Sustainability within the tech industry

Ambition to Imperative: The Evolution of Sustainability within the Tech Industry

UK organisations are now realising that environmental responsibility needs to be imbedded into daily business practices. It's not just a bolt-on a "nice to have." At the start of 2025, over 60% of businesses were looking to increase their sustainability budgets by 10.5%.

So, as businesses place more emphasis on ESG programmes, what does sustainability look like in action?

Wherever businesses are in their ESG journey, sustainability is now a strategy rather than a statement. Focusing on environmental and social value doesn't require perfection; it only needs commitment.

Understanding sustainability

Sustainability, depending on where you are in your journey, can mean different things. It's the overarching piece of ESG, and each tower delivers sustainability throughout the business, with key stakeholders giving their support for these initiatives. While the tech industry has a long way to go, sustainability is becoming more ingrained within their business.

As defined by the UN, sustainability needs to meet present day demands without compromising future generations. Organisations like Techies Go Green, for example, have been set up to guide businesses on their sustainability journey. By educating tech businesses, everyone can do more.

It's important to focus on materiality and promoting a circular economy. Tackle the most significant emission sources, align actions with business strategy, and deliver social value rather than just throw money around. Sustainability and social value can bridge the growing digital divide, while helping businesses move away from simply throwing a net-zero proposition on the table.

SMEs and sustainability

UK SMEs, compared to larger companies, are having a disproportionate impact on emissions and waste. Nearly 50% of emissions can be attributed to smaller businesses, and SMEs are struggling with their emission levels. Larger companies already have teams in place to hire external consultants.

It's surprising, however, for smaller organisations to say they can't compete with what larger enterprises are doing. SMEs can easily pivot and make a change without considerable investment. If SMEs were given the knowledge and guidance around sustainability frameworks and emission scopes, they can remove the blockers that stop them from performing.

There's a perception on how sustainability costs are at odds with the bottom-line. This wall of information 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. Internal ESG teams and advocates need to show businesses the value in quick wins and get 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. 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.

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 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.

Think about 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.

Intensity ratios can help track progress alongside those absolute terms. Decoupling emissions from growth means that, when intensity ratios are presented, stakeholders understand that the behaviour is 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 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.