Building Carbon Confidence at Converge

The Challenge

Converge UK’s sustainability ambitions were never just a compliance exercise. Long before external pressure made carbon reporting mainstream, the business, under CEO Simon's personal commitment to CSR, had already shifted towards a circular operation, embedding environmental thinking into its wider ethos.

By the time Converge UK approached PNZ Advisory in 2023, it had already become part of a large international group still focused on integrating its newly-combined businesses. Converge UK needed to produce an annual carbon plan and target, and understood that a full Scope 1, 2 and 3 inventory was central to satisfying SECR obligations and standing up to future scrutiny. As Director of Sustainability, Sheryl Moore was clear the business wanted the internal knowledge to run future assessments itself, not permanent reliance on outside consultants. Converge UK approached PNZ Advisory to deliver a full corporate carbon assessment, with capability-building built in from the outset.

The Opportunity

Getting a first, credible baseline right, and building the in-house capability to maintain it, gave Converge UK a carbon story it could stand behind as its role within the growing Converge group expanded, meaning it wasn't starting from scratch each time new reporting demands emerged. Without it, Converge UK risked being caught out reactively as SECR obligations and its own internal responsibilities grew.

PNZ Approach

The relationship has developed in three phases, spanning Stone's integration into Converge and a full rebrand.

1. Building the Baseline (2023)

Following a screening survey and a site visit to Stone's Stafford site, PNZ Advisory delivered Stone’s first full Scope 1, 2 and 3 carbon assessment, covering FY2023. The scope of work built in staff training: two of Stone's team attended a hands-on session at PNZ Advisory's offices, so the skills stayed in-house. 

2. Self-Sufficiency (2024)

Stone put that training to use, running its own carbon assessment internally using the methodology and tools PNZ Advisory had provided - proof the capability transfer had worked.

3. Re-engagement Through Change (ongoing support)

As Stone completed integration into the Converge group, including a full rebrand, PNZ Advisory re-engaged under a flexible programme built around Sheryl Moore's growing support needs.  

The Solution

Circular Economy in the Numbers

Because Converge UK's commercial model promotes remanufacturing and reselling IT equipment rather than distributing new products alone, PNZ Advisory developed a bespoke emissions-avoidance calculation: comparing the emissions associated with the refurbished and remanufactured devices Converge actually sells against the equivalent impact of selling the same volumes as brand-new equipment. This gives Converge an evidence-based way to quantify the environmental value of its circular business model.

Commercial Structure

The original engagement was a fixed project to deliver the carbon assessment and training sessions. Following Stone's integration into Converge, the relationship was restructured as an ongoing, retained programme - a shift from one-off compliance spend to continuous strategic investment.

Impact Delivered

Carbon Impact

• Two full Scope 1–3 annual carbon assessments delivered.
• Scope 1 and Scope 2 emissions measured with accuracy and on a downward trajectory, reflecting concrete operational changes.
• Scope 3 mapped across 12+ categories, with a clear pathway from spend-based to activity-based measurement in the categories that matter most.
• Converge's long-standing circular economy model - refurbishing over 1.5 million devices to date - is now backed by a quantified emissions-avoidance calculation, not just a stated ambition.

Business Impact

• The remanufactured-vs-new comparison strengthens both customer-facing conversations and Converge's own sustainability reporting.
• Genuine internal capability built: Converge's team was trained in 2023 and successfully ran its own assessment independently the following year.
• A credible carbon baseline carried through into a larger group structure, giving them greater reporting confidence.

Looking Ahead

The continued, strong relationship between Converge and PNZ is setting up the business for resilience and success in its sustainability ambitions. Identified priorities include further improving the quality and granularity of Scope 3 data, particularly in direct procurement and upstream transport categories.

What began as a single Scope 1–3 assessment and a training session has become a multi-year relationship that has weathered a corporate acquisition, an international rebrand, and extensive changes in reporting requirements, with PNZ’s guidance provided throughout.