How Aviva is succeeding at embedding sustainability

What began as a targeted effort to understand and reduce IT energy consumption in line with Net Zero targets has now become a company-wide core element of Aviva’s sustainability ambition. Tom and Paul explain the project’s origins and why a requirement to justify systems’ energy use is now integral to every aspect of the business from engineering decisions to executive accountability.

What did the energy intelligence project set out to achieve?

Tom: The original aim was to understand our energy usage in much more detail. We wanted to move beyond just knowing how much energy we were using and start understanding where and why it was being used. That meant that we needed to extract granular data from our processes and systems, and then use that to begin making smarter and more informed decisions about energy use across out whole IT estate.

Paul: It was about visibility. Once you can see what’s happening, you can start asking better questions. Why is this machine using so much power? Is it running when it doesn’t need to be? That kind of insight is what drives change.

How did you go about collecting and using that data?

Tom: We looked at our cloud infrastructure, hosted by major hyperscalers like AWS and Google. While these providers are carbon neutral and focus on internal reductions, we identified a gap: how do we measure our actual energy usage to make meaningful improvements? This led us to shift from looking at carbon metrics to focusing on direct power consumption measurements. We started by installing sensors and monitoring systems across key areas to gain real-time data. The real value came when we started visualising that data, turning it into dashboards and reports that could be used across the business.

Paul: Once the teams concerned started digesting and acting on the data, that’s when things really started to move forward. For example, we made sure that engineering teams had full access to a dedicated dashboard, and once they saw the data they started coming up with their own ideas for improving efficiency.

Tom: We use data such as instance type, runtime, CPU usage and density from our cloud providers to estimate energy consumption. By applying assumptions about CPU power draw, we calculate kWh usage. Though the method is more refined in practice, this forms the basis of our approach.

Was it difficult to get people on board with the idea?

Tom: Not really. Most people get it straight away. It’s like having a smart meter at home. Everyone understands that if you put the kettle on or run the tumble dryer, your energy usage spikes. We used that same analogy internally. Some of our big processes run on heavy machinery, so it’s not about saying ‘don’t use it’, it’s about asking whether it’s being used efficiently and whether it’s worth the energy cost.

So, it’s more about thoughtful usage than cutting back for the sake of it?

Tom: Exactly. Sometimes you have to run the tumble dryer, but you can choose when to run it. That’s the mindset we’re encouraging — use energy when it’s needed, and make sure that energy use is justified with clear outcomes.

For you

Be part of something bigger, join BCS, The Chartered Institute for IT.

Have you seen tangible results from this approach?

Tom: Absolutely. Once we gave teams access to the data, they started coming up with great ideas. We’ve seen reductions in power consumption across several processes. It’s not just theoretical, it’s measurable.

Paul: And as much as it’s about saving energy, it’s also about empowering people to make smarter decisions. That’s been one of the most rewarding parts of the project.

How does this all tie into Aviva’s broader net zero goals?

Paul: It’s about accountability. These targets aren’t just numbers on a spreadsheet, they’re now embedded into people’s roles as key deliverables. Our group CIO asks about energy consumption every month. It’s reported upwards. That kind of senior sponsorship makes a huge difference.

And does that level of executive involvement help avoid the risk of greenwashing?

Tom: There’s always a risk that sustainability projects become puff pieces — something you talk about externally but don’t really live internally. But here, people are being held to account. It’s not just a fashionable initiative; it’s become very much an integral part of how we operate.

And the fact that it’s moved from a project to a permanent structure suggests it’s been successful — is that the case?

Paul: That’s right. The business recognised that this kind of thinking needs to be embedded, not just trialled. So, the project became ‘business as usual’. That’s a significant step forward and a testament to the project’s value that it’s become a critical part of the way we work day-to-day across the whole organisation. Now that energy targets are embedded into business-as-usual (BAU) processes, we're beginning to see real benefit.

What kind of cultural shift has that created within Aviva?

Tom: It’s been really positive. People are more aware of their impact, and they’re more engaged in finding solutions. It’s not just about compliance, but about curiosity and innovation.

Paul: We’ve seen interest from across the business. People want to understand how they can contribute, and that’s a great sign.

Looking back, what do you think made the project so successful?

Tom: I think it was the combination of visibility, empowerment and support. We gave people the tools to understand the problem, the freedom to explore solutions, and the backing from leadership to make changes.

Paul: And we also kept it practical. We focused on real data, real processes and real improvements. That’s what made it stick.
What’s next for the energy intelligence initiative?

Tom: It’s going to keep evolving. We’re generating more data, learning more and finding new ways to improve. The foundation is there, and now it’s about building on it.

Paul: And sharing what we’ve learned. We’re happy to talk to others about what’s worked and what hasn’t. Sustainability is a shared challenge, and collaboration is key.

Any final thoughts for others looking to start similar initiatives?

Tom: Start with visibility. You can’t manage what you can’t see. Once you have the data, the ideas will come.

Paul: And make sure it’s not just a side project. Embed it into your business. That’s when you’ll see real change.