responsibility.
At Schneider, sustainability is a key driver of business success. We’ve been monitoring our environmental and societal impact since 2005: two decades of experience. We have firsthand knowledge of how these efforts lead to innovation. They lead to new revenue streams, improved operational efficiency, risk management, and stakeholder trust. It also elevates employee satisfaction—all of which are critical for long-term success.
For example, we adopted and maintain a circular economy approach, designing products to use longer, use better, use again. This reduces the need for raw materials, minimizing waste and yielding cost savings.
Our Environmental Data Program gives customers unprecedented clarity into the impact of our products, helping them meet regulations and adopt circular practices themselves.
We recognize that our positive impact goes hand-in-glove with strong financial performance. As the world’s most sustainable company (by Time Magazine and Corporate Knights), we believe that what makes Schneider stand out today and tomorrow is that we are an Impact company where we do well to do good, making sure that our entire ecosystem is brought along this journey toward a more sustainable and inclusive future.
In 2021, we launched the Schneider Sustainability Impact (SSI) 2021–2025 roadmap, focused on climate, resources, equal opportunities, trust, generations, and local communities. Our SSI drives impact and action across our operations, partners, and customers! Our clients and customers have played a crucial role in our success in this spec—we couldn’t do it without them.
Ultimately, sustainability is good business. As CEO Olivier Blum says, “What is good for the planet is good for the wallet.” Through electrification and digitalization, we’re building a better future for all—where environmental, societal, and financial benefits go hand in hand.
Q2: Your Q2 2025 sustainability report shows some impressive milestones—like surpassing one million people trained in energy management and reaching 734 million tonnes of CO₂ emissions saved for customers. What does hitting these ambitious targets mean for your long-term sustainability strategy?
A2: It’s indeed a proud moment for us, and a reminder of what’s possible when purpose meets action. Looking forward, these results reinforce our commitment to keep raising the bar. Our long-term strategy is to continue scaling solutions that electrify, digitize, and decarbonize energy consumption while expanding access to sustainable energy worldwide. Every milestone we reach motivates us to go further, faster—because the challenges ahead require ambition matched with measurable action.
Achieving these milestones is a robust validation of our long-term sustainability strategy. Training over one million people in energy management and helping our customers avoid 734 million tonnes of CO₂ emissions are impressive figures. They reflect the real-world impact of our commitment to climate action and inclusive progress.
They also demonstrate that our approach—combining innovation, education, and collaboration—is working. By equipping individuals with the skills to manage energy more efficiently, we’re building a global movement toward smarter, more sustainable practices. And by deploying technologies that reduce emissions at scale, we’re helping industries transition to low-carbon operations.
Looking ahead, these achievements reinforce three strategic priorities:
1. Scaling impact through digital and electric solutions—especially in critical sectors like data centers, where efficiency and resilience are paramount.
2. Driving responsible innovation—developing technologies that are not only high-performing but also energy-efficient and circular by design.
3. Mobilizing ecosystems—engaging partners, customers, and employees to accelerate collective progress toward net-zero goals.
These milestones are not an endpoint—they’re a springboard. They inspire us to go further, faster, and to continue embedding sustainability at the heart of everything we do.
Q3: Your Zero Carbon Project has helped reduce supplier emissions by 48%—that’s a huge achievement. What advice would you give to other companies looking to tackle their supply chain carbon footprint?
A3: The Zero Carbon Project is a cornerstone of our SBTi Corporate Net Zero-aligned strategy. I am excited and proud of the fact that we are on track to slash 50% of the operational emissions of our top 1,000 suppliers by the end of this year! To achieve this, we are “drinking our own wine,” using a Schneider Electric’s supply chain decarbonization service that we offer to our customers across industries.
Better yet, it doesn’t have to be a single company initiative! Industry-specific supply chain consortia are a fantastic way to pool resources and accelerate impact. In this vein, Schneider Electric services are the engine behind the Energize program for the Pharmaceutical & Healthcare sector and the Catalyze program for the semiconductor industry. The iMasons Climate Accord has begun work on developing a potential program for digital infrastructure—join us there to earn more!
Getting back to the question, I have two pieces of advice:
1. Don’t get distracted by the desire for perfect data from suppliers. Not taking reduction actions because you have data gaps is like refusing to eat well and exercise to lose weight just because you don’t have a scale at home. Start enabling suppliers to prioritize operational efficiency and shift to carbon free energy sources now. In parallel, help them build the capability to measure and report.
2. Treat this is a journey—the entire effort is a necessary ingredient for your Net Zero ambition. The more mature our suppliers are, the stronger their contribution will be! So the focus needs to be on how you can support them on the journey.
Q4: Data center owners are increasingly looking to tackle their scope 3 footprint, which is often larger than their operational emissions, especially for those who are procuring carbon-free energy. What is Schneider doing to help address this?
A4: When we look at a hyperscaler’s scope 3 footprint, it’s almost entirely upstream (embodied carbon) from materials like cement and steel, and from equipment such as mechanical, electrical, IT, storage, and networking systems.
At Schneider, we’re thinking about more than performance in isolation. Our broad portfolio, deep ecosystem partnerships, and ambitious decarbonization goals allow us to take a wide-angle lens, aiming for longevity and reduced environmental impact of all solutions.
Each new product starts with the previous generation’s Environmental Product Disclosure (EPD), a standardized, third party–verified document quantifying all lifecycle impacts. From there, we define environmental design goals and achieve them by using less materials, using lower impact materials, designing for circularity (longevity, serviceability, etc.), and increasing efficiency.
This is in turn is supercharged by Schneider Electric’s:
• SBTi-aligned decarbonization goals: Net Zero ready in our operations and -25% end-to-end by 2030,
• supply chain decarbonization program (discussed previously), and
• broader efforts to support critical mass in grid decarbonization.
Many of our customers have bold 2030 scope 3 targets. Thanks to this broad approach, we can co-develop tailored plans to draw down embodied carbon of our business with them on defined timelines.
Q5: As our industry builds ever faster, and data centers become much more power dense to support AI workloads, what can data center design engineers and operators do to both find the power they need as quickly as possible, and stay on track with their sustainability goals?
A5: The power demands of our industry are indeed daunting. The International Energy Agency (IEA) projects that data center energy usage will double by 2030. The process of applying for new loads with utilities and grid operators was a matter of course only a couple of years ago and is now a source of serious uncertainty and risk as data center operators look to site new projects.
The good news is that there are major intersections between solutions for power availability and those for sustainability. First, it’s helpful to remember that solar, wind, and storage are not just the cheapest new sources of power you can build in just about every market around the world, but also the quickest to deploy. Policy support for these technologies will not only help advance us toward a Net Zero future; it will also help ensure that we have plentiful power for our growing industry, and that energy costs are kept under control. At Schneider, we are helping our customers secure renewable power around the world through our Renewable Energy and Climate Advisory Services.
Data center companies are also investing aggressively in onsite power solutions to either provide bridge power until utility power is available, or as permanent prime power to obviate the need to find grid capacity. Currently, methane/natural gas turbines and engines appropriate for data center loads are experiencing extended lead times, often of five years or more. Many players in the industry are investing in newer technologies both to pursue lower emissions, and to continue to build, including fuel cells, co-located wind, solar, and storage, and modular nuclear reactors. Schneider is working with our customers to design and deploy microgrids across the globe, integrating a variety of distributed energy resources, and managing both onsite loads and interaction with the grid through our industry leading controls.
Ahead of Yotta 2025, we connected with Anna Timme, VP of Sustainability at Schneider Electric, to explore how the company continues to lead the charge in climate action and circular design.
Named TIME’s Most Sustainable Company two years in a row, Schneider is showing that sustainability is more than a responsibility—it’s a growth strategy. Timme offers a firsthand look at the milestones, challenges, and innovations that keep Schneider ahead of the curve.
Q1: Schneider Electric has been named TIME’s Most Sustainable Company two years running. What do you think sets you apart from other companies in achieving this level of industry leadership, and how do you continue to stay ahead in sustainability?
A1: For the past two decades, sustainability has been at the core of everything we do at Schneider Electric, embedding it into our purpose, culture, and business. This represents more than just a responsibility.
At Schneider, sustainability is a key driver of business success. We’ve been monitoring our environmental and societal impact since 2005: two decades of experience. We have firsthand knowledge of how these efforts lead to innovation. They lead to new revenue streams, improved operational efficiency, risk management, and stakeholder trust. It also elevates employee satisfaction—all of which are critical for long-term success.
For example, we adopted and maintain a circular economy approach, designing products to use longer, use better, use again. This reduces the need for raw materials, minimizing waste and yielding cost savings.
Our Environmental Data Program gives customers unprecedented clarity into the impact of our products, helping them meet regulations and adopt circular practices themselves.
We recognize that our positive impact goes hand-in-glove with strong financial performance. As the world’s most sustainable company (by Time Magazine and Corporate Knights), we believe that what makes Schneider stand out today and tomorrow is that we are an Impact company where we do well to do good, making sure that our entire ecosystem is brought along this journey toward a more sustainable and inclusive future.
In 2021, we launched the Schneider Sustainability Impact (SSI) 2021–2025 roadmap, focused on climate, resources, equal opportunities, trust, generations, and local communities. Our SSI drives impact and action across our operations, partners, and customers! Our clients and customers have played a crucial role in our success in this spec—we couldn’t do it without them.
Ultimately, sustainability is good business. As CEO Olivier Blum says, “What is good for the planet is good for the wallet.” Through electrification and digitalization, we’re building a better future for all—where environmental, societal, and financial benefits go hand in hand.
Q2: Your Q2 2025 sustainability report shows some impressive milestones—like surpassing one million people trained in energy management and reaching 734 million tonnes of CO₂ emissions saved for customers. What does hitting these ambitious targets mean for your long-term sustainability strategy?
A2: It’s indeed a proud moment for us, and a reminder of what’s possible when purpose meets action. Looking forward, these results reinforce our commitment to keep raising the bar. Our long-term strategy is to continue scaling solutions that electrify, digitize, and decarbonize energy consumption while expanding access to sustainable energy worldwide. Every milestone we reach motivates us to go further, faster—because the challenges ahead require ambition matched with measurable action.
Achieving these milestones is a robust validation of our long-term sustainability strategy. Training over one million people in energy management and helping our customers avoid 734 million tonnes of CO₂ emissions are impressive figures. They reflect the real-world impact of our commitment to climate action and inclusive progress.
They also demonstrate that our approach—combining innovation, education, and collaboration—is working. By equipping individuals with the skills to manage energy more efficiently, we’re building a global movement toward smarter, more sustainable practices. And by deploying technologies that reduce emissions at scale, we’re helping industries transition to low-carbon operations.
Looking ahead, these achievements reinforce three strategic priorities:
1. Scaling impact through digital and electric solutions—especially in critical sectors like data centers, where efficiency and resilience are paramount.
2. Driving responsible innovation—developing technologies that are not only high-performing but also energy-efficient and circular by design.
3. Mobilizing ecosystems—engaging partners, customers, and employees to accelerate collective progress toward net-zero goals.
These milestones are not an endpoint—they’re a springboard. They inspire us to go further, faster, and to continue embedding sustainability at the heart of everything we do.
Q3: Your Zero Carbon Project has helped reduce supplier emissions by 48%—that’s a huge achievement. What advice would you give to other companies looking to tackle their supply chain carbon footprint?
A3: The Zero Carbon Project is a cornerstone of our SBTi Corporate Net Zero-aligned strategy. I am excited and proud of the fact that we are on track to slash 50% of the operational emissions of our top 1,000 suppliers by the end of this year! To achieve this, we are “drinking our own wine,” using a Schneider Electric’s supply chain decarbonization service that we offer to our customers across industries.
Better yet, it doesn’t have to be a single company initiative! Industry-specific supply chain consortia are a fantastic way to pool resources and accelerate impact. In this vein, Schneider Electric services are the engine behind the Energize program for the Pharmaceutical & Healthcare sector and the Catalyze program for the semiconductor industry. The iMasons Climate Accord has begun work on developing a potential program for digital infrastructure—join us there to earn more!
Getting back to the question, I have two pieces of advice:
1. Don’t get distracted by the desire for perfect data from suppliers. Not taking reduction actions because you have data gaps is like refusing to eat well and exercise to lose weight just because you don’t have a scale at home. Start enabling suppliers to prioritize operational efficiency and shift to carbon free energy sources now. In parallel, help them build the capability to measure and report.
2. Treat this is a journey—the entire effort is a necessary ingredient for your Net Zero ambition. The more mature our suppliers are, the stronger their contribution will be! So the focus needs to be on how you can support them on the journey.
Q4: Data center owners are increasingly looking to tackle their scope 3 footprint, which is often larger than their operational emissions, especially for those who are procuring carbon-free energy. What is Schneider doing to help address this?
A4: When we look at a hyperscaler’s scope 3 footprint, it’s almost entirely upstream (embodied carbon) from materials like cement and steel, and from equipment such as mechanical, electrical, IT, storage, and networking systems.
At Schneider, we’re thinking about more than performance in isolation. Our broad portfolio, deep ecosystem partnerships, and ambitious decarbonization goals allow us to take a wide-angle lens, aiming for longevity and reduced environmental impact of all solutions.
Each new product starts with the previous generation’s Environmental Product Disclosure (EPD), a standardized, third party–verified document quantifying all lifecycle impacts. From there, we define environmental design goals and achieve them by using less materials, using lower impact materials, designing for circularity (longevity, serviceability, etc.), and increasing efficiency.
This is in turn is supercharged by Schneider Electric’s:
• SBTi-aligned decarbonization goals: Net Zero ready in our operations and -25% end-to-end by 2030,
• supply chain decarbonization program (discussed previously), and
• broader efforts to support critical mass in grid decarbonization.
Many of our customers have bold 2030 scope 3 targets. Thanks to this broad approach, we can co-develop tailored plans to draw down embodied carbon of our business with them on defined timelines.
Q5: As our industry builds ever faster, and data centers become much more power dense to support AI workloads, what can data center design engineers and operators do to both find the power they need as quickly as possible, and stay on track with their sustainability goals?
A5: The power demands of our industry are indeed daunting. The International Energy Agency (IEA) projects that data center energy usage will double by 2030. The process of applying for new loads with utilities and grid operators was a matter of course only a couple of years ago and is now a source of serious uncertainty and risk as data center operators look to site new projects.
The good news is that there are major intersections between solutions for power availability and those for sustainability. First, it’s helpful to remember that solar, wind, and storage are not just the cheapest new sources of power you can build in just about every market around the world, but also the quickest to deploy. Policy support for these technologies will not only help advance us toward a Net Zero future; it will also help ensure that we have plentiful power for our growing industry, and that energy costs are kept under control. At Schneider, we are helping our customers secure renewable power around the world through our Renewable Energy and Climate Advisory Services.
Data center companies are also investing aggressively in onsite power solutions to either provide bridge power until utility power is available, or as permanent prime power to obviate the need to find grid capacity. Currently, methane/natural gas turbines and engines appropriate for data center loads are experiencing extended lead times, often of five years or more. Many players in the industry are investing in newer technologies both to pursue lower emissions, and to continue to build, including fuel cells, co-located wind, solar, and storage, and modular nuclear reactors. Schneider is working with our customers to design and deploy microgrids across the globe, integrating a variety of distributed energy resources, and managing both onsite loads and interaction with the grid through our industry leading controls.
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