《Mobiquity：2023年銀行業可持續發展全球基準報告（英文版）（24頁）.pdf》由會員分享，可在線閱讀，更多相關《Mobiquity：2023年銀行業可持續發展全球基準報告（英文版）（24頁）.pdf（24頁珍藏版）》請在三個皮匠報告上搜索。

1、1A global benchmark for sustainable banking 2023June 20232OVERVIEWTable of contentsCHAPTER 1Foreword:Peter-Jan van de Venn,VP Global Digital Banking,MobiquityCHAPTER 2Literature Review:Adi Gaskell,Forbes ContributorCHAPTER 3Infographic of main findingsCHAPTER 4Summary of the researchCHAPTER 5Methodo

2、logyCONTACTGet in touch347192224CHAPTER 6How Mobiquity can help233CHAPTER 1ForewordPeter-Jan van de Venn,VP Global Digital Banking,MobiquityWelcome to the third edition of our“Global Benchmark for Sustainable Banking Report”that further explores the sentiment of banking executives another year on,to

3、 compare and contrast sustainable attitudes and behaviours across the global banking community.This years report shows that sustainability/ESG is forced somewhat down the agenda due to the present economic climate.Where last years report showed that banks had made significant progress in elevating t

4、heir sustainability strategies,our research shows that the previous work is now being slowed down.The macroeconomic headwinds have forced banks to focus on activities that will deliver clear,immediate returns.From board level to front-line teams,banks have been concentrating on keeping their bottom

5、lines healthy,forcing sustainability to take a back seat.Whilst its understandable that banks are feeling under pressure,theres a risk being too much focused on their short term challenges will lead to them missing out on the long-term benefits that sustainability brings.From the research we see tha

6、t digital technology can also be used to support ESG and transparency in the banking sector and 2 in 5(40%)C-suites surveyed said technology can do this by implementing digital tools and platforms to collect,analyse,and report ESG data and metrics in a standardised and consistent manner.They also sa

7、id technology can be used to support this by developing blockchain-based solutions to improve transparency and traceability in supply chains,particularly for industries with high ESG risks.The top 3 of emerging technologies and digital tooling C-suites surveyed said their bank is currently engaging

8、with in 2023:1.Cyber security technologies 2.Machine Learning(MI)and Artificial Intelligence(AI)3.ChatGPTIncorporating digital technologies to promote sustainability is crucial for ensuring the long-term viability of businesses within the evolving banking landscape.The bank of the future must not on

9、ly strive to deliver a customer-centric digital banking experience that seamlessly integrates physical and digital channels but also position itself as a facilitator of digital lifestyles,driven by an active ESG culture to attract and retain a loyal customer base.Being at the forefront of ESG practi

10、ces will provide a competitive advantage,as the upcoming generations are increasingly drawn to brands that serve a clear purpose.To secure a financially sustainable future,banks must proactively embrace this purpose-driven approach from the earliest possible stage.4When John Kerry,the U.S.Special En

11、voy for Climate,recently explained that the world was“way off track”to maintaining the pledge to keep the rise in global temperatures to 1.5 degrees Celsius that is widely accepted as needed to keep climate change under control.Kerry explained that to keep that aspiration alive will require reductio

12、ns of emissions of up to 45%by 2030,but rather than pursuing that path,society is instead heading toward a rise of between 2.5 and 3 degrees.While sectors like manufacturing continue to dominate in terms of energy consumption,the finance industry can nonetheless play a crucial role in curbing emissi

13、ons.The lackluster progress comes despite data from KPMG showing that nearly 80%of companies globally are currently reporting some kind of sustainability metrics,with this rising to practically all companies in countries like the UK.This apparent dichotomy is partly explained by a recent report from

14、 the New Climate Institute in collaboration with Carbon Market Watch.Talk vs actionThe report analyses the climate strategies of around 25 global companies,with a particular focus on whether the companies track and disclosure their emissions,set emission reduction targets,actively reduce their emiss

15、ions,and take responsibility for unabated emissions via offsetting or other climate contributions.The report also analyses the transparency of companies across each of the four areas.Between them,the 25 companies produce the equivalent of 5%of global greenhouse gas emissions,and the report finds tha

16、t while all of the companies had made pledges to reduce their carbon footprint,those pledges were often ambiguous and the actual concrete commitments were extremely limited.The report found that all 25 companies committed to some form of zero-emission,net-zero,or carbon-neutral targets.However,it is

17、 notable that only three of these companies,namely Maersk,Vodafone,and Deutsche Telekom,have shown a clear and decisive commitment to deep decarbonisation by aiming to reduce over 90%of their full value chain emissions by their respective net-zero and zero-emission target years.Regrettably,at least

18、five companies have pledged to reduce their emissions by less than 15%,often by excluding upstream or downstream emissions.Among the 13 companies that have provided specific details on their headline net-zero commitments,their average full value chain emission reduction target from 2019 stands at on

19、ly 40%.Meanwhile,the remaining 12 companies have made headline pledges without committing to any specific emission reduction targets for their respective target years.CHAPTER 2Literature reviewAdi Gaskell,Forbes Contributor5Collectively,the 25 companies under assessment have committed to reducing le

20、ss than 20%of their 2.7 GtCO2e emission footprint by their respective headline target years.While all 25 companies have taken important steps towards decarbonisation,the lack of comprehensive and aggressive emission reduction targets could hinder progress toward a sustainable future.Making meaningfu

21、l progressWhile any amount of progress is welcome,there remains a substantial opportunity for companies to adopt more ambitious measures to reduce their climate impact,particularly when it comes to addressing their upstream and downstream emissions,commonly referred to as scope 3 emissions.The 25 co

22、mpanies under review have an average of 87%of their total emissions attributable to scope 3 emissions,but only eight of them have disclosed a moderate level of detail regarding their plans to address these emissions.To demonstrate their commitment to climate leadership,the authors argue that compani

23、es must prioritise climate change objectives and actively engage in constructive dialogues to share best practices.By doing so,they believe companies substantially enhance their uptake of ambitious measures that will effectively reduce their environmental footprint and mitigate climate change risks.

24、This could involve increasing investment in renewable energy sources,exploring innovative supply chain solutions,and collaborating with stakeholders to drive collective action toward a sustainable future.It is especially important that firms are able to make more substantial progress in terms of sou

25、rcing renewable electricity,especially as digital transformation has been cited as a key factor in becoming more sustainable.Indeed,a survey from cloud technology company Pure Storage found that 86%of sustainability managers believe that technology plays a crucial role in becoming more sustainable.D

26、igital driversSuch transformation efforts are problematic in a number of ways,however.Firstly,while investments in digital transformation are undoubtedly valuable,its a mistake to simply assume the act of going digital is inherently greener and therefore it allows organisations to also put a tick in

27、 the sustainability box.Such cynical“double accounting”underpins many of the accusations of greenwashing that continue to blight organisations.Indeed,the Pure Storage data shows that it is crucial that any digital investments are made in a sustainable way,not least as most of their respondents thoug

28、ht that investing in digital technology might actually result in their organisations carbon footprint increasing rather than decreasing.The true environmental impact of data centers remains uncertain,creating a significant obstacle for the industry,electricity providers,and policymakers to make well

29、-informed decisions on the matter.However,what is irrefutable is the substantial impact the industry has already made and the likelihood of it worsening as the exponential growth of data and digital services persists.As dirty as oilThe notion that“data is the new oil”has fueled the drive to accumula

30、te as much data as possible,despite the fact that most organisations only utilise a small fraction of their data.In fact,a vast majority of data is mere noise rather than useful information,resulting in not only operational costs but also significant environmental and financial expenses associated w

31、ith storing excessive amounts of data.Mike Berners-Lees book How Bad Are Bananas?The Carbon Footprint of Everything popularised this issue,highlighting that our yearly email usage generates up to 40 kilograms of CO2,equivalent to driving a small petrol car approximately 200 kilometers.As the world b

32、ecomes increasingly reliant on digital services,it is crucial to address the environmental impact of data centers and find ways to minimise their carbon footprint.Things get similarly murky when we look at AI and machine learning which continues to act as the focal point of many digital investments.

33、For instance,research from Carnegie Mellon University shows that training a standard natural language processing(NLP)model produces an estimated 626,155 lbs of carbon dioxide emissions,which is roughly 5 times that produced by a car over its lifetime.Generating emissionsThis has become even more pro

34、blematic with the release,and subsequent hype,surrounding generative AI models,such as ChatGPT.Estimates suggest that ChatGPT emits 8.4 tons of carbon dioxide per year,more than double the amount generated by an individual,which is around 4 tons annually.However,the precise emissions depend on the p

35、ower source used to run the data centers-coal or natural gas-fired plants result in far greater emissions than solar,wind,or hydroelectric power.As such,its challenging to provide exact figures.A recent study from the University of California,Riverside,highlights the significant water footprint of A

36、I models such as 6ChatGPT-3 and 4.During GPT-3s training in Microsofts data centers,approximately 700,000 liters of fresh water were used-equivalent to the amount required to produce 370 BMW cars or 320 Tesla vehicles.The intensive training process generates a vast amount of heat,necessitating a sta

37、ggering quantity of freshwater to regulate temperatures and cool the machinery.Furthermore,the inference process by which ChatGPT responds to queries or produces text,also consumes a significant amount of water.For a simple conversation of 20-50 questions,the water used is equivalent to a 500ml bott

38、le,highlighting the substantial total water footprint for inference given the models billions of users.While efforts are underway to try and make the sector more sustainable,it runs the risk of invoking Jevons Paradox,with any improvements in energy efficiency and sustainability more than offset by

39、the huge increases in usage.Whats more,the analysis by the New Climate Institute urges caution when it comes to the energy efficiency of on-premise IT solutions.Dubious effortsThe vast majority of companies evaluated in the report rely on unbundled renewable energy certificates(RECs)to bolster their

40、 claims of minimal or negligible climate impact.Essentially,these companies draw electricity from their local,regional,or national grid and additionally acquire certificates from renewable energy producers,often located in disparate locations.Despite the significant limitations of this approach,comp

41、anies employ RECs to assert a reduction in their electricity-related emissions.The report also found that many companies utilise offsetting to try and“neutralise”their carbon emissions.Two-thirds of the companies analysed for the report rely on carbon dioxide removals from forestry and other biologi

42、cally-related carbon sequestration methods(dubbed“nature-based solutions”)to prop up their assertion that their future emissions are offset.The crux of this argument is that the impact on the climate is no different than if the emissions were never emitted in the first place.However,such approaches

43、are ill-suited to individual offsetting claims due to the precariousness of biological carbon storage.For instance,the act of cutting down and burning forests could potentially undo any carbon storage.Moreover,given the pressing need to curb emissions and boost carbon storage,the emphasis should not

44、 be on choosing between the two but rather on simultaneously advancing both objectives on a global scale.Driving the changeAt the Harvard discussion,Kerry sounded a cautious note of optimism that companies are beginning to grasp the importance of tackling climate change and ensuring that their opera

45、tions are Net Zero as quickly as possible.“I think now,given the decisions made by Ford Motor Co.,General Motors by big corporations Google,Apple,SalesForce,FedEx these companies are signed up,theyre on board,their CEOs understand whats happening,”he said.Tackling the challenge of climate change hin

46、ges on creative breakthroughs,and it is crucial that companies take a central role in devising and implementing innovative solutions for thorough decarbonisation.These efforts are being heavily backed by the likes of the stimulus package introduced by the Biden administration.However,there remains a

47、n urgent need to hasten progress in this arena.As such,corporations must brace themselves for rigorous inspection to ensure that their promises and assertions are genuinely credible.Any fallacious claims must be met with accountability and consequences.7CHAPTER 3Main findingsThe proportion of C-suit

48、es surveyed who said sustainable banking is a top concern at board level has decreased,with just over 2 in 5(41%)saying this in 2022,but over just a quarter(26%)now saying this in 2023.Mobiquity surveyed 600 C-suite banking executives across the United States,United Kingdom,the Netherlands,and Austr

49、alia.8United StatesPresent economic climateThe proportion of C-suites surveyed who said sustainable banking is a top concern at board level has decreased,with just over 2 in 5(41%)saying this in 2022,but over just a quarter(26%)now saying this in 2023.Top concerns at board level for banks across all

50、 regionsUnited KingdomAustraliaNetherlandsTalent managementSustainable bankingDigital trans-formationIncreased regulatory complianceBanking instabilityIncreasing competitionConsumer confidence0%10%20%30%Present economic climateTalent managementSustainable bankingDigital trans-formationIncreased regu

51、latory complianceBanking instabilityIncreasing competitionConsumer confidence0%10%20%30%Present economic climateTalent managementSustainable bankingDigital trans-formationIncreased regulatory complianceBanking instabilityIncreasing competitionConsumer confidence0%10%20%30%Present economic climateTal

52、ent managementSustainable bankingDigital trans-formationIncreased regulatory complianceBanking instabilityIncreasing competitionConsumer confidence0%10%20%30%9Reporting on sustainability challenges at board level20210%20%40%60%80%100%United StatesUnited KingdomNetherlandsAustralia2022 20232021 2022

53、20232021 2022 20232021 2022Reporting at board level has decreased across all regions.Those from Australia(83%)are most likely to report sustainability challenges,with a more notable decrease in US(63%),UK(54%)and Netherlands(62%).2023Banks with a sustainability representative at board levelOver two

54、thirds(67%)of C-suites surveyed said their bank has a representative at board level who oversees sustainability strategy,with Australia(83%),followed by the US(70%),the Netherlands(63%),and finally,the UK(54%).Compared to 2022 when almost 9 in 10(89%)C-suites surveyed said yes,their bank has a repre

55、sentative at board level who oversees sustainability strategy,these percentages have all notably decreased in 2023.20210%20%40%60%80%100%United StatesUnited KingdomNetherlandsAustralia2022 20232021 2022 20232021 2022 20232021 2022 202310Banks taking steps to foster sustainable behaviours and outcome

56、sFollowing the trend of less importance being placed on suitability at board level,banks across all regions are taking less steps to foster sustainable behaviours and outcomes.20210%20%40%60%80%100%United StatesUnited KingdomNetherlandsAustralia2022 20232021 2022 20232021 2022 20232021 2022 2023Impo

57、rtance of sustainability as part of banks business strategyConsistent with fewer C-suites surveyed noting sustainable banking as a concern since last year,sustainability also seems to be less important to the business strategy.In 2022 almost all(97%)C-suites surveyed said sustainability is an import

58、ant part of their business strategy,whereas this dropped to 7 in 10(70%)saying the same in 2023.20210%20%40%60%80%100%United StatesUnited KingdomNetherlandsAustralia2022 20232021 2022 20232021 2022 20232021 2022 202311Top strategic imperatives as part of the banks sustainability agenda across all re

59、gionsStrategic imperatives differ across regions.In the US,banks are focussed on aligning to global ESG/CSR reporting standards and empowering customers to embrace sustainability.In the UK,banks assess client portfolios to mitigate climate risks and drive sustainability.In the Netherlands and Austra

60、lia,banking C-suites say they embrace emerging technologies such as machine learning,artificial intelligence,cloud,analytics to drive ESG,as well as offering customers sustainable products and services.United StatesUnited KingdomNetherlandsAustraliaAligning to global reporting standards on ESG/CSREm

61、powering customers to embrace sustainabilityEmbracing emerging technologiesOffering customers sustainable productsMitigating climate change risks through assessing client portfolio12345Mitigating climate change risks through assessing client portfolioDriving sustainability as part of an ESG strategy

62、Embracing emerging technologiesEmpowering customers to embrace sustainabilityOffering customers sustainable products12345Offering customers sustainable productsEmbracing emerging technologiesDigitalising processes to reduce the banks carbon footprintEmpowering customers to embrace sustainabilityAlig

63、ning to global reporting standards on ESG/CSR12345Embracing emerging technologiesOffering customers sustainable productsEmpowering customers to embrace sustainabilityDriving sustainability as part of an ESG strategyInvesting in green finance initiatives1234512Initiatives employed by banks to be sust

64、ainableBanks in all regions are developing digital applications for clients to be sustainable and digital solutions to create sustainable outcomes.Australia is focussing on encouraging remote working to reduce customer and staff travel,as they did last year.United StatesDeveloping digital applicatio

65、ns for clients to be more sustainable.12345Digital solutions to create sustainable outcomes.Investing in carbon credits.Accelerated Cloud adoption.Encouraging remote working among employees to reduce travel.6Closing branches.United KingdomDigital solutions to create sustainable outcomes.12345Develop

66、ing digital applications for clients to be more sustainable.Encouraging remote working among employees to reduce travel.Accelerated Cloud adoption.Investing in carbon credits.6Closing branches.NetherlandsDigital solutions to create sustainable outcomes.12345Developing digital applications for client

67、s to be more sustainable.Accelerated Cloud adoption.Encouraging remote working among employees to reduce travel.Closing branches.6Investing in carbon credits.AustraliaEncouraging remote working among employees to reduce travel.12345Digital solutions to create sustainable outcomes.Investing in carbon

68、 credits.Closing branches.Developing digital applications for clients to be more sustainable.6Accelerated Cloud adoption.13Main barriers to adopting sustainable behavioursIn previous years,the lack of a cohesive ESG is mentioned as a barrier in the US,UK and the Netherlands.In contrast to this,in 20

69、23 limited access to talent and expertise is a barrier in all regions.The US and UK banking executives also said that cultural legacies need to be shifted,to be able to adopt sustainable behaviours.United StatesLimited access to talent and expertiseCultural legacies need to be shiftedBudget implicat

70、ionsIndustry demandsLack of a cohesive ESG strategy12345United Kingdom12345Netherlands12345Australia12345Lack of a cohesive ESG strategyCultural legacies need to be shiftedIndustry demandsStakeholders e.g.shareholders and investorsLimited access to talent and expertiseIndustry demandsLittle knowledg

71、e of the market and how to drive sustainabilityLack of a cohesive ESG strategyStakeholders e.g.shareholders and investorsLimited access to talent and expertiseLimited access to talent and expertiseBudget implicationsLittle knowledge of the market and how to drive sustainabilityLong term commitment t

72、o executionCultural legacies need to be shifted14Benefits of sustainable bankingC-suites surveyed are less likely to say they have experienced all sustainable banking benefits in 2023 compared to 2022,with increased profitability(30%2022,17%2023)and attracting dedicated long-term investors(30%2022,1

73、9%2023)seeing the largest decrease.The top 3 benefits experienced by C-suites have changed since last year.For example,in 2022 increased profitability(30%),attracting dedicated long-term investors(30%)and improved brand reputation(28%)were most likely to be noted.In contrast,accelerated innovation(2

74、3%),cost saving through innovation digital products&services(22%)and maintaining practices against business competition(21%)are the top benefits in 2023.United StatesIncreased operational efficiency across the businessAcquiring and retaining top talentContributing to a positive impact within society

75、Accelerated innovationMaintain practices against business competition12345United Kingdom12345Netherlands12345Australia12345Cost savings through innovative digital products&servicesIncreased customer retention and growthMaintain practices against business competitionImproved brand reputationContribut

76、ing to a positive impact within societyAccelerated innovationMaintain practices against business competitionImproved brand reputationIncreased operational efficiency across the businessContributing to a positive impact within societyAccelerated innovationIncreased operational efficiency across the b

77、usinessCost savings through innovative digital products&servicesImproved brand reputationMaintain practices against business competition15Measuring ESG impact as part of sustainability targetsAs in previous years,just over half of banks are measuring sustainability and predominantly the social angle

78、 of sustainability.Environmental0%20%40%60%80%100%United StatesUnited KingdomNetherlandsAustraliaSocialGovernanceBanks using digital transformation initiatives to drive sustainable outcomesThere is a slight decrease in banks reporting that they are using digital transformation to drive sustainable o

79、utcomes.The present economic climate and talent acquisition might be the reasons for the decrease.20210%20%40%60%80%100%United StatesUnited KingdomNetherlandsAustralia2022 20232021 2022 20232021 2022 20232021 2022 202316Most common ESG risks faced by banksUnited StatesReputational risksClimate chang

80、e risksCybersecurity risksUnited KingdomNetherlandsAustralia39%in 202332%in 202331%in 202339%in 202336%in 202331%in 202337%in 202333%in 202332%in 202344%in 202341%in 202337%in 2023Social&community risksClimate change risksReputational risksCybersecurity risksGovernance risksSocial&community risksSoc

81、ial&community risksClimate change risksDiversity&inclusion risksESG risks vary across regions with C-suites surveyed in Australia(44%)and the UK(39%)noting social and community risks as the most common ESG risks faced by their bank.While C-suites surveyed in the US(39%)stated reputational risks,and

82、the Netherlands(37%)cybersecurity risks.17Preferred technologies to be used to support ESG and transparency in the banking sectorUnited StatesUnited Kingdom39%Developing blockchain-based solutions39%Developing data visualisation tools36%Implementing digital tools and platforms41%Developing data visu

83、alisation tools37%Using ML and AI37%Developing blockchain-based solutionsNetherlandsAustralia43%Implementing digital tools and platforms41%Implementing cybersecurity measures35%Developing data visualisation tools45%Implementing digital tools and platforms45%Developing blockchain-based solutions38%Us

84、ing ML and AI2 in 5 C-suites(40%)surveyed said technology can best be used to support ESG reporting and transparency in the banking sector by implementing digital tools and platforms to collect,analyse,and report ESG data and metrics in a standardised and consistent manner.While just under 2 in 5(36

85、%)C-suites surveyed noted developing data visualisation tools to improve stakeholder engagement and understanding of ESG risks and opportunities as a preferred use of technology to support transparency.18Emerging technologies and digital tooling banks currently engage inUnited StatesCyber security t

86、echnologiesMachine learning(ML)and artificial intelligence(AI)ChatGPTMetaverse technologiesExtended reality:augmented reality(AR)and virtual reality(VR)1.2.3.4.5.United KingdomCyber security technologiesExtended reality:augmented reality(AR)and virtual reality(VR)Digital wealth management technologi

87、esBig data technologiesMachine learning(ML)and artificial intelligence(AI)1.2.3.4.5.NetherlandsCyber security technologiesChatGPTBig data technologiesMetaverse technologiesDigital wealth management technologies1.2.3.4.5.AustraliaMachine learning(ML)and artificial intelligence(AI)Metaverse technologi

88、esChatGPTIntelligent automation and robotic process automation(RPA)Extended reality:augmented reality(AR)and virtual reality(VR)1.2.3.4.5.C-suites surveyed in the US(23%),UK(23%)and the Netherlands(22%)noted Cyber security technologies as the top emerging technology and digital tooling their banks a

89、re currently focusing on.In contrast to those in Australia who stated Machine learning(ML)and artificial intelligence(AI)(24%).The data shows the largest country differences in Metaverse technology engagement,with almost a quarter of those from Australia(24%)saying their bank currently engages with

90、Metaverse technology,whereas just under 1 in 8 from the UK(13%)said the same.In the same pattern,those from Australia(23%),the Netherlands(22%)and the US(19%)are most likely to say their bank engages with ChatGPT,whereas those from the UK(13%)are least likely(13%)to say the same.19CHAPTER 4Summary o

91、f the researchThis is the 3rd edition of Mobiquitys global benchmark for sustainable banking research.From the 2023 research we learned that the proportion of C-suites surveyed who said sustainable banking is a top concern at board level has declined,with just over 2 in 5(41%)saying this in 2022,but

92、 just over a quarter(26%)now saying this in 2023.Looking at the concerns in 2023 in more detail,C-suites surveyed from the Netherlands(31%)were most likely to say the present economic climate is a top concern at board level for their organisation,followed by those from Australia(29%),the United King

93、dom(29%)and,finally,the United States(23%).In a different pattern,those from the US are most likely to say digital transformation(27%)and increasingly burdensome regulatory compliance(25%)are top concerns at board level in their organisation,whereas those from the UK are least likely to say the same

94、(20%,18%).In terms of sustainable banking,those from Australia were most likely to say this is a concern at board level(29%),whereas those from the US were least likely to say the same(22%).Consistent with fewer C-suites surveyed noting sustainable banking as a concern since last year,sustainability

95、 also seems to be less important to business strategy.The pattern is further demonstrated in that fewer C-suites surveyed said they are actively taking steps to foster sustainable behaviours and outcomes in 2023(41%)compared to 2022(65%),whereas there has been an increase in C-suites surveyed saying

96、 they dont consider sustainability a business priority(2023 17%,2022 5%)and that they are not taking any steps to drive sustainability(2023 21%,2022 1%).Sustainability at board levelIn 2022,almost 9 in 10(89%)C-suites surveyed said they have a representative at board level who overseas their sustain

97、ability strategy,however,this has dropped to under 7 in 10(67%)saying the same in 2023.Those from Australia(83%)are most likely to currently say they have a representative at board level,followed by those in the US(70%),Netherlands(63%)and,finally,the UK(54%).It is encouraging to see just under half

98、(49%)of C-suites surveyed,who said they dont have a representative at board level who overseas their sustainability strategy,instead have a representative who overseas sustainability strategy who is not on the board level.However,this has declined from over 7 in 10(73%)saying the same in 2022.Sustai

99、nable banking benefitsNot only have the top benefits experienced by banks changed since last year,the markets who are most likely to have experienced the specific benefits have also changed.For example,in 2022,C-suites from the US were most likely to say they experienced accelerated innovation benef

100、its(28%)and those from Australia(17%)were least likely to say the same.However,in 2023 C-suites from Australia(27%)are now most likely to say they experience this benefit,whereas those from the UK(19%)are least likely to say the same.In addition,in 2022 those from the US(29%)were most likely to say

101、they experience cost saving through innovation digital products&services benefits,whereas those from the UK(23%)were least likely to say the same.However,in 2023 those from the UK(27%)are most likely to say they experience these benefits and those from the Netherlands(17%)are least likely.20Sustaina

102、bility barriersNext,the research explored the barriers associated with adopting sustainable behaviours.In 2022,the top barriers C-suites surveyed experienced when adopting sustainable behaviours in their company include lack of universally recognised regulation and enforcement(28%),long term commitm

103、ent to execution(27%),limited access to talent and expertise(26%),stakeholders e.g.,shareholders and investor(25%),lack of demand from customers(24%)and budget implications(24%).In contrast,in 2023,the top barriers include limited access to talent and expertise(24%),lack of cohesive ESG strategy(22%

104、),budget implications(22%),cultural legacies need to be shifted(22%),industry demand(21%),little knowledge of the market and how to drive sustainability(21%)and stakeholders e.g.,shareholders and investors(21%).It is encouraging to see C-suites surveyed are less likely to say they experience all bar

105、riers(excluding lack of cohesion ESG strategy)this year compared to 2022.Despite C-suites surveyed less likely to say they experience these barriers in 2023,it is interesting to note limited access to talent and expertise is in the top 3 barriers noted by C-suites surveyed in both 2022(26%)and 2023(

106、24%),suggesting this continues to be a key challenge for C-suites surveyed.It is also interesting to note,in 2022 lack of universally recognised regulation and enforcement(28%)was the top barrier experienced by C-suites surveyed,whereas in 2023 this is the least likely barrier experienced by them(18

107、%).ESG RisksThe data shows banks are facing ESG risks ranging a variety of topics,indeed,over a third of C-suites surveyed said their bank faces social and community risks,such as human rights violations and negative impacts on local communities from lending and investment decisions(36%)and climate

108、change-related risks,such as physical risks from natural disasters and transition risks from changes in regulation and technology(34%).Following this,over 3 in 10 said they face reputational risks,which can arise from unethical practices or investments in controversial industries(32%),diversity and

109、inclusion risks,as customers and investors demand more equitable workplaces(31%),cybersecurity risks,as digitalisation increases vulnerability to cyberattacks(31%)and,finally,governance risks,such as conflicts of interest and inadequate risk management frameworks(31%).Technology and sustainable bank

110、ingDigital transformation continues to have a clear drive behind sustainability as,in 2023 over 2 in 5(84%)agree their bank is using digital transformation initiatives to drive sustainable outcomes.However,this has declined from over 9 in 10(97%)in 2022.The drive behind sustainability is likely to b

111、e associated with embracing emerging technologies,as C-suites surveyed who have a sustainability strategy/agenda were most likely to say embracing emerging technologies(i.e.,machine learning,artificial intelligence,cloud,analytics,etc.)to enable digital services accessible to customers remotely(34%)

112、is a strategic imperative part of their banks sustainability agenda.21Sustainability initiatives In terms of sustainability initiatives,below lists the initiatives C-suites surveyed said their bank employees to be sustainable in 2022:1.Encouraging remote working among employees to reduce travel(53%)

113、2.Digital solutions to create sustainable outcomes(51%)3.Reductions and eliminations of paper with digital processes(50%)4.Investing in carbon credits(49%)5.Closing branches(45%)In contrast,in 2023,C-suites surveyed said their banks initiatives are as follows:1.Digital solutions to create sustainabl

114、e outcomes(40%)2.Developing digital applications for clients to be more sustainable(35%)3.Encouraging remote working among employees to reduce travel(32%)4.Investing in carbon credits(32%)5.Accelerated Cloud adoption(31%)6.Closing branches(29%)Although the proportion of C-suites surveyed who said th

115、eir bank employs all these initiatives has declined since last year,it is interesting to highlight the movement in which initiatives are most likely.Encouraging remote working among employees to reduce customer/staff travel has dropped from first most likely in 2022 to third in 2023(53%vs 32%)and ha

116、s been replaced by digital solutions to create sustainable outcomes(40%)now being the most likely initiative for C-suites surveyed in 2023.ESG reportingTechnology can also be used to support ESG and transparency in the banking sector and 2 in 5(40%)C-suites surveyed said technology can do this by im

117、plementing digital tools and platforms to collect,analyse,and report ESG data and metrics in a standardised and consistent manner.They also said technology can be used to support this by developing blockchain-based solutions to improve transparency and traceability in supply chains,particularly for

118、industries with high ESG risks(37%),implementing biometric authentication and other cybersecurity measures to protect sensitive ESG data and ensure data privacy and security(36%),developing data visualisation tools to improve stakeholder engagement and understanding of ESG risks and opportunities(36

119、%)and,finally,using machine learning and artificial intelligence to identify and track ESG risks and opportunities across a wide range of data sources(35%).22The research was conducted by the independent market research company Censuswide,with 600 C-suite banking executives 18+across the United King

120、dom,the Netherlands,the United States and Australia during 12.04.2023-25.04.2023.Censuswide abide by and employ members of the Market Research Society,which is based on the ESOMAR principles.CHAPTER 5Methodology23Sustainable banking is data driven.Everyday banking services are affected by the sustai

121、nability trend.The increase of mobile banking and online payments supplies banks with vast amounts of real time data.This real time data has generated a platform for digital applications and tools.Banks can interact,educate and communicate with their clients in many new ways.As banks are moving towa

122、rds being more sustainable in a measurable way,new technologies such as advanced data analytics,blockchain or artificial intelligence can help banks to evaluate and reduce their environmental impact.Artificial intelligence(AI),advanced data analytics,tokens,and distributed ledger technologies(DLT)ar

123、e promising solutions for a sustainable finance industry with a widearray of use applications such as:Analysing a banks portfolio on sustainability/ESG.Measuring the impact of green financial products.Supporting consumers to purchase sustainable products and providing greener investment choices.Util

124、ising big data to measure the environmental impact of banks assets.Leveraging big data scraping with smart decision-making tools to reduce management costs.Implementing green investment strategies.Applying transaction-based carbon accounting.Adopting carbon insight tools.CHAPTER 6How Mobiquity can h

125、elpCreating an innovation roadmap and delivering itCarbon Bank is an initiative to implement decarbonization strategies in line with the Paris Agreement through business change and innovations.Carbon Bank accelerates sustainable food production with initiatives that reduce and remove carbon emission

126、s from the atmosphere.It contains multiple value propositions focussed on both the enterprise market(Carbon Farming and Decarbonizing Supply Chain)and retail market(Carbon Insights).Our sustainable banking workHelping consumers understand their CO2 footprintFor a large European bank we created,desig

127、ned and built a digital application to help banking clients to understand their CO2 footprint.The digital carbon insights application integrates with the banks mobile banking application for consumers.The carbon footprint insights are based on the real transaction history.24CONTACTGet in touchLegal

128、Disclaimer The material in this document has been prepared with the aim of providing information and is for illustrative purposes only and is not meant to be legally binding.Mobiquity accepts no liability whatsoever in contract,tort or otherwise for any loss or damage caused by or arising directly o

129、r indirectly in connection with any use or reliance on the contents of this document.Rights and Permissions The material in this work is copyrighted.With the exception of fair use for journalistic or scientific purposes,no part of this report may be reprinted or reproduced in any form or by any mean

130、s without the prior written permission of Mobiquity.In all journalistic or scientific purposes Mobiquity must be indicated as reference.Mobiquity encourages dissemination of its work and will normally grant permission promptly.Peter-Jan van de VennVP Global Digital Banking,Mobiquity+31 6 4328 4093 A.PuriSenior Director of Business Development US,Mobiquity+1 774 289 5118 VersteegDirector of Business Development US,Mobiquity+1 860 309 9293 ArkenboutVP Business Development APAC,Mobiquity+31 6 4310 6062