Sustainability has evolved from an ambition to an imperative
Organisations across the UK are now realising that environmental responsibility needs to be imbedded into business practices. It can’t just be bolted on or seen as a “nice to have.” At the start of 2025, over 60% of businesses were looking to increase their sustainability budgets by 10.5%.
As these businesses place more emphasis on ESG programmes, what does sustainability look like in action? It’s exactly what Chris Smith (ESG Programme Manager, Gamma) discussed with Callum Lydon (Environmental Data Manager, Gamma), John Gladstone (Sustainability Lead, Softcat), and Michael O’Hara (Co-founder, Techies Go Green). In their conversation, these experts covered:
- Sustainability in today’s business context.
- SMEs and their sustainability challenges.
- The “quick wins” with sustainability.
- Scope 3 emissions and the supply chain.
Regardless of where businesses are in their ESG journey, sustainability needs to be transitioned from a statement to a strategy. Focusing on environmental and social value doesn’t require perfection; it only needs commitment.
Understanding sustainability
“Sustainability, depending on where you are on your journey, means different things.”
From a Softcat perspective, John highlights how “sustainability is the overarching piece of ESG.” Each “tower” helps deliver sustainability throughout the business, with key stakeholders giving their support for these initiatives. For John, the tech industry “has a long way to go”, but sustainability is ingrained within their business.
Michael goes a step further and mentions how, as defined by the UN, sustainability needs to meet present day demands without compromising future generations. It’s a fair ask, but Michael highlights a few key statistics:
- Since 1970, wildlife populations have fallen by 69%.
- From the 1950s onwards, 50% of coral reefs have been lost.
- Nearly 25% of all plants and animals are now threatened by extinction.
As Michael says, “it’s happened on our watch… and we have to fix it.” It’s why Techies Go Green was set up; they guide businesses on their sustainability journey. Climate change will impact all of us, and by educating tech businesses, everyone can do their part.
Callum, representing Gamma, focuses on materiality and promoting a circular economy. Tackle the most significant emission sources, align actions with business strategy, and deliver social value rather than “throwing money at an arbitrary charity.” Sustainability and social value can bridge the growing digital divide, while helping businesses move away from “just throwing a net-zero proposition on the table.”
SMEs and sustainability
UK SMEs, compared to larger companies, are having disproportionate impact on emissions and waste. Nearly 50% of emissions can be attributed to smaller businesses, and Michael mentions how SMEs are “really struggling” with their emission levels. Larger companies have teams in place and can hire external consultants, but SMEs don’t have that luxury.
John finds its surprising, rather than frustrating, how smaller organisations say they “can’t compete” with what larger enterprises are doing. It’s easier for SMEs to pivot and make a change without considerable investment. If SMEs were given the knowledge and guidance around sustainability frameworks and emission scopes, then can remove the blockers that stop them from performing.
There’s a perception, as Callum mentions, on how sustainability costs are at odds with the bottom-line. The “wall of information”, as Michael talks about, makes SMEs push sustainability out as a problem for later. But efficiencies can be achieved without breaking the bank.
Quick wins, big changes
Changing business practices and processes can be met with resistance. Chris advocates for showing businesses the “value in the quick wins” and getting buy-in from the decision makers. If the value is shown early on, then it sets a foundation for introducing more change that generates more value.
These “quick wins” can include:
- Switching to a renewable energy tariff.
- Auditing utility bills to identify cost and carbon savings.
- Introducing sensors to track emissions.
- Changing to LED lights to lower maintenance costs.
That sets off the chain in becoming more sustainable. John notes how Softcat electrified their fleet and installed solar panels, leading to a Scope 1 emission reduction of over 50%. Businesses will then enter the phase of “marginal gains” and finding the next big change.
That can only be achieved through infrastructure change. Shareholders are focused on return and maximising profits and won’t want to spend money now. Investing now leads to long-term benefits, and it’s something that key decision makers must understand.
Whether it’s making data centres more efficient or changing gas sources, it all leads to sustainability.
Tackling Scope 3 and supply chain engagement
Out of all the emission scopes, Scope 3 is the hardest to control. When companies are growing quickly, it becomes more difficult to track, especially when working off spend-based information. If it’s activity-based and suppliers are actively reducing emissions, that’s when there’s “recognition of that reduction.”
John mentions how, for Softcat, 84% of emissions come from goods and services. He outlines Softcat’s process of transitioning from spend-based for hardware to volume-based, with activity-based financial data in the works. But for growing businesses, tracking travel, commuting and general wastage can be difficult as businesses expand, and the supply chain grows.
The reliance on spend-based estimates, from a wider economic perspective, makes it more difficult to drive change. It’s why, from Callum’s point of view, businesses should look at collaborating with key suppliers and working towards circular economy improvements. If businesses saw how reducing emissions in the supply chain impacted the wider business, then action would be taken sooner.
Callum also touches on introducing ethical procurement policies and embedding sustainability criteria into purchasing decisions. Having that engagement piece is “just as important as measuring and trying to make sure emissions are falling.”
For John, intensity ratios can help track progress alongside those absolute terms. Softcat, who have one of the lowest emission intensity ratios, have achieved this through efficiencies and working towards being more operationally profitable. Decoupling emissions from growth means that, when intensity ratios are presented, stakeholders understand that the “behaviour is absolutely correct.”
Again, if businesses are working towards sustainable practices, that’s what matters.
Sustainable steps
Sustainability may feel complex, but it’s better to start now rather than later. Meaningful change doesn’t require perfection; it requires commitment. Identifying those quick wins and introducing gradual change builds momentum towards a sustainable future.
The conversation between these 4 experts highlights how the journey to net zero isn’t linear, and the road is paved with marginal gains. But through collaboration and a focus on material impact, businesses can move towards genuine transformation.
Gamma has had a long-standing commitment to sustainability, having been a carbon-neutral company since 2006. There has been more focus on promoting ESG goals over the last few years, with each step taken constantly generating more social value. It’s an effort built on collaboration, commitment, and a clear idea of where Gamma wants to head.