Mobiquity+2023全球銀行業(yè)可持續(xù)基準(zhǔn)

1

Aglobalbenchmarkforsustainablebanking2023

June2023

OVERVIEW

Tableofcontents

CHAPTER1

Foreword:Peter-JanvandeVenn,

VPGlobalDigitalBanking,Mobiquity

3

CHAPTER2

LiteratureReview:AdiGaskell,ForbesContributor

4

CHAPTER3

Infographicofmainfindings

7

CHAPTER4

Summaryoftheresearch

19

CHAPTER5

Methodology

22

CHAPTER6

HowMobiquitycanhelp

23

CONTACT

Getintouch

24

2

CHAPTER1

Foreword

Peter-JanvandeVenn,

VPGlobalDigitalBanking,Mobiquity

Welcometothethirdeditionofour“GlobalBenchmarkforSustainableBankingReport”thatfurtherexploresthesentimentofbankingexecutivesanotheryearon,tocompareandcontrastsustainableattitudesandbehavioursacrosstheglobalbankingcommunity.

Thisyear’sreportshowsthatsustainability/ESGisforcedsomewhatdowntheagendaduetothepresenteconomicclimate.Wherelastyear’sreportshowedthatbankshadmadesignificantprogressinelevatingtheirsustainabilitystrategies,ourresearchshowsthatthepreviousworkisnowbeingsloweddown.

Themacroeconomicheadwindshaveforcedbankstofocusonactivitiesthatwilldeliverclear,immediatereturns.Fromboardleveltofront-lineteams,bankshavebeenconcentratingonkeepingtheirbottomlineshealthy,forcingsustainabilitytotakeabackseat.Whilstit’sunderstandablethatbanksarefeelingunderpressure,there’sariskbeingtoomuchfocusedontheirshorttermchallengeswillleadtothemmissingoutonthelong-termbenefitsthatsustainabilitybrings.

FromtheresearchweseethatdigitaltechnologycanalsobeusedtosupportESGandtransparencyinthebankingsectorand2in5(40%)C-suitessurveyedsaidtechnologycandothisbyimplementingdigitaltoolsandplatformstocollect,analyse,and

reportESGdataandmetricsinastandardisedandconsistentmanner.Theyalsosaidtechnologycanbeusedtosupportthisbydevelopingblockchain-basedsolutionstoimprovetransparencyandtraceabilityinsupplychains,particularlyforindustrieswithhighESGrisks.

Thetop3ofemergingtechnologiesanddigitaltoolingC-suitessurveyedsaidtheirbankiscurrentlyengagingwithin2023:

1.Cybersecuritytechnologies

2.MachineLearning(MI)andArtificialIntelligence(AI)

3.ChatGPT

Incorporatingdigitaltechnologiestopromotesustainabilityiscrucialforensuringthelong-termviabilityofbusinesseswithintheevolvingbankinglandscape.Thebankofthefuturemustnotonlystrivetodeliveracustomer-centricdigitalbankingexperiencethatseamlesslyintegratesphysicalanddigitalchannelsbutalsopositionitselfasafacilitatorofdigitallifestyles,drivenbyanactiveESGculturetoattractandretainaloyalcustomerbase.BeingattheforefrontofESGpracticeswillprovideacompetitiveadvantage,astheupcominggenerationsareincreasinglydrawntobrandsthatserveaclearpurpose.Tosecureafinanciallysustainablefuture,banksmustproactivelyembracethispurpose-drivenapproachfromtheearliestpossiblestage.

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CHAPTER2

Literaturereview

AdiGaskell,

ForbesContributor

WhenJohnKerry,theU.S.SpecialEnvoyforClimate,

recently

explainedthattheworldwas“wayofftrack”tomaintainingthepledgetokeeptheriseinglobaltemperaturesto1.5degreesCelsiusthatiswidelyacceptedasneededtokeepclimatechangeundercontrol.

Kerryexplainedthattokeepthataspirationalivewillrequirereductionsofemissionsofupto45%by2030,butratherthanpursuingthatpath,societyisinsteadheadingtowardariseofbetween2.5and3degrees.Whilesectorslikemanufacturingcontinuetodominateintermsofenergyconsumption,thefinanceindustrycannonethelessplayacrucialroleincurbingemissions.

Thelacklusterprogresscomesdespite

data

fromKPMGshowingthatnearly80%ofcompaniesgloballyarecurrentlyreportingsomekindofsustainabilitymetrics,withthisrisingtopracticallyallcompaniesincountriesliketheUK.Thisapparentdichotomyispartlyexplainedbyarecent

report

fromtheNewClimateInstituteincollaborationwith

CarbonMarketWatch.

Talkvsaction

Thereportanalysestheclimatestrategiesofaround25globalcompanies,withaparticularfocusonwhetherthecompaniestrackanddisclosuretheiremissions,setemissionreductiontargets,activelyreducetheiremissions,andtakeresponsibilityforunabatedemissionsviaoffsettingorotherclimatecontributions.Thereportalsoanalysesthetransparencyofcompaniesacrosseachofthefourareas.

Betweenthem,the25companiesproducetheequivalentof5%ofglobalgreenhousegasemissions,andthereportfindsthatwhileallofthecompanieshadmadepledgestoreducetheircarbonfootprint,thosepledgeswereoftenambiguousandtheactualconcretecommitmentswereextremelylimited.

Thereportfoundthatall25companiescommittedtosomeformofzero-emission,net-zero,orcarbon-neutraltargets.However,itisnotablethatonlythreeofthesecompanies,namelyMaersk,Vodafone,andDeutscheTelekom,haveshownaclearanddecisivecommitmenttodeepdecarbonisationbyaimingtoreduceover90%oftheirfullvaluechainemissionsbytheirrespectivenet-zeroandzero-emissiontargetyears.

Regrettably,atleastfivecompanieshavepledgedtoreducetheiremissionsbylessthan15%,oftenbyexcludingupstreamordownstreamemissions.Amongthe13companiesthathaveprovidedspecificdetailsontheirheadlinenet-zerocommitments,theiraveragefullvaluechainemissionreductiontargetfrom2019standsatonly40%.Meanwhile,theremaining12companieshavemadeheadlinepledgeswithoutcommittingtoanyspecificemissionreductiontargetsfortheirrespectivetargetyears.

4

Collectively,the25companiesunderassessmenthavecommittedtoreducinglessthan20%oftheir2.7GtCO2eemissionfootprintbytheirrespectiveheadlinetargetyears.Whileall25companieshavetakenimportantstepstowardsdecarbonisation,thelackofcomprehensiveandaggressiveemissionreductiontargetscouldhinderprogresstowardasustainablefuture.

Makingmeaningfulprogress

Whileanyamountofprogressiswelcome,thereremainsasubstantialopportunityforcompaniestoadoptmoreambitiousmeasurestoreducetheirclimateimpact,particularlywhenitcomestoaddressingtheirupstreamanddownstreamemissions,commonlyreferredtoasscope3emissions.The25companiesunderreviewhaveanaverageof87%oftheirtotalemissionsattributabletoscope3emissions,butonlyeightofthemhavedisclosedamoderatelevelofdetailregardingtheirplanstoaddresstheseemissions.

Todemonstratetheircommitmenttoclimateleadership,theauthorsarguethatcompaniesmustprioritiseclimatechangeobjectivesandactivelyengageinconstructivedialoguestosharebestpractices.Bydoingso,theybelievecompaniessubstantiallyenhancetheiruptakeofambitiousmeasuresthatwilleffectivelyreducetheirenvironmentalfootprintandmitigateclimatechangerisks.Thiscouldinvolveincreasinginvestmentinrenewableenergysources,exploringinnovativesupplychainsolutions,andcollaboratingwithstakeholderstodrivecollectiveactiontowardasustainablefuture.

Itisespeciallyimportantthatfirmsareabletomakemoresubstantialprogressintermsofsourcingrenewableelectricity,especiallyasdigitaltransformationhasbeen

cited

asakeyfactorinbecomingmoresustainable.Indeed,a

survey

fromcloudtechnologycompanyPureStoragefoundthat86%ofsustainabilitymanagersbelievethattechnologyplaysacrucialroleinbecomingmoresustainable.

Digitaldrivers

Suchtransformationeffortsareproblematicinanumberofways,however.Firstly,whileinvestmentsindigitaltransformationareundoubtedlyvaluable,it’samistaketosimplyassumetheactofgoingdigitalisinherentlygreenerandthereforeitallowsorganisationstoalsoputatickinthesustainabilitybox.Suchcynical“doubleaccounting”underpinsmanyoftheaccusationsofgreenwashingthatcontinuetoblightorganisations.

Indeed,thePureStoragedatashowsthatitiscrucialthatanydigitalinvestmentsaremadeinasustainableway,notleast

asmostoftheirrespondentsthoughtthatinvestingindigitaltechnologymightactuallyresultintheirorganisation’scarbonfootprintincreasingratherthandecreasing.

Thetrueenvironmentalimpactofdatacenters

remains

uncertain

,creatingasignificantobstaclefortheindustry,electricityproviders,andpolicymakerstomakewell-informeddecisionsonthematter.However,whatisirrefutableisthesubstantialimpacttheindustryhasalreadymadeandthelikelihoodofitworseningastheexponentialgrowthofdataanddigitalservicespersists.

Asdirtyasoil

Thenotionthat“dataisthenewoil”hasfueledthedrivetoaccumulateasmuchdataaspossible,despitethefactthatmostorganisationsonlyutiliseasmallfractionoftheirdata.Infact,avastmajorityofdataismerenoiseratherthanusefulinformation,resultinginnotonlyoperationalcostsbutalsosignificantenvironmentalandfinancialexpensesassociatedwithstoringexcessiveamountsofdata.

MikeBerners-Lee’sbook

HowBadAreBananas?TheCarbon

FootprintofEverything

popularisedthisissue,highlightingthatouryearlyemailusagegeneratesupto40kilogramsofCO2,equivalenttodrivingasmallpetrolcarapproximately200kilometers.Astheworldbecomesincreasinglyreliantondigitalservices,itiscrucialtoaddresstheenvironmentalimpactofdatacentersandfindwaystominimisetheircarbonfootprint.

ThingsgetsimilarlymurkywhenwelookatAIandmachinelearningwhichcontinuestoactasthefocalpointofmanydigitalinvestments.Forinstance,

research

fromCarnegieMellonUniversityshowsthattrainingastandardnaturallanguageprocessing(NLP)modelproducesanestimated626,155lbsofcarbondioxideemissions,whichisroughly5timesthatproducedbyacaroveritslifetime.

Generatingemissions

Thishasbecomeevenmoreproblematicwiththerelease,andsubsequenthype,surroundinggenerativeAImodels,suchasChatGPT.EstimatessuggestthatChatGPT

emits

8.4tonsofcarbondioxideperyear,morethandoubletheamountgeneratedbyanindividual,whichisaround4tonsannually.However,thepreciseemissionsdependonthepowersourceusedtorunthedatacenters-coalornaturalgas-firedplantsresultinfargreateremissionsthansolar,wind,orhydroelectricpower.Assuch,it’schallengingtoprovideexactfigures.

Arecent

study

fromtheUniversityofCalifornia,Riverside,highlightsthesignificantwaterfootprintofAImodelssuchas

5

ChatGPT-3and4.DuringGPT-3’straininginMicrosoft’sdatacenters,approximately700,000litersoffreshwaterwereused-equivalenttotheamountrequiredtoproduce370BMWcarsor320Teslavehicles.

Theintensivetrainingprocessgeneratesavastamountofheat,necessitatingastaggeringquantityoffreshwatertoregulatetemperaturesandcoolthemachinery.Furthermore,theinferenceprocessbywhichChatGPTrespondstoqueriesorproducestext,alsoconsumesasignificantamountofwater.Forasimpleconversationof20-50questions,thewaterusedisequivalenttoa500mlbottle,highlightingthesubstantialtotalwaterfootprintforinferencegiventhemodel’sbillionsofusers.

Whileeffortsareunderwaytotryandmakethesectormoresustainable,itrunstheriskofinvokingJevon’sParadox,withanyimprovementsinenergyefficiencyandsustainabilitymorethanoffsetbythehugeincreasesinusage.What’smore,theanalysisbytheNewClimateInstituteurgescautionwhenitcomestotheenergyefficiencyofon-premiseITsolutions.

Dubiousefforts

Thevastmajorityofcompaniesevaluatedinthereportrelyonunbundledrenewableenergycertificates(RECs)tobolstertheirclaimsofminimalornegligibleclimateimpact.

Essentially,thesecompaniesdrawelectricityfromtheirlocal,regional,ornationalgridandadditionallyacquirecertificatesfromrenewableenergyproducers,oftenlocatedindisparatelocations.Despitethesignificantlimitationsofthisapproach,companiesemployRECstoassertareductionintheirelectricity-relatedemissions.

Thereportalsofoundthatmanycompaniesutiliseoffsettingtotryand“neutralise”theircarbonemissions.Two-thirdsofthecompaniesanalysedforthereportrelyoncarbondioxideremovalsfromforestryandotherbiologically-relatedcarbonsequestrationmethods(dubbed“nature-basedsolutions”)topropuptheirassertionthattheirfutureemissionsareoffset.Thecruxofthisargumentisthattheimpactontheclimateisnodifferentthaniftheemissionswereneveremittedinthefirstplace.

However,suchapproachesareill-suitedtoindividualoffsettingclaimsduetotheprecariousnessofbiologicalcarbonstorage.Forinstance,theactofcuttingdownandburningforestscouldpotentiallyundoanycarbonstorage.Moreover,giventhepressingneedtocurbemissionsandboostcarbonstorage,theemphasisshouldnotbeonchoosingbetweenthetwobutratheronsimultaneouslyadvancingbothobjectivesonaglobalscale.

Drivingthechange

AttheHarvarddiscussion,KerrysoundedacautiousnoteofoptimismthatcompaniesarebeginningtograsptheimportanceoftacklingclimatechangeandensuringthattheiroperationsareNetZeroasquicklyaspossible.

“Ithinknow,giventhedecisionsmadebyFordMotorCo.,GeneralMotors—bybigcorporationsGoogle,Apple,SalesForce,FedEx—thesecompaniesaresignedup,they’reonboard,theirCEOsunderstandwhat’shappening,”hesaid.

Tacklingthechallengeofclimatechangehingesoncreativebreakthroughs,anditiscrucialthatcompaniestakeacentralroleindevisingandimplementinginnovativesolutionsforthoroughdecarbonisation.TheseeffortsarebeingheavilybackedbythelikesofthestimuluspackageintroducedbytheBidenadministration.

However,thereremainsanurgentneedtohastenprogressinthisarena.Assuch,corporationsmustbracethemselvesforrigorousinspectiontoensurethattheirpromisesandassertionsaregenuinelycredible.Anyfallaciousclaimsmustbemetwithaccountabilityandconsequences.

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CHAPTER3

Mainindings

Mobiquitysurveyed

600C-suitebankingexecutivesacrosstheUnitedStates,UnitedKingdom,theNetherlands,andAustralia.

TheproportionofC-suitessurveyedwhosaidsustainablebankingisatopconcernatboardlevelhasdecreased,withjustover2in5(41%)sayingthisin2022,butoverjustaquarter(26%)nowsayingthisin2023.

Topconcernsatboardlevelforbanksacrossallregions

TheproportionofC-suitessurveyedwhosaidsustainablebankingisatopconcernatboardlevelhasdecreased,withjustover2in5(41%)sayingthisin2022,butoverjustaquarter(26%)nowsayingthisin2023.

UnitedStates

30%

20%

10%

0%

Present

economicclimate

Talent

management

Sustainable

banking

Digitaltrans-formation

Increased

regulatorycompliance

Bankinginstability

Increasingcompetition

Consumer

conidence

UnitedKingdom

0%

30%

20%

10%

Present

economicclimate

Talent

management

Sustainable

banking

Digitaltrans-formation

Increased

regulatorycompliance

Bankinginstability

Increasingcompetition

Consumer

conidence

Netherlands

0%

30%

20%

10%

Present

economicclimate

Talent

management

Sustainable

banking

Digitaltrans-formation

Increased

regulatorycompliance

Bankinginstability

Increasingcompetition

Consumer

conidence

Australia

30%

20%

10%

0%

Present

economicclimate

Talent

management

Sustainable

banking

Digitaltrans-formation

Increased

regulatory

compliance

Banking

instability

Increasingcompetition

Consumer

conidence

8

Bankswithasustainabilityrepresentativeatboardlevel

Overtwothirds(67%)ofC-suitessurveyedsaidtheirbankhasarepresentativeatboardlevelwhooverseessustainabilitystrategy,withAustralia(83%),followedbytheUS(70%),theNetherlands(63%),andfinally,theUK(54%).Comparedto2022whenalmost9in10(89%)C-suitessurveyedsaidyes,theirbankhasarepresentativeatboardlevelwho

100%

80%

60%

40%

20%

0%

202120222023

UnitedStates

202120222023

UnitedKingdom

202120222023

Netherlands

202120222023

Australia

overseessustainabilitystrategy,

thesepercentageshaveall

notablydecreasedin2023.

Reportingon

sustainability

challengesatboard

level

Reportingatboardlevelhasdecreasedacrossallregions.ThosefromAustralia(83%)aremostlikelytoreportsustainabilitychallenges,withamorenotabledecreaseinUS(63%),UK(54%)andNetherlands(62%).

100%

80%

60%

40%

20%

0%

202120222023

UnitedStates

202120222023

UnitedKingdom

202120222023

Netherlands

202120222023

Australia

9

Importanceofsustainabilityaspartofbanksbusinessstrategy

ConsistentwithfewerC-suitessurveyednotingsustainablebankingasaconcernsincelastyear,sustainabilityalsoseemstobelessimportanttothebusinessstrategy.In2022almostall(97%)C-suitessurveyedsaidsustainabilityisanimportantpartoftheirbusinessstrategy,whereasthisdroppedto7in10(70%)sayingthesamein2023.

100%

80%

60%

40%

20%

0%

202120222023

UnitedStates

202120222023

UnitedKingdom

202120222023

Netherlands

202120222023

Australia

Bankstakingsteps

tofostersustainable

behavioursand

outcomes

Followingthetrendofless

importancebeingplacedon

suitabilityatboardlevel,banks

acrossallregionsaretaking

lessstepstofostersustainable

behavioursandoutcomes.

100%

80%

60%

40%

20%

0%

202120222023

UnitedStates

202120222023

UnitedKingdom

202120222023

Netherlands

202120222023

Australia

10

2

3

5

4

Topstrategicimperativesaspartofthebankssustainabilityagendaacrossallregions

Strategicimperativesdifferacrossregions.IntheUS,banksarefocussedonaligningtoglobalESG/CSRreportingstandardsandempoweringcustomerstoembracesustainability.

UnitedStates

2

1

Aligningto

globalreporting

standardson

ESG/CSR

Empowering

customers

toembrace

sustainability

3

Embracing

emerging

technologies

4

Offering

customers

sustainable

products

5

Mitigating

climatechange

risksthrough

assessingclient

portfolio

IntheUK,banksassessclientportfoliostomitigateclimaterisksanddrivesustainability.

IntheNetherlandsandAustralia,bankingC-suitessaytheyembraceemergingtechnologiessuchasmachinelearning,artificialintelligence,cloud,analyticstodriveESG,aswellasofferingcustomerssustainableproductsandservices.

UnitedKingdom

1

Mitigating

climatechange

risksthrough

assessingclient

portfolio

2

Driving

sustainabilityas

partofanESG

strategy

3

Embracing

emerging

technologies

4

Empowering

customers

toembrace

sustainability

5

Offering

customers

sustainable

products

Netherlands

1

2

3

4

5

Offering

Embracing

Digitalising

Empowering

Aligningto

customers

emerging

processesto

customers

globalreporting

sustainable

technologies

reducethe

toembrace

standardson

products

bank’scarbonfootprint

sustainability

ESG/CSR

Australia

1

Embracing

emerging

technologies

Offering

customers

sustainable

products

Empowering

customers

toembrace

sustainability

Driving

sustainabilityas

partofanESG

strategy

Investingin

greenfinance

initiatives

11

Initiativesemployedbybankstobesustainable

Banksinallregionsaredevelopingdigitalapplicationsforclientstobesustainableanddigitalsolutionstocreatesustainableoutcomes.Australiaisfocussingonencouragingremoteworkingtoreducecustomerandstafftravel,astheydidlastyear.

UnitedStates

1Developingdigitalapplicationsforclientstobemoresustainable. 2Digitalsolutionstocreatesustainableoutcomes.

3Investingincarboncredits.

4AcceleratedCloudadoption.

5Encouragingremoteworkingamongemployeestoreducetravel.

6Closingbranches.

UnitedKingdom

1Digitalsolutionstocreatesustainableoutcomes.

2Developingdigitalapplicationsforclientstobemoresustainable. 3Encouragingremoteworkingamongemployeestoreducetravel. 4AcceleratedCloudadoption.

5Investingincarboncredits.

6Closingbranches.

Netherlands

1Digitalsolutionstocreatesustainableoutcomes.

2Developingdigitalapplicationsforclientstobemoresustainable. 3AcceleratedCloudadoption.

4Encouragingremoteworkingamongemployeestoreducetravel. 5Closingbranches.

6Investingincarboncredits.

Australia

1Encouragingremoteworkingamongemployeestoreducetravel. 2Digitalsolutionstocreatesustainableoutcomes.

3Investingincarboncredits.

4Closingbranches.

5Developingdigitalapplicationsforclientstobemoresustainable. 6AcceleratedCloudadoption.

12

2

3

4

5

Mainbarriersto

adoptingsustainable

behaviours

Inpreviousyears,thelackofacohesiveESGismentionedasabarrierintheUS,UKandtheNetherlands.Incontrasttothis,in2023limitedaccesstotalentandexpertiseisabarrierinallregions.TheUSandUKbankingexecutivesalsosaidthatculturallegaciesneedtobeshifted,tobeabletoadoptsustainablebehaviours.

UnitedStates

1

Limitedaccess

totalentand

Industrydemands

Lackofa

cohesiveESG

strategy

Cultural

legaciesneedtobeshifted

Budget

implications

expertise

UnitedKingdom

1

Lackofa

cohesiveESG

strategy

2

Cultural

legaciesneedtobeshifted

3

Industry

demands

4

Stakeholders

e.g.shareholdersandinvestors

5

Limitedaccess

totalentand

expertise

Netherlands

3

Lackofa

cohesiveESG

strategy

4

Stakeholders

e.g.shareholdersandinvestors

5

Limitedaccess

totalentand

expertise

1

Industrydemands

2

Littleknowledge

ofthemarket

andhow

todrive

sustainability

Australia

1

Limitedaccess

totalentand

expertise

2

Budgetimplications

3

Littleknowledge

ofthemarket

andhow

todrive

sustainability

4

Longterm

commitmentto

execution

5

Cultural

legaciesneed

tobeshifted

13

2

1

2

3

4

1

2

3

4

Benefitsofsustainablebanking

C-suitessurveyedarelesslikelytosaytheyhaveexperiencedallsustainablebankingbenefitsin

UnitedStates

1

3

4

5

2023comparedto2022,with

increasedprofitability(30%

Increased

Acquiringand

Contributing

Accelerated

Maintain

2022,17%2023)andattracting

operational

retainingtop

toapositive

innovation

practices

dedicatedlong-terminvestors

efficiency

talent

impactwithin

against

(30%2022,19%2023)seeingthe

acrossthe

society

business

largestdecrease.

business

competition

Thetop3benefitsexperiencedbyC-suiteshavechangedsincelastyear.Forexample,in2022increasedprofitability(30%),attractingdedicatedlong-terminvestors(30%)andimprovedbrandreputation(28%)weremostlikelytobenoted.Incontrast,acceleratedinnovation(23%),costsavingthroughinnovationdigitalproducts&services(22%)andmaintainingpracticesagainstbusinesscompetition(21%)arethetopbenefitsin2023.

UnitedKingdom

1

Costsavings

through

innovative

digitalproducts

&services

2

Increased

customer

retentionand

growth

3

Maintain

practices

against

business

competition

4

Improvedbrandreputation

5

Contributing

toapositive

impactwithin

society

Netherlands

5

Accelerated

innovation

Maintain

practices

against

business

competition

Improvedbrandreputation

Increased

operational

efficiency

acrossthe

business

Contributing

toapositive

impactwithin

society

Australia

5

Accelerated

innovation

Increased

operational

efficiency

acrossthe

business

Costsavings

through

innovative

digitalproducts

&services

Improvedbrandreputation

Maintain

practices

against

business

competition

14

Banksusingdigitaltransformationinitiativestodrivesustainableoutcomes

Thereisaslightdecreaseinbanksreportingthattheyareusingdigitaltransformationtodrivesustainableoutcomes.Thepresenteconomicclimateandtalentacquisitionmightbethereasonsforthedecrease.

100%

80%

60%

40%

20%

0%

202120222023

UnitedStates

202120222023

UnitedKingdom

202120222023

Netherlands

202120222023

Australia

MeasuringESGimpactaspartofsustainabilitytargets

Asinpreviousyears,justoverhalfofbanksaremeasuringsustainabilityandpredominantlythesocialangleofsustainability.

100%

80%

60%

40%

20%

0%

Environmental

UnitedStates

UnitedKingdom

Social

Netherlands

Australia

Governance

15

39%

in2023

31%

in2023

MostcommonESGrisksfacedbybanks

ESGrisksvaryacrossregions