We don’t separate “green business” from our “core business” – because sustainability is hard-wired into how we operate. Our growth comes from helping our customers deliver positive sustainability outcomes. Matthew Pine, CEO, Xylem Purpose and strategy: a green ambition that works with your corporate strategy Successful companies embed green growth at the core of their strategy, defining a clear ambition anchored in their broader corporate strategy and purpose. Strong C-suite responsibility for this vision is vital to foster real engagement and empower employees to take risks. More importantly, C-suite ownership instils confidence in investors and employees that green growth remains a priority despite shifting narratives or public noise. CASE STUDY 1 Schneider Electric – Anchoring green ambition in purpose to drive sustainable growth BOLD AMBITION Schneider Electric’s vision is: “To create impact by empowering all to make the most of our energy and resources, bridging progress and sustainability for all.” To embed sustainability in the business and drive decarbonization, efficiency and resilience across industries and geographies, the company created the Schneider Sustainability Impact (SSI) programme. The company focused on three key levers to bring about this transformation: electrification, automation and digitalization. The approach worked. By 2024, 90% of Schneider Electric’s revenues aligned with the EU Taxonomy for green activities. Its revenues grew fourfold, from €9 billion in 2003 to €38.2 billion in 2024. At the same time, Schneider Electric earned repeated recognition as the world’s most sustainable company, by TIME Magazine/Statista and Corporate Knights, reflecting both its market leadership and its ability to deliver measurable impact at scale. Sustainability isn’t a side project: it’s a core pillar of how we operate and create long-term impact. Olivier Blum, CEO, Schneider Electric Sources: Executive leadership interview with Schneider Electric. Successful CEOs start by identifying where their company already has a credible right to win – such as in segments where it has established customer trust, proven technological or topic expertise, or privileged access to supply chains. Building from these positions of strength allows them to allocate capital to areas with the highest likelihood of return. Already a Multi-Trillion-Dollar Market: CEO Guide to Growth in the Green Economy 31

Already a Multi-Trillion-Dollar Market 2025