MPL-B660F-SJ22AA While more than half of the companies surveyed have set a clear timetable for carbon neutrality, 43 percent are concerned that the return on carbon reduction investment will not be as expected.
Some respondents admitted that business pressure will indeed have an impact on the promotion of carbon reduction. In the face of sustainability, many enterprises are in a dilemma: do not do, can only face more and more tight business space; But rush to invest, and worry that the investment and return can not balance.
However, companies that have moved earlier have explored the path to sustainable growth and are accelerating on new business growth points.
Among them, Schneider Electric’s performance is particularly impressive – in 2023, Schneider Electric’s sustainable impact revenue accounted for 74% of total revenue, and this proportion is expected to increase to 80% by 2025.
* Sustainable Impact Income: Income from products or solutions that have a positive impact on the climate, this set of figures indicates that the impact of companies on industry and society in terms of sustainable development is increasing.
Peter Drucker, the father of modern management, said, “The real face of a coMPL-B660F-SJ22AA mpany is reflected in the details of its operations.” As a sustainable impact enterprise with a history of nearly two centuries, transforming from the traditional steel manufacturing industry to the “Global Top 100 Sustainable Enterprises” list for 13 consecutive years, Schneider Electric’s sustainable path is rooted in its corporate culture
Strategy and goals are the compass of sustainable development
As early as 2002, Schneider Electric took a forward-looking view to make sustainability a cornerstone of its strategy and integrated it into every aspect of its business. In 2005, Schneider Electric launched the Sustainability Impact Index (SSI) Program, a quantitative indicator system to measure its sustainability performance, and it changes every three or five years to continuously improve and exceed itself by setting higher goals.
“Change needs to be driven by culture”, Wang Jie, vice president of Schneider Electric, believes that as a long-term system project, corporate culture is the driving force for sustainable development – only the consensus of all employees can act in unison. SSI links the SDGS to employee performance reviews and provides clear guidance and guidelines for action.
Under the influence of the concept of sustainability, the staff of the Logistics Center in China took the initiative to carry out a number of optimization and innovation initiatives to promote the transformation of sustainable packaging to remove single-use plastic packaging: such as the replacement of plastic packing belts, plastic packing sheets, seMPL-B660F-SJ22AA aling tapes, plastic bubble bags and plastic wrap films with paper and recyclable packaging materials. The packaging of paper products is 100% green and recyclable cardboard. These actions will help us and our customers cut more than 3,500 tonnes of carbon in 2022 alone.
“We will focus our internal resources to empower our employees, give them enough room for development, and have the opportunity to use sustainability in their work, so that they can dare to disrupt and innovate.” Said Li Xifeng, energy manager of Schneider Electric Global Supply Chain China.
It is understood that the employees of Schneider Electric Xiamen plant spontaneously researched, designed and built a set of wastewater recycling and treatment system for electroplating production line, which recycled 93% of industrial wastewater, greatly saving water resources and reducing environmental risks.
“While implementing sustainability strategies requires a certain investment of resources, companies can turn that investment into long-term, medium-term and even short-term economic returns through a shift in cultural awareness, management and organizational empowerment.” Wang Jie said.
Building a cultural organization system that integrates with strategy is the basis and guarantee of sustainable development, but culture alone is far from enough. Only by integrating sustainable development into real business scenarios can the strategy be implemented. The practical experience honed over a long period of time is the endogenous impetus for sustainable development.
As we all know, carbon footprint not only exists in all aspects of the manufacturing process, but also in the supply chain procurement, delivery and user use. At Schneider Electric, for example, carbon emissions from its own factories account for less than 10% of the total supply chain, with more than 90% of the remaining carbon emissions coming from upstream and downstream. Therefore, Schneider Electric has integrated sustainable development concepts and technical capabilities throughout the entire business system, creating an end-to-end green value chain covering green design, green procurement, green production, green delivery, and green operation and maintenance.
Taking green production as an example, Schneider Electric takes advantage of its leading experience around the world to promote and accelerate the construction of “zero carbon factories” through the development of digitalization, circular economy and clean energy
By deploying a variety of digital operations systems, Schneider Electric has reduced the overall energy consumption of its supply chain in China by 13% over the past three years.
Through the maximum recycling of various production materials and resources, while saving energy and reducing consumption, more than 200 factories around the world have achieved zero waste to landfill;
Through the widespread adoption of clean energy, 21 factories in China have deployed solar photovoltaic systems, of which the Beijing factory has installed the largest photovoltaic project in the company’s roof, generating more than 2.3 million kilowatt-hours per year, accounting for 30% of the plant’s annual energy supply.
