Canada and Net-Zero: Walking the Talk and Talking the Walk with Schneider Electric’s Emily Heitman

June 12, 2026

By Krystie Johnston

It is one thing to set a goal; it is another to achieve it. While many Canadian businesses and organizations have set net-zero goals for 2030 and 2050, recent evidence indicates that these ambitions may fall short if steps are not taken to reduce emissions right now. Emily Heitman, President of Schneider Electric Canada, focuses on building smarter, more sustainable homes, cities, and industries, while delivering measurable outcomes. In this article, Heitman talks about how Schnieder Electric helps companies achieve their net zero goals, maintain integrity, and demonstrates how their own actions prove it can be done.

From pledges to proof

Canada is at a pivotal moment. The pressure to decarbonize is accelerating, and organizations that act decisively today will be best positioned for the future. The conversation has evolved from “what will this cost?” to “what is the cost of inaction?” In this context, energy efficiency and decarbonization are among the highest-return investments businesses can make today. Heitman says that at Schneider, they are proud to support their customers in turning that opportunity into tangible results.

And tangible results are critical because promises on paper are not holding their value; investors and regulators are pushing for proof and progress that they can measure. Heitman says this is a real shift she is seeing in Canada: “A few years ago, the focus was largely on ambition and target setting. Today, the conversation has clearly moved toward execution, credibility, and measurable progress.” She adds, “We are seeing this across investor expectations and regulatory frameworks. Global investors are increasingly scrutinizing whether net zero commitments are supported by credible transition plans and real capital deployment – not just long term promises.”

Here is a recent example to highlight this point. Research tracking corporate net zero commitments shows that while thousands of companies have made pledges, only a small fraction have published credible, implementation-ready transition plans that meet emerging international standards. As a result, investors, regulators, and customers are asking much more direct questions: What actions have you taken? What systems have you changed? And where are the verified emissions reductions coming from?

“What we see in practice is that many organizations still have strong net zero commitments, but struggle to translate them into operational action,” Heitman explains. “The gap is rarely about intent; it is about visibility, data quality, and the ability to execute consistently across complex environments. In many cases, energy and emissions are still managed through periodic reports rather than as real-time operational metrics, which makes it harder to move quickly or demonstrate progress with confidence.”

Going off the rails? Get back on track

The reality is that right now, Canada is off track for its 2030 and 2050 climate targets. Our most recent federal progress report says this. So where are we falling short? And how do we get back on track? Heitman says this reality reflects a broader execution challenge across sectors. This gap is not a lack of ambition. It is the pace of implementation. “The biggest opportunities for emissions reductions, energy efficiency, electrification, and operational optimization are well understood. But they are not being deployed fast enough or broadly enough.”

The reality is that change is difficult. But it is not impossible. “At Schneider Electric, our own goals reflect this execution reality. Through our Schneider Sustainability Impact Program, we have set timebound, measurable targets that prioritize near-term emissions reductions through electrification, digital energy management, and supply chain decarbonization – rather than relying on long-dated commitments alone.” Getting Canada back on track will require a similar shift; from high-level commitments to system-level change, embedding energy management and electrification into daily operations rather than treating them as long-term strategy exercises.

A few words about measuring

And the way this change is measured matters. What data is being analyzed? What are the methods? And how is progress being assessed? Heitman says that better tools produce better results. “The biggest limitation today is that energy and emissions data is often fragmented across systems, geographies, and reporting cycles, which makes it difficult to see performance or act quickly. Schneider Electric is approaching this differently by investing in digital platforms designed to turn sustainability data into operational intelligence.”

Schneider Electric is all about making the most of our resources. In early 2026, they announced the launch of Resource Advisor+, a next generation energy and sustainability intelligence platform that consolidates emissions, energy, supply chain, and reporting data into a single, real-time environment to support faster, data driven decisions. Heitman explains that this kind of integrated, always-on visibility is exactly what is needed to manage energy emissions proactively, rather than relying on backward-looking reports to understand what has already happened.

“Our focus is on helping organizations connect strategy to operations. That means enabling visibility, control, and automation across energy systems. Through digital platforms and connected technologies, companies can monitor energy use in real time, identify inefficiencies, and optimize performance continuously – not just annually or quarterly.” Heitman emphasizes, “This is where digitalization becomes essential. When energy systems are connected and intelligent, organizations can shift from static targets to dynamic management. That is what turns net zero from an ambition into an operational reality.”

The risks of inaction

Heitman points out that this strategy goes beyond bridging the gap between setting a goal and reaching it. It also creates immediate value: reducing waste, improving resilience, and lowering operational costs while driving down emissions. If the carrot is not motivating enough, perhaps the consequences of staying in planning mode will spur action. She says the risks of doing nothing are increasingly significant, and they go beyond compliance or reputation. “The most immediate risk is financial. Inefficiency translates directly into higher operating costs at a time when energy systems are becoming more volatile and expensive.”

“But there are also strategic risks,” she adds. “Companies that cannot demonstrate credible progress may face higher scrutiny from investors, difficulty accessing capital, and reduced competitiveness in supply chains where carbon performance is becoming a requirement. There is also an operational risk: without better energy visibility and control, organizations are less resilient to energy price fluctuations, regulatory changes, and infrastructure constraints. In short, delays are becoming a disadvantage.”

Ticking away

Taking a step back, and looking again at the bigger picture, the clock measuring Canada’s net zero progress is ticking. Is there still time for Canada to reach its net zero goals within the promised timelines? Heitman says yes, but the window for incremental progress is narrowing. “Canada still has the tools, technology, and capability to meet its net zero ambitions, particularly in areas like electrification, energy efficiency, and digital optimization. What is needed now is acceleration and scale.”

The challenge is no longer about identifying solutions. It is about deploying them faster and more consistently across the economy. Heiman says that if Canada can shift from fragmented action to system-wide execution, there is still a viable path forward. But it will require urgency, alignment across sectors, and a much stronger focus on measurable progress rather than long-term intent alone.

Emily Heitman

Emily Heitman serves as the President of Schneider Electric Canada, bringing a wealth of experience from her dynamic career in the energy industry.

She joined Schneider Electric in 2017 as the Vice President of Power Systems, overseeing the medium voltage equipment and energy automation business. In 2020, she advanced to the role of Senior Vice President for Power Products.

Before joining Schneider Electric, Emily held senior positions at ABB and Cooper Power Systems.

Emily holds a Bachelor of Science in Industrial Engineering from Auburn University and an MBA from Marquette University.

More Information

Interested in learning more about how Schneider Electric can help you make the most of your resources? Visit their website today.

Interested to learn more about how Schneider is putting their own plan into action, read about their own sustainability efforts here: Schneider Electric’s Sustainability Leadership Receives Prestigious Awards, Again