Williams and Atlassian: An underdog story we can all get on board with

Sustainability strategy and insight for sport

I’ve always had a soft spot for the underdog, ever since I helped my dad win a Grand National bet when I was eight by pointing my chubby little finger at 40/1 outsider Royal Athlete (purely because I liked the jockey’s blue smock and red cap), before it romped home first.

These days, it would be an understatement to say I’m no fan of gambling, but that moment stuck with me because of the thrill of winning against the odds.

Maybe that’s why the new title partnership between Williams F1 and Atlassian caught my attention this week. It has a great underdog story written all over it – two long shots finding each other aiming to show the world who’s boss.

Williams, a once-dominant force in motorsport (that incidentally won the 1995 San Marino Grand Prix just weeks after Royal Athlete’s triumph) has struggled in recent years but seems to be on an upward curve. Atlassian, meanwhile, went from a small Australian startup to a global tech powerhouse, defying the odds and bloodying the nose of bigger competitors along the way.

Whenever an interesting sports partnership emerges, I instinctively look for the sustainability angle (yes, I am fun at parties). And for the past few days, I’ve been utterly obsessed with Atlassian’s sustainability report, poring over it with the same intensity as Manchester United’s new leadership going through budget lines.

A couple of weeks ago, we published our TRAIN Framework, outlining how we craft compelling sustainability reports in sport. Atlassian ticks nearly every box.

But even more interestingly, it’s doing things that are rare – if not nonexistent – in sport, with huge potential to transfer into this space. Take, for example:

• Investing in a programme to refurbish a wind farm in Texas that would have otherwise been decommissioned.

• Providing suppliers with a free advisory service to set science-based targets and reduce emissions.

• Creating a ‘Don’t #@!% the Planet’ guide to make the business case for sustainability.

Naturally, Williams and Atlassian’s partnership will centre on technology, innovation and performance. But those things don’t exist in silos. Given that Atlassian ranks higher than 98% of its industry peers on sustainability (according to DitchCarbon), bringing some of that expertise into F1 would be a win – not just for Williams, but for the sport as a whole, which has ambitious net zero targets.

While the general reaction (at least in my little corner of the internet) has been positive, not everyone is convinced. One LinkedIn comment put it bluntly:

“Interesting to see this partnership choice. I wonder how it aligns with Atlassian’s strong commitment to sustainability and social responsibility, given F1’s environmental impact. Would be curious to hear about any sustainability initiatives planned around this collaboration.”

Fair question. Atlassian’s CEO, Mike Cannon-Brookes, wrote in the company’s latest sustainability report that “we believe in the power of teamwork… we’ll double down on how we can partner with stakeholders throughout our value chain to make rapid, significant progress”.

Given that, I’d be surprised if sustainability wasn’t part of the plan. In fact, Cannon-Brookes has already hinted at “positive conversations” with the FIA (F1’s governing body) about its own net zero strategy.

Atlassian’s report offers a few clues. As a tech firm, it places a big emphasis on responsible AI, both environmentally and socially. But an even clearer area of synergy is its progress with supply chain sustainability. The company has engaged 69% of its top-emitting suppliers, with a 43% year-on-year increase in those adopting science-based targets.

Williams, in its 2024 Impact Report, highlighted that it has more than 2,500 suppliers and identified “embedding sustainable procurement practices” as a strategic priority. If those two approaches align, we could see some meaningful innovation that influences both industries.

Atlassian also openly admitted where it’s struggling, particularly with travel-related emissions, which is an area where sport faces similar challenges. If this partnership can spark new thinking around travel and supplier emissions, it could lead to innovations that ripple far beyond F1.

It’s refreshing to see creative partnerships like this forming, moving beyond the old guard of sponsors, many of whom aren’t exactly aligned with sustainability goals.

Historically, sports teams could justify working with polluting sponsors because, well, the money was good. Reputationally iffy, but financially sound. But when even those sponsors fail to deliver – oh, say, for example, like a petrochemical giant allegedly trying to cut short major sports deals (wink wink, nudge nudge) – maybe partnerships with genuine regenerative potential will finally be seen as the smarter, more pragmatic choice.

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Download The TRAIN Framework: A Playbook for Compelling Sustainability Reporting in Sport here.

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Climate 101 for Leaders

Whenever I attend sustainability events in sport, one question always comes up: “Where are all the leaders?”

Not as in those leading the charge on sustainability – we have plenty of those. But the real decision-makers, the ones shaping strategy, signing off budgets and setting priorities at major sports organisations.

Without their full buy-in, real progress on sustainability is impossible.

That’s why it was encouraging to see that the Leaders Meet: Innovation event (exclusively for C-suite and director-level executives in sport) will feature a session on ‘Climate Change: Big Picture Thinking and Impactful Action’.

The session will be delivered by Emma Pinchbeck, CEO of the Climate Change Committee (CCC), who once told a BBC Question Time audience that sticking with fossil fuels means being “left behind where the economy is going” and that the private sector is moving faster than governments on climate action.

I wonder what she thinks of the sports industry in that respect, and, more importantly, what she’ll say.

For those unfamiliar, the CCC was established in 2008 to advise the UK government on emissions reduction targets, carbon budgeting and climate risk assessments. My hope is that Pinchbeck will zero in on the economic and long-term viability risks climate change poses to sport and push for mechanisms like carbon budgeting to be taken seriously.

Last July, the CCC warned that the UK was “off track” to hit its 2030 net zero target, outlining 10 recommendations to change course. These included:

• Electrifying heat

• Expanding tree planting and peatland restoration

• Supporting new skills to drive decarbonisation

• Finalising a business model for carbon removals

For the executives who live by the bottom line, a conversation on how sport can play a role in these areas – and, crucially, how they can benefit financially or otherwise from being part of the transition – could drive a fundamental shift in their thinking.

Here’s hoping.

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