Sustainable Digital Finance in Asia_FINAL_22.pdf

SCALING INVESTMENT
FOR SDG 7, 12 & 13
SUSTAINABLE DIGITAL
FINANCE IN ASIA:
Creating Environmental Impact
through Bank Transformation

This report work was commissioned by DBS, the Sustainable Digital Finance
Alliance, and UN Environment. This report was written by Ryan K. Merrill and
Simon JD Schillebeeckx of Singapore Management University and the Global
Mangrove Trust with Sofie Blakstad, founder of hiveonline.
ACKNOWLEDGEMENTS
This report has benefited from important inputs of Iain Henderson and Fiona
Bayat-Renoux and Marianne Haahr (SDFA) and Mikkel Larsen (DBS), as well
as insights from a variety of thought leaders and entrepreneurs working in the
Sustainable Digital Economy. All opinions and errors remain the sole responsi-
bility of the authors. Thanks to Lisa Lang for graphic design and Nic Craig for
proof reading.
2
About this report
INNOVATING BANKS WITH SUSTAINABLE DIGITAL FINANCE

3
Contents
CHAPTER 1:
EXECUTIVE SUMMARY 4
CHAPTER 2:
INTRODUCTION 8
CHAPTER 3:
SDG 7, 12 AND 13 IN ASIA PACIFIC 12
CHAPTER 4:
EMERGING CAPABILITIES IN
THE SUSTAINABLE DIGITAL ECONOMY 21
Sensing 23
Structuring 25
Sculpting 27
CHAPTER 5:
INNOVATION CASES IN SENSING,
STRUCTURING, & SCULPTING 29
Sensing innovations deliver valuable metrics 30
Structuring innovations integrate information in existing markets 34
Sculpting innovations discover, open, and shape new markets 39
CHAPTER 6:
DISCUSSION AND RECOMMENDATIONS 43
1) Sensing / Instrumentation 46
2) Structuring / Integration 48
3) Sculpting / Inspiration 50
CHAPTER 7:
CONCLUSION 53
References 56

4
Chapter 1:
Executive summary

5
Chapter 1: Executive summary
Data is arguably the most valuable
resource in the digital economy.
Used effectively and responsibly
it has the potential to serve as a
driving force in creating a more sus-
tainable world. The potential is espe-
cially potent in the financial sector
given its central place in the financial
system, and its access to and use of
data.
Using technologies such as block-
chain, artificial intelligence (AI),
mobile technology, internet of things
(IoT), and the cloud, data can be
captured by sensors in the environ-
ment and structured to integrate
sustainability into existing financial
products and services. These can be
creatively combined into entirely new
sustainable digital finance products.
We use the term “Sustainable Digital
Finance” to describe these processes.
Sustainable Digital Finance (SDF) is
closely intertwined with social and
environmental problems, and offers
solutions to both of these challenges.
Attention to date has primarily been
focused on SDF’s potential for aiding
social progress, especially through
financial inclusion. This report demon-
strates that the potential for tackling
complex environmental issues is
equally great. Asia-Pacific, the geo-
graphical focus this report, is a region
facing complex challenges, as the
need to provide basic social services
to its citizens meets an increasingly
trajectory of stark environmental
impacts. At the same time, the region
is also home to nations with some of
the highest fintech adoption rates.
This report shows how digital te-
chnology offers new ways to address
sustainability problems and in doing
so can fundamentally redirect finan-
cing towards more environmentally
efficient users of capital. The ability
to obtain and analyze environmental
data (including externalities) at scale
and speed vastly enhances opportuni-
ties (and requirements) to incorporate
such data into risk analysis and thus
pricing. This in turn changes the cost
of capital for companies in the real
economy. It also enables predictive
analytics (scenario analysis) that can
change banks’ portfolios and offer
insight into their alignment with scien-
ce-based planetary environmental
limits.
Availability of data also offers oppor-
tunities for banks to innovate green
products both for institutional and
retail customers.
Any solution that SDF offers will come
from the use of data, often owned
by the customers that banks serve.
Environmentally well-intentioned so-
lutions risk generating concerns over
data privacy if not handled correctly,
but when used responsibly and with
integrity, SDF creates a win-win situ-
ation.
This report exposes the idea that
banks may benefit from considering
open software platforms and colla-
boration with “FinTechs” in delivering
some of the promising new solutions.

6
RECOMMENDATION 1 – Increase use of environmental data to
enhance risk capabilities and adjust pricing: Sensor technologies such
as satellites and intelligent chips will reduce the cost of obtaining en-
vironmental data from customers, allowing banks to better analyze the
risk of customers’ lending portfolios.
RECOMMENDATION 2 – Enhance reporting on environmental impact
(including indirect Co2
emissions): As banks are enriched with additi-
onal data, they will be able and expected to disclose both risk exposure
to environmental and climate change, as well as environmental impact.
This will affect capital allocation amongst banks. An essential aspect of
this is to ensure that reporting is globally comparable, and that relevant,
homogenous metrics underpin both accounting and voluntary disclosu-
res.
RECOMMENDATION 3 – Use technology to promote traceability in
supply chains: As consumers become more aware of the negative
consequences of irresponsible production, from human rights violations
and corruption to climate change, they are demanding more and more
transparency across the value chain. Increasing transparency is complex
given the fragmented nature of value chains. However, banks can aid the
deployment of satellite and blockchain technology to increase auditabi-
lity and transparency of value chains to verify that products are produ-
ced sustainably. It offers banks opportunities in terms of trade finance
and instant payments.
RECOMMENDATION 4 – Digitize capital market instruments: Although
Asian green bond issuance reached $43.4 billion USD in 2017, only a
very small portion of green assets are financed by capital market instru-
ments certified as “green”. One of the barriers is the cost of certification
and monitoring, which impose additional costs to green bond partici-
pants. Digitizing bond offerings brings down the cost of obtaining and
reporting environmental data for green bonds, allowing many more
companies, especially small and medium sized enterprises, to meet the
requirements to issue green bonds.
The following specific recommendations arise
from the report:

7
RECOMMENDATION 5 – Create tailored environmentally responsible
investment products: Data allows banks to provide tailored invest-
ment products that, with a higher degree of confidence, create not only
a financial outcome but also achieve specific regional environmental
outcomes, or support one or more of the UN’s Sustainable Develop-
ment Goals (SDGs). Private wealth has an important role in mobilizing
capital to the SDGs and the Asia-Pacific region accounts for 38.1% of
global High Net Worth (HNW) Individuals1
. Banks can use data analytics
to create personalized investment portfolios for HNW clients based on
their sustainability preferences.
This may introduce a source of more “patient capital” from impact in-
vestors who still seek financial returns and thus expand this source of
capital beyond the realm of philanthropy. In addition, automation driven
by low cost robo-advisory services can open up investment opportuniti-
es to a larger segment of private and even retail banking customers. By
making it easier for individuals to invest in accordance with their values
and preferences, the total amount of capital available for SDGs may
increase significantly.
RECOMMENDATION 6 – Use data to promote environmentally re-
sponsible living: Banks may open additional APIs to collaborate with
external partners that commit to designing new green products. Alter-
natively, banks can do so in-house by analyzing data about individual
consumers’ consumption patterns and lifestyle choices. Algorithms can
structure this data and turn it into individualized environmental foot-
prints from consumption, compare trends across peer groups and de-
mographics and create peer competition incentives using Social Media.

8
Chapter 2:
Introduction

Sustainable Digital Finance
refers to financing, as well as
related institutional and market
arrangements, that leverage
technological ecosystems – inclu-
ding mobile payments platforms,
crowd-funding, peer-to-peer
lending, finance-related big data,
artificial intelligence, machine le-
arning, blockchain, digital tokens,
and the internet of things – to
contribute to the attainment of
strong, sustainable, balanced and
inclusive growth, by directly and
indirectly supporting the targets
set in the Sustainable Develop-
ment Goals.
9
Limiting global warming to well
below 2°C and achieving the 17 Sus-
tainable Development Goals (SDGs)
will require almost $4 trillion USD
a year. Presently, investment is ap-
proximately 35% of that required,
leaving a $2.5 trillion USD investment
gap1-2
. In addition, the costs of deep
decarbonization of the economy are
hard to estimate, with a recent MIT
study stating that it will cost up to
$535 trillion USD by 2100 to extract
carbon from the atmosphere if we
don’t start acting soon. By contrast,
if global carbon emissions fall by 6%
a year from 2021 onwards, the cost
would be reduced to about $100 to
$200 billion USD per year3
. Achieving
these transformational changes will
require not only technological innova-
tion and political will, but also signifi-
cant innovation in finance. The global
financial community is promoting an
agenda of sustainable finance approa-
ches. From the IMF/World Bank’s Bali
Fintech Agenda4
to the G20 Eminent
Persons’ Group report titled “Making
the Global Financial System Work for
All”5
, leaders are urging commercial
banks and other financial ecosystem
actors to collaborate and provide in-
novative sustainable finance solutions.
Innovations in financial technology
(fintech ) fuel innovation in finance,
lowering the costs of providing basic
and advanced financial services
exponentially, creating new oppor-
tunities for banks and start-ups alike.
Innovation that builds on technologies
such as AI, IoT, and blockchain has the
power to overcome existing barriers
to scaling sustainable finance and to
design entirely new sustainable finan-
cial products, services, and markets.
This concept is what this report terms
“sustainable digital finance”.
Many fintech solutions are not expli-
citly designed to deliver sustainable
finance but can be deployed by banks
to that end. The timing is right, as
2018 marked a shift in the fintech
landscape, from a desire to overthrow
banks to start-ups and scale-ups
increasingly looking for symbiotic col-
laboration6
. Financial institutions also
increasingly realize a need to colla-
borate with FinTechs to innovate their
business model and product offe-
rings. 82% of these institutions expect
to increase fintech partnerships in the
next three to five years7
.
Chapter 2: Introduction

10
Nonetheless, like every other sector,
the banking sector can do more to
innovate finance for sustainability. In
2017, banks helped their clients raise
$7.2 trillion USD in the global debt
capital markets. However, only 5-10%
of bank loans are “green” in countries
where environmental attributes are
measured. Similarly in that same year
only around 2% of the $6.7 trillion
USD of bonds issued were labelled
as green bonds8
. Green bonds are
being issued at a rapidly increasing
pace, but digitization can make that
curve even steeper. At the same time,
opportunities are emerging to inno-
vate other financial instruments. For
example, banks can deploy digital
technologies to automate data har-
vesting on green assets, reduce the
number of intermediaries, increase
transparency, and to innovate the
ways partners of green bonds colla-
borate. These are just some examples
that could further scale sustainable
finance.
Currently, banks still mostly leverage
the innovative power of FinTechs to
reduce operational costs or improve
customer online experience. In this
process, banks are rapidly losing
face-to-face contact with customers,
eroding opportunities to build rela-
tionships and commitment to their
brands. Today’s bank is thus increa-
singly a distant and abstract entity,
little more than a safe place for cust-
omers to park their money [8]. To
reverse this trend, banks need to find
ways to reengage their customer
base.
For many, this will hinge on offering
services that set them apart from
competitors through innovation.
Innovations related to the SDGs are a
promising avenue to explore.
Pioneering banks that succeed in
strategically deploying fintech to drive
sustainability in their products and
operations will not only develop new
offerings and efficiencies, they will
also stand to construct more purpo-
seful businesses and brands that align
with the SDGs and the Paris Accord.
This process promises to deepen
engagement with a new generation
of millennials that are mobile first and
for whom sustainability determines
consumer, investment, and employ-
ment choices.
Integrating digitization and sustai-
nability at strategic and operational
levels to become a bank powering
and powered by sustainable digital
finance is a complex process. Trans-
formation requires adoption of new
technologies, learning, and changes
in long-established practices such as
incentive systems and loci of deci-
sion-making, as well as significant
cultural evolution and even revolution.
In practice, transformation is generally
non-linear, meaning each new capa-
bility underpinning change does not
necessarily need to be implemented
in sequence.

1)
Use digital techno-
logies to CREATE
SUSTAINABILITY
METRICS and digiti-
ze environmental in-
formation for green
financial products.
2)
Use digital technolo-
gies to INTEGRATE
SUSTAINABILITY
INTO existing finan-
cial services and
innovate how banks
distribute products
and services to
existing customers.
3)
Use digital techno-
logies to DEVELOP
NEW SUSTAI-
NABLE PRODUCTS,
SERVICES AND
MARKETS which
may involve signifi-
cant redesign of the
banking business
model.
11
Table 1.1: Three capabilities underpinning sustainable digital finance
A first stage is to deploy digital
technologies to capture sustainabili-
ty metrics to digitize environmental
information that can inform financial
services provision and existing green
financial products. A second stage
focuses on using digital technology to
integrate sustainability into existing
financial products and services.
A third stage is the most challenging
and invites banks to develop new
sustainable products or services and
potentially even entirely new markets,
enabled by digital technologies. This
could involve significant business
model innovation, which exacerbates
the complexity and necessity of the
above-mentioned cultural changes.
Note that the order of the three steps
reflects their relative ease of imple-
mentation and not a chronological
process.
The following sections of this report
are structured as follows. The next
chapter offers an overview of oppor-
tunities and barriers to scaling sustai-
nable digital finance in the Asia-Paci-
fic region. This is followed in chapter
four by a framework for classifying
the start-up landscape based on three
complementary capabilities that rely
on digital technologies to address the
SDGs in novel ways.
Chapter five presents a selection of
start-up cases with relevant capabili-
ties to sustainable digital finance and
serves as inspiration for banks that
are willing to develop similar in-house
capabilities, or for banks that seek to
develop collaborations in this space.
The final chapter offers recommen-
dations on how banks can use digital
technologies to enhance their enga-
gement with the SDGs, and zooms in
on some of the crucial barriers and
enablers of the requisite transformati-
on in the financial system.

12
Chapter 3:
SDG 7, 12 and 13 in Asia Pacific

13
This section looks at the barriers
and opportunities to bridging the
funding gap in Asia-Pacific for SDGs
7, 12 and 13. The three goals are in-
terconnected and hence barriers may
apply to more than one of the goals.
A Rapidly Digitizing Region
The presence of digital infrastructure
is a prerequisite for sustainable digital
finance. Asia-Pacific contains some
of the most well-connected digital
markets in the world. There are 2.7
billion unique mobile subscribers, ap-
proximately two thirds of the region’s
population, which gives an indication
of the possible market size2
.
Asia-Pacific is rapidly migrating to
higher speed mobile networks, with
4G taking over and 5G expected
to gain a significant foothold in the
region by the end of the decade.
GSMA forecast that 5G connections
will reach 675 million users across
Asia-Pacific, accounting for more than
half of the global total for 5G2
. This
development lays a critical foundati-
on for the rapid spread of IoT and its
promised advancements in the auto-
mated monitoring of green assets.’
Chapter 3: SDGs 7, 12 and 13 in Asia-Pacific
Estimates show that within
Asia-Pacific, demand for additi-
onal green investment between
2016 and 2030 is:
$3
trillion USD
This investment need is spread
across four sectors:
INFRASTRUCTURE
$1,800 billion USD
RENEWABLE ENERGY
$400 billion USD
ENERGY EFFICIENCY
$400 billion USD
FOOD, AGRICULTURE
AND LAND USE
$400 billion USD
Only 1 in 4 USD of current finan-
cing arises from private sources
and this number will need to
increase if supply is to meet
demand 1
.
Several Asian countries top the
fintech adoption index, where
China’s 69% adoption rate is
more than double the global
average of 33% . India ranks
second with an adoption rate of
52%, while Hong Kong stands
at 32%, and South Korea and
Singapore hold at 23%. Additi-
onally, Asia-Pacific boasts the
highest levels of e-commerce in
the world 3
.

14
Consumers in Southeast Asia are
voicing a willingness to pay more for
environmentally-friendly products,
but are turning that opinion into
actual behavior for only a few small
groups of products. However, sustai-
nability is increasingly becoming a
deciding factor at price parity, reve-
aling latent preferences4
. For many,
the decision to buy sustainable pro-
ducts in Asia is motivated by perso-
nal health and well-being concerns,
rather than overarching environmental
awareness4
. The perceived credibility
of relevant brands to the sustainabi-
lity agenda also appears to be a key
factor in consumer decisions. High
fintech adoption and a willingness
to make sustainable consumption
choices point to a potential readiness
of Asian consumers to adopt sustai-
nable digital finance solutions.
Increasing private wealth:
Over the next decade, wealth in India
is predicted to triple to about $25
trillion USD according to the Global
Wealth Migration Review, while
China’s is set to increase by 180% to
$69 trillion USD5
. As such, demand
for wealth management is increasing
in the region and a rapidly expanding
middle class is leading to increased
demand for private savings.
The Global Impact Investing Network
reports a 65% increase in global
impact investing assets under mana-
gement (AUM) from 2013 to 2017.
High carrying costs for impact in-
vestments produce demand-side
risk and increase supply-side power,
exacerbating information asymmetries
and reducing credit alternatives for
impact projects. In the worst cases,
high transaction costs across long
value chains between financiers, and
impact projects may produce a nega-
tive spiral of high costs of validation
that price small-scale, high-impact
projects out of the sustainable finance
market.
The ASEAN region accounted
for only 4.1% of this quantum6
.
While capital for impact investing
has overwhelmingly originated
in North America and Europe,
participation by wealthy local
Asian families and high net worth
individuals (HNWI) is increasing.
As the concept of impact in-
vesting matures in the region,
analysts expect this trend to con-
tinue as HNWI wealth in Asia-Pa-
cific tracks to surpass $40 trilli-
on USD by 20257
.
To date, impact investors have
deployed capital towards Asian
FinTechs focusing mainly on fi-
nancial inclusion and energy6
.
SDG 12 – SUSTAINABLE
PATTERNS OF PRODUCTION
AND CONSUMPTION

CHINA
SOUTH KOREA
INDIA
AUSTRALIA
JAPAN
HONG KONG
PHILIPPINES
MALAYSIA
SINGAPORE
TAIWAN
THAILAND
USB BILLIONS
0 1 2 3 4 5 6 7 8 9 10
Source: Climate Bonds Initiative
15
SDG 7
– SUSTAINABLE ENERGY
By 2035, Asia will consume more than
half the world’s energy, necessita-
ting radical transformation towards
sustainable generation. While many
Asian economies have set targets for
renewables in their energy mix, an
investment gap exists between the
reality and the stated goals. Accor-
ding to the Asian Development Bank
Institute, the financial barrier is the
main obstacle to the development
of environmentally clean, renewable
energy in the region8
.
Many Asian nations rely only to a
limited extent on the involvement
of capital markets for financing the
roll-out of renewables. This reduces
renewable energy developers’ access
to finance and increases the cost of
capital. Bonds can play a role as an
instrument to address the deficit by
attracting investors with both high-
and low-risk appetites and by acting
as a magnet to attract investors that
already have an interest in renewable
energy projects9
. However, certificati-
on and monitoring costs can impose
additional costs to the bond parti-
cipants, which can impose a barrier
to scaling, but digital technologies
can lower this barrier by providing
cheaper verification, transparency,
and credible data.
Figure 3.1: Green labelled bonds in APAC.10

16
Banks in the region have been cauti-
ous about lending to small and medi-
um-sized enterprises (SMEs), includ-
ing those engaged in the renewable
energy market. Start-up companies,
in particular, are finding it difficult to
borrow money from banks because
of strict Basel capital requirements.
Riskier SMEs also face difficulty in
borrowing money from banks8
. Given
that Asian banks categorize green
renewable energy projects as risky
with lower expected rate of return
compared to fossil fuels ones, they are
reluctant to funding such projects.
Despite recent improvements in effi-
ciency, Asia-Pacific remains the most
energy intensive region in the world.
If current progress is maintained, the
region will only reach European levels
of energy consumption per unit of
GDP by 203012
. While industry has
attained the largest drop in energy in-
tensity from 2012-201412
, new progress
is needed in the rapidly expanding
building sector. In Asia-Pacific, energy
consumption in the built environ-
ment will continue to grow rapidly
due to new construction spurred by
high economic growth and urbaniza-
tion amid an increasing demand for
cooling in warm (and warming) clima-
tes.
According to Navigant Research, the
market revenue for energy efficient
buildings in Asia-Pacific is expected
to grow from $65.3 billion USD in
2017 to $111.3 billion USD in 202613
.
The region is turning to stricter guide-
lines and requirements for energy
efficiency in buildings, using a variety
of policy tools including appliance
standards and labelling, building
energy codes, energy performance
ratings, certifications, financial incen-
tives, public sector demonstations,
and awareness raising campaigns are
all being utilized, with differentiations
in comprehensiveness and depth of
each policy tool.
In general, Singapore and Japan are
the leaders in designing energy- effi-
ciency programs for the construction
industry that cover most stages of a
building’s life cycle and target both
the suppliers and users of buildings.
Korea, Taiwan, and Hong Kong follow,
with China making substantial pro-
gress recently.
According to Dealogic, Asian
green bond issuance reached
$43.4 billion USD in 2017, ac-
counting for 36% of global
volume (up from less than 10% in
2015). Still, few Asian banks and
companies outside of China have
issued green bonds, with the
Singaporean bank DBS a notable
exception that issued its first
green bond in July 201710
.
Estimates show a potential in-
vestment of up to $250 billion
USD to 2025 in new utility-scale
solar and wind projects in major
Asia-Pacific countries, and there
continues to be a strong econo-
mic case for renewable energy
investments in the medium to
long term11
.

25
20
15
10
5
0
USB BILLION
AUM
MARKET RATE AND % OF TOTAL
BELOW MARKET (IMPACT DISCOUNT)
U.S. &
CANADA
EAST
ASIA
SOUTH
ASIA
EASTERN
EUROPE,
RUSSIA,
& CENTAL
ASIA
MIDDLE
EAST &
NORTH
AFRICA
OTHER
GEO-
GRAPHIES
OCEANIA
SUB-
SAHARAN
AFRICA
LATIN
AMERICAN &
CARIBBEAN
WESTERN,
NORTHERN, &
SOUTHERN
EUROPE
SOUTHEAST
ASIA
17
Figure 3.2: Global impact investing: 2018 allocations by region and
target return.15
Policy implementation in most of the
countries reviewed ( China, India, In-
donesia, Malaysia, the Philippines, and
Thailand) is still in a very early stage
of development.
A well-established institutional in-
frastructure that might support the
implementation of the building energy
codes is yet to be established14
.

18
A key barrier to state-supported, mar-
ket-led adjustments towards Climate
Action and Sustainable Economies
involves a shortfall in effective, effi-
cient, and transparent valuation of the
natural capital, including major carbon
sinks in marine ecosystems, mangrove
forests, and peatlands. By placing a
dollar value on ecosystem services -
including the climate, the health of the
oceans, and the stability of the local
environment - natural capital valuati-
on helps firms take concrete steps to
internalize the externalities of produc-
tion systems.
When integrated within the ledgers of
entire economies, natural capital va-
luation guides the integration of true
costs and benefits of natural resour-
ces and ecosystem services across
entire supply chains. This helps firms
manage trade-offs in strategic plan-
ning, including those between short
and long-term profit, and between in-
vestments through which firms divert
costs onto third parties and those that
improve efficiency and reduce waste.
Advances in natural capital valuation
are critical in the context of climate
change and the continued prevalen-
ce of carbon intensive development
paths in the developing world. In Asia,
the energy mix remains dominated by
fossil energy8
, while the WHO reports
one third of global air pollution deaths
occur in Asia-Pacific16
.
Exacerbating the problem, current
IEA data shows fossil fuel subsidies
in Southeast Asia exceed $17 billion
USD.
While major improvements in the le-
velized cost of energy for utility scale
solar energy will continue to accelera-
te the shift of energy mix towards PV,
instability in the regulatory environ-
ment continues to support short-ter-
mism among planners and slow what
might otherwise be a more rapid tran-
sition. The comparative cheapness of
fossil energy, and the related abun-
dance of funds for developing dirty
energy projects, constitutes another
key barrier to moving the region away
from a carbon-intensive development
trajectory.
Against this backdrop, a number of
Asian countries are taking major steps
to change this reality by putting a
price on carbon or by implementing
other carbon policies. China’s natio-
nal emissions trading scheme (ETS)
launched officially in December 2017
and work is underway to prepare its
wider implementation. Looking ahead,
carbon taxes in Singapore are sche-
duled to come into force in 2019 to
stimulate cost-effective emissions mi-
tigation. China, the Republic of Korea
and Singapore are also mentioning
stimulation of low-carbon innovation
as a complementary objective 17
.
SDG 13
– CLIMATE ACTION

19
Meanwhile, Trucost reports that much
of the financial service sector in
Asia-Pacific does not fully track the
carbon sources material to their bu-
siness activities18
. WWF also reports
that ASEAN banks in general continue
to fail to disclose how they manage
climate risks in deviation from the
recommendations of the Taskforce for
Climate-Related Financial Disclosure
(TCFD). Such failures hold serious
repercussions for food and water
security19
in an increasingly less stable
climatological future. Hence, a focus
on emissions disclosure is very likely
to increase in a cornerstone role in
regional financial governance.
Beyond energy, agriculture, forestry
and land use change remain signi-
ficant sources of emissions in the
region. Around 70% of the world’s
deforestation still occurs as a result
of production of palm oil, soy, beef,
cocoa, and other agricultural commo-
dities.
These are complex supply chains and
many have made commitments to
reduce deforestation, however, value
chain transparency tends to be low
and fragmented with many manual
processes 19
.
In the palm oil industry there is also a
current lack of visibility in the transfer
of goods from farmers to oil mills, to
manufacturers, to retail outlets and
finally to the consumer. While leading
brands have pledged to commit to a
100% sustainable certification, only
19% of global palm oil production is
certified as sustainable. Due to the
opaque nature of the palm oil supply
chain, regulators as well as customers
have been unable to determine which
producers are genuinely sustainable
and which are not. Emerging techno-
logies, such as blockchain can trans-
form supply chains through radical
transparency and retail banking
investments in sustainable production
projects in agriculture and land use
change.
In addition to supporting more trans-
parent systems for pricing the flow
of goods and services based on their
climatological and other environmen-
tal spillovers, banks have a clear role
to play in the absence of well-devel-
oped capital markets and venture
capital for natural capital investments.
Yet banks loans remain typically best
suitable for financing short- to me-
dium-term projects. Bank deposits
are typically short or medium term
resources - usually of 1, 2, or at most 5
years. When banks allocate resources
to long-term infrastructural projects
and mega-energy projects they face a
maturity mismatch.
The Global Forest Watch, a
World Resources Institute part-
nership, uses satellites and algo-
rithms to track tree cover loss
in near-real time, and provides
a nice example of how digital
technology can be used to in-
crease transparency and verifi-
cation of reforestation efforts.
Any individual with a cell phone
and internet connection can
now check if an area of forest
as small as a soccer penalty box
was cleared anywhere in the
world since 200120
.

20
For financial instruments to seek to
protect natural capital (e.g. a river or
forest) over longer periods of time, a
vital pre-condition involves the ability
to better price natural assets across
disparate geographies and access
time. This ability must be further
developed in ways that provide
“investable supply”, meaning within
instruments available at scale, with
liquidity and an acceptable risk-adju-
sted return. For example, investable
supply will allow investors to expand
support to large-scale projects in
forest conservation, as might be ac-
complished through tradeable securi-
ties like bonds. Debt-based financing
instruments may serve to allay some
of the maturity mismatch facing bank
deposits through increased liquidity,
but they require good data and com-
parable impact metrics.
There are a number of emerging tools,
such as data analytics, predictive ana-
lytics, data mining, digital wallets, and
mobile satellite technology that may
assist in this process.
Valuing nature is not without signi-
ficant challenges. Nevertheless, the
transition to a low carbon economy
presents a multi trillion-dollar finan-
cing opportunity for those banks that
choose to address it. This is a strong
positive. Most immediately, the tran-
sition to low carbon activities requi-
res banks to progressively reallocate
capital away from carbon intensive
industries, particularly coal.

21
Chapter 4:
Emerging capabilities in the
sustainable digital economy

CAPABILITY
SET 1
SENSING
INSTRUMENTA-
TION
CAPABILITY
SET 2
STRUCTURING
INTEGRATION
CAPABILITY
SET 3
SCULPTING
INSPIRATION
VALUE
CREATION
VALUE
CAPTURE
22
Three complementary capability
sets are emerging in the Sustainable
Digital Economy that resonate with
the three stages of sustainable digital
transformation mentioned in the
introduction to this report. Banks can
develop such capabilities in-house,
or can find start-ups to partner with,
to incubate or possibly to imitate in
order to be able to deploy these or
similar new capabilities. This report
proposes the below framework 1-8
to
classify digital innovators according
to how they leverage digital techno-
logy to create value from data.
Innovators interviewed for this report
are developing new products, ser-
vices, and business models around
one of three emergent capabilities:
sensing, structuring, and sculpting.
Linked to these value-creating capabi-
lities are three value-capturing capa-
bilities, instrumentation, integration,
and inspiration, which enable firms to
turn the value they create into reve-
nues.
Chapter 4: Emerging capabilities in the
sustainable digital economy
Figure 4.1: Emerging capabilities underpinning the sustainable
digital economy

23
Sensing refers to an organization’s
ability to absorb environmental,
climate, and social data inputs and
turn them into intelligible data. When
sensing is combined with instrumen-
tation – the ability to turn sensory
data into information, indicators, and
instruments that other organizations
are willing to pay for – the organiza-
tion can start capturing value in the
form of revenue. In an era of data
abundance and high incongruence in
data quality, comparability and relia-
bility, the ability to generate income
through instrumentation requires an
in-depth understanding of extant and
nascent market needs. This under-
standing differentiates a company
from its competitors.
Sustainable investing is essentially a
data-driven activity. Hence, sensing
and instrumentation can help reduce
search and verification costs for sus-
tainable assets and projects, allowing
for accurate determination of risks
and upside opportunities of invest-
ments, whilst also reducing moni-
toring costs.
Two key considerations are important
when developing a sensing capability:
data responsibility and data quality.
Data responsibility is of paramount
importance to any organization col-
lecting and using data. As different
regulatory environments have very
different approaches to this (compare
the GDPR in Europe with the relevant
US regulation), banks must manage
data internationally whilst being
consistent with both the law and the
values they adhere to.
Secondly, data quality is reflected in
appropriate quantity, consistency, and
comparability. A tendency in sensing
errs towards collecting an ever-in-
creasing amount of data without a
clear use case. This eventually leads
to data-related risks, especially where
collection concerns personal informa-
tion.
In terms of consistency and com-
parability, companies need to work
together and set standards to assure
what is being reported is reliable and
can be interpreted in a homogenous
way. A recent report by Deutsche
Bank9
for instance juxtaposed two
separate data sources to compare the
environmental footprint of an Apple
phone versus a Samsung phone and
found that using one data source led
to no comparable difference while the
other one suggested a difference of
factor 150. The underlying cause lay
in the way in which greenhouse gases
were attributed in both sources; Apple
performed better in the second study
because Apple, unlike Samsung, out-
sourced far more of its production.
Sensing

24
Smart phones, tablets and smart watches are technologies that
can be used as environmental monitors. Sensors that interface
with a smartphone or a digital device via associated apps can use
built-in geo-location functionalities to determine position. It can
for instance monitor concentration of particles in the air or other
indicators that can be used in loans where the cost of capital is
dependent on sustainability performance.
Earth observation technologies, such as satellites, drones, and
remote sensing technologies can detect and measure everything
from air quality to fish stocks and forest growth, and can thereby
help monitor sustainable investments or unsustainable activiti-
es. Such data can be used to develop bonds backed by natural
capital such as forests, lakes, or other biomes. This data can also
help tokenize natural resources which opens up new investment
and trade possibilities.
Basic, cheap technology such as tags and identifiers (e.g. RFID
chips) are becoming a reliable tool for harvesting basic binary
data, while many other sensing devices are increasingly affor-
dable, making it possible to attach them to mobile assets such as
livestock or produce. Physical monitoring can be done by weig-
hing or visual sensory devices (cameras). Intelligent and block-
chain enabled chips embedded in green assets can automate
data harvesting to provide richer verification of the underlying
asset of green bonds and loans. For example, chips measuring
solar throughput in PV panels turn technology into an interme-
diary in monitoring and validating the use of proceeds.
Geospatial artificial intelligence (geoAI) is an emerging science
that utilizes advances in high-performance computing to apply
various forms of machine learning (e.g. deep learning, neural net-
works) and data mining to extract meaningful information from
spatial big data. GeoAI has been used to predict air pollution and
can thereby be applied to automate calculation of investment
risks and potential upside opportunities. At the ground level, AI
applications can detect and categorize produce such as fish or
grades of coffee beans, enabling monitoring for sustainable and
ethical farming and fishing practices.
Table 4.1: Sensing technology applications
Mobile
Satellite
IoT
AI

25
Structuring focuses on how organi-
zations structure new types of data
in familiar ways or familiar types of
information in novel ways to serve
clients in existing markets.
Structuring technologies (see table
4.2) can improve efficiencies and
reduce frictions in stakeholder en-
gagement to create value. Through
effectively integrating structuring
technologies with data, indicators,
and/or instruments stemming from
sensory capabilities, firms can capture
additional value. Deploying such te-
chnologies enables banks to integrate
sustainability metrics into existing
‘standard’ products and services
for instance, thereby creating more
differentiated value propositions that
appeal to specific customer preferen-
ces. By improving efficiencies and re-
ducing waste, structuring innovations
also enable banks reduce the unsus-
tainability of existing processes.
Structuring
Table 4.2: Structuring technology applications
Distributed ledger technology offers confidence and efficiency
to multiple parties engaged in green financial products such
as green bonds by recording data on multiple copies of a fully
transparent, immutable, and shared ledger that distributed
across multiple participants and records transaction data in
real time.
In the case of blockchain-based green bonds, intelligent chips embedded in green
assets can automatically upload information onto the blockchain for all partici-
pants to see. Transactional activity can be automated by structuring contract data
in smart contract applications on the blockchain.
First generation blockchains and the cryptocurrencies that run on them such as
Bitcoin, are notorious for high energy consumption consensus protocols (proof
of work) because they reward anonymous “miners” for moving transactions and
maintaining an identical, distributed ledger through expending computational
power. Other consensus algorithms like Proof of Stake (latency and volume pro-
blems) or Proof of Authority (centralization problems) remain at the moment
impractical for high-throughput, low-value, decentralized transaction mechanisms.
Other blockchains are emerging that use automated algorithmic consensus proofs,
which are significantly faster, higher volume, and less energy consumptive. The
Stellar blockchain underpins a network favored by projects supporting unbanked
customers in developing economies and uses Federated Byzantine Agreement
as consensus mechanism. Solara’s “proof of fusion” is billed as Energy Additive,
because of its use of solar energy and solar panels in its consensus protocol.
Blockchain

26
With the right analytics capabilities, banks can analyze and in-
terpret massive amounts of unstructured data at a speed and
scale never before possible. Big Data generated by all types of
sensing organizations can be used by firms to better account
for sustainability and by the financial sector specifically to
integrate sustainability into existing indexes of funds and com-
panies or to develop entirely new indexes.
Intelligent machines have many uses for improving efficiencies
across a diverse set of economies related to energy, land use,
climate, and trade. Smart appliances could soon make autono-
mous decisions about the best time to start running, based on
real time electricity price information, enhancing demand flexi-
bility in the electricity market and reducing peak grid capacity.
Smart locks can be used during international transport and
connected to blockchains to reduce risk of dilution/counterfei-
ting/contamination of sustainable supply chains.
Consumption data extracted from mobile payment wallets can
enable algorithms to calculate individual carbon footprints.
Algorithms can offer advice on how to change consumption
practices to enter into a carbon-light lifestyle. AI thus offers
banks entirely new ways to work with consumption data of
customers and way to integrate sustainability into existing
banking products.
Robo-advisors use AI to guide investors towards suitable
investments, typically Exchange Traded Funds (ETFs) that
bundle securities into themed and lower-risk instruments in
which risk is hedged across a portfolio. Sustainable ETFs are
growing in popularity with the small investors who use ro-
bo-advisors able to offer ETFs to meet their preferences. For
example, sustainability-focused robo-advisor EarthSimple10
deals solely in sustainable ETFs. Beyond robo-advisors, AI
offers the ability to track behavior and extrapolate likely future
behaviors (e.g. for KYC processes) or recommendations for
cross-selling sustainable products, addressing the awareness
challenge for sustainable products
Big Data
IoT
Artificial
Intelligence
(AI)

27
Sculpting is the most creative capa-
bility by which organizations use new
data and possibly new structures to
create new networks through which
actors can exchange something of
value. The sculpting organization
creates social value through network
expansion and through facilitating
exchanges between counterparties
that were previously disconnected.
Through inspiration, a sculpting or-
ganization can turn this network into
a new marketplace where it can also
capture part of the value. A familiar
example is facebook that provides
a network structure (in this case an
open platform) through which indivi-
duals can exchange information and
interconnect in a new way. Through
inspiration, facebook turned this
sculpted network into a marketplace
where they sell user data and attenti-
on to marketers.
Sculpting
Table 4.3: Sculpting technology applications
Blockchain Can be applied to tokenize assets at household or community
level to securitize a micro green bond or micro business. Block-
chain can be used to create tokens based on many different
assets including but not limited to natural capital such as energy,
produce, minerals, or livestock, which can be turned into futures,
collateralizable assets, units of efficient exchange. Blockchain
can also introduce supply chain traceability. All these advan-
ces can help communities realize liquidity from natural capital
and enable alternative investments. In addition, blockchain-ba-
sed (decentralized) exchanges can be used by people to trade
carbon credits rewarded for reduced emissions or other types
of positive impact (e.g. SolarCoin) to expand carbon and social
premium markets.
Replacing credit history with individuals’ or companies’ digital
behavioral profiles, including metrics related to their supply
chain, energy, or emissions, generated by a combination of big
data and algorithms, can enable banks to open entirely new
markets focusing on SDGs 7, 12, and 13. Behaviors such as social
media network interactions, localization and movement tell
more about carbon emissions, sustainable consumption, and the
density of customers’ potential credit worthiness than ordinary
credit histories or collateral in most developing nations. This has
the added benefit of allowing the capture of non-financial data
pertinent to the SDGs.
AI

28
While taking critical care to provide adequate protections for
customer privacy, banks can work with micro-SMEs’ behavioral
profiles to compile sufficient data as guarantee to invest in proje-
cts from the household to the factory, while tracking the environ-
mental impacts of key business processes. Advanced analytics
can thus open up early stage investments into forest-preserving
agroforestry initiatives, organic farms, green companies, distri-
buted solar operations, and many other forms of small-scale
sustainable production that typically lack the collateral and data
history to solicit service from traditional banks.
Smart devices to measure, communicate, interpret, and disse-
minate information can inspire new market creation. Intelligent
chips embedded in solar cells allow small groups or individual
retail investors to invest in just one or a few solar cells, reducing
risk and enhancing liquidity. Automation of investments and
payment of returns to retail investors via smart contracts can
lower transaction costs enough to make such micro investments
profitable. Smart meters can be equipped with algorithms to
report energy savings above baselines via digital token issuances
onto a blockchain to enable seamless and immutable reporting
to support both traditional financier to consultancy and peer to
peer ESOC markets for energy performance contracts.
Open banking architecture can be used strategically to apply
FinTechs’ advanced analytical capabilities in Big Data to existing
storehouses of customer data. Open source innovation can help
banks to design new products and open up new markets. Banks
could incentivize FinTechs to use available data sets to design
for sustainability by creating APIs targeted at partners commit-
ted to designing for sustainability. This would change the role of
banks into platforms upon which FinTechs and banks can build
sustainable products and services in collaboration. Applying a
modular approach to partnership with technology companies
opens up transformation opportunities beyond enhancements
to existing products and services through the ability to consume
and use technology designed to solve sustainability problems or
supporting non-financial use cases. This may in turn support a
stepwise, though transformational, approach to sustainability for
the banking sector. Responsible use of customer data necessa-
rily requires banks to undertake ethical and regulatory conside-
rations when designing such solutions.
Big Data
IoT

29
Chapter 5:
Innovation cases in sensing,
structuring, & sculpting

30
Sensing organizations infuse markets
with new data and new information.
Two of the most important impacts of
sensing organizations involve promo-
ting the trend towards homogeneity
of metrics and reducing the costs of
robust verification processes1
.
Metric homogeneity can reduce
transaction costs, provide a foundati-
on for standard developments, faci-
litate cross-border capital flows and
facilitate the emergence of consistent
and comparable regulatory objectives
as well as corporate reporting. Impro-
ved data that becomes dynamically
available at scale can also have large
impacts on verification processes. By
reducing verification costs of sustai-
nability projects, sensing innovations
will enable impact investments and
development financing to grow more
trees, support more livelihoods, and
improve more lives.
Overcoming information deficiencies
with transparent, high quality, and
comparable data can facilitate the
incorporation of sustainability obje-
ctives in capital markets to support
the SDGs and empower citizen action.
Envirate is a Finnish NGO that uses
people’s sensory inputs (seeing,
feeling, and smelling) to rate how
humans experience the natural world.
They turn this crowd-sourced sensing
capacity into open access maps of the
earth, over time creating zones of en-
vironmental improvement and deteri-
oration. In doing so, they create social
value that can help direct citizen and
corporate action.
Improvements in sensing technology
create new data that is more relia-
ble, more easily accessible, or - in
the most radical cases - previously
unavailable. Longitudinal, regularly
updating, and globally homogeneous
datasets, produced through citizen
science (Envirate), behavior tracking
(Ant Forest), or satellites (Planet),
enable private investors, govern-
ments, and donor organizations to
better direct attention where the
need is greatest. Sensing innovations
also help us decipher complex earth
systems, revealing hotspots for inter-
vention and impact.
Sensing innovations deliver valuable metrics
Planet
Planet operates an
armada of satellites,
continuously circling
the earth, consistent-
ly and repetitively
mapping the entire
globe.
Planet organizes the value propo-
sition of its sensing work using a 4I
framework of data-driven outputs
(Information provision, Insight
generation, Indicator development,
and Instrumentation for policy and
financial planning).
Planet also uses existing data
sources with higher granularity
than their own satellite data to
compensate for the wide aperture
of the satellite lens.

31
By unleashing AI and machine
learning on a combination of gra-
nular and satellite data, they can
extrapolate valuable insights and
develop low cost dynamic and
indicators for how Earth’s natural
capital is evolving in near real time.
For instance, Planet has used
the LiDAR data of the Peruvian
forests collected by the Carne-
gie institution in 2014. These very
expensive data map Peru’s land
carbon for a single point in time
in a scientifically valid way. Planet
is overlaying these data with their
much cheaper satellite data and
can identify the existing spatial
structures (e.g. forests). By training
algorithms to correlate the spatial
structure of Planet’s optical data
to the LiDAR data from Carnegie,
they are developing a new low cost
tool to map forest carbon global-
ly. Such a tool could be used to
verify the growth of natural capital
(forestry) and once the algorithm is
sufficiently trained, could perhaps
be extended to other regions. If
so, Planet could start providing
a way to verify carbon capture in
natural biomes on a regular basis,
potentially disrupting the current
way in which carbon absorption is
currently verified using expensive
consultants who make estimates
about how much carbon a growing
forest is likely to absorb in the next
five years.
Sensing innovations such as Planet’s
could increase the actual environmen-
tal impact per dollar invested. This
in turn could enthuse more people
to invest because they can trust
that their contribution goes further,
leading to a possible triple windfall
for SDG13. As new combinations of
remote sensing and AI create more
homogenous ways to account for
carbon stock increases and other
ecological gains, it becomes easier for
both governments and organizations
to set goals for carbon capture, and
for Sustainable Finance organizations
to serve an expanding pool of global
impact investors. Sensing organizati-
ons can thus meet a key global obje-
ctive of having both more accurate as
well as more standardized data.
Improvements in sensing can also
play a central role in giving citizens
and local communities access to
the (financial) resources they need
to improve and protect their local
natural resources and to start enga-
ging in sustainable consumption and
production. Identity data is essential
for verifying online users throughout
the financing sector. When key data
do not exist or are lost, people are ex-
cluded from a global banking system
that still leaves more than two billion
people unbanked2
. While this number
has declined sharply since 2011, there
is still a long way to go before every-
one has access to basic financial
services like a current and savings
account and the related ability to
build up a credit history. By bringing
more people into the finance ecosy-
stem, sensing innovations support the
ability to play a direct role in trans-
lating impact financing into projects
that preserve the natural environment
while improving livelihoods.

32
A challenge with these sensing in-
novations is that they have to be
acknowledged by regulatory agencies
before they can really break ground.
Even if Planet could effectively and
cheaply verify carbon stock evolu-
tion in forestry at scale, it will still
take regulators to officially recognize
that such technological solution can
replace expensive consultants and
intermediary organizations. These
changes are unlikely to happen over-
night, and interim impact investors
and financial institutions can play a
proactive role in pushing for greater
efficiency by recognizing the techno-
logical solution before it takes on the
role of accredited “gold standard”.
Ant Forest
CO2
Ant Forest was born in 2016 of an effort at Ant Financial
to devise a carbon wallet for users to track their carbon
footprints within the AliPay ecosystem.
The application rapidly evolved to become a sensing tool
that helps users track diverse behavior shifts in lifestyles
that saved energy such as walking to work, paying bills
online, or taking the metro.
Ant Financial pioneered a system for instrumenting these shifts within a
unified metric. “Energy points” representing grams of carbon saved by
each day’s activities were calibrated by a third party university team, and
are earned as result of observed impact. Energy points became valuable
commodities for users through the innovation of an in-app tree plan-
ting game, the Ant Forest, where users could use their energy points to
plant and nourish a digital tree or sponsor the conservation of a plot of
parkland. The game is social too, allowing users to steal small amounts
of energy from friends or use their own to water the trees of peers and
sweethearts!
Ant Forest’s primary innovation thus lies in its sensing ability. The app
gives users the power to track changes in their personal environmen-
tal impacts and instrument those impacts through energy points. These
enable enjoyment (value capture) within a social game. A secondary
sensing innovation helps to close the loop, as IoT devices in Inner Mongo-
lia show users how Ant Financial plants a real life tree for each digital tree
a user raises to maturity inside the application. Since 2016, Ant Forest has
translated its sensing and instrumentation innovations into concrete value
via increased customer satisfaction and retention and a strengthening of
Ant Financials’ brand and cultural identify as a force for good and a leader
in sustainable finance.

33
In China, Ant Forest has made
headway patenting its innovations
in measuring changes in individual’s
carbon footprints, but the company
must contend with uncertainty around
the security of its IP as it moves over-
seas, and it continues to face regula-
tory uncertainty round the intellectual
property of its work in the gamificati-
on steps that constitute a critical step
in capturing ultimate value. However,
Ant Forest’s digitization of consumer
behavior and gamification through
energy points and friendly competiti-
on do not face close regulatory scru-
tiny and provide a nice example of
how financial institutions can innovate
in the sensing space while engaging
with their customers in a new way.
Across the sustainable digital
economy, decentralized information
gathering can not only dramatical-
ly lower costs of access to financial
services, but also help link those
services to individual’s environmental
stewardship. Automated sensing at
scale can also drastically reduce costs
of verification processes for forest
carbon absorption or shifting energy
use patterns for instance. This change
can in turn drive impact for existing
funds, entice more people into dona-
tions, and entice more suppliers (of
reforestation or efficiency projects) to
take the leap toward registration and
operation.
Advances in sensing and instrumenta-
tion thus make large problems more
manageable and facilitate further
action. For example, identification
of global hotspots or problem zones
as Envirate also enables donors
and NGOs to select future projects
based on the highest possible impact
rather than the most politically viable
project. In this way, information and
transparency can truly empower
previously powerless communities,
biomes, and countries.
In the end, sensing and instrumentati-
on helps decision makers make better
choices, and to make them faster.
To achieve the SDGs, it is essential
that innovators improve information
identification (who? which problem?
where?), reduce excessive variance in
instruments (how to assess?), increa-
se homogeneity – based on scientific
consensus – to organize dynamics in
information flows (what?), and embed
these improvements at the regulatory
and finance levels. Sensing represents
the first step in this process.

34
Structuring is the second capability
underpinning new sources of value
creation and business models and
is defined as the activities through
which actors embed new types of
data in existing processes. Structuring
thus involves a span of activities by
which firms incorporate data into their
business, modify or improve their
operations based on newly available
resources and technologies, and so
modify or reshape their broader inte-
ractions within the value chain. When
structuring organizations manage
to integrate their improved (digital
technology) structures and offerings
into value propositions that attract
market participants, for instance by
improving efficiency and thus lowe-
ring costs, they start capturing part of
the value they create.
Through structuring activities, inno-
vators open opportunities for other
actors within their value network to
improve their own offerings. Finan-
cial institutions are key actors that
will be affected by those structuring
organizations that strengthen existing
markets with improved efficiencies
and enhanced value. As markets
become restructured in a more effi-
cient way and often with better data
availability, opportunities for both
classic and new financial service pro-
vision are emerging.
Upgrading existing economic structu-
res that connect supply and demand
in ways that facilitate trust and reduce
waste can help meeting SDGs by
extending the impact of existing
capital allocations. Major pathways for
increasing efficiencies in the Sustai-
nable Digital Economy leverage digital
tools for packetizing risks, diversifying
sources of supply and demand, im-
proving transparency, and reducing
frictions in various modes of trade
and exchange.
Advances in structuring may involve
using information flows genera-
ted within the Sustainable Digital
Economy as the backbone for various
types of ‘data-backed’ loans and
other financial services (e.g. invento-
ry-backed loans, overdraft facilities
based on ecosystem reputation, or
loans against guaranteed sales orga-
nized within tokenized smart contra-
cts).
Structuring innovations integrate information in
existing markets

35
Collaborative commerce on a plat-
form like DiMuto’s allows small scale
farmers to acquire trustworthy
premium reputations and capture
gains from trade. The transparency
that comes with DiMuto’s technology
assures quality, reduces health and
contamination risks (and facilitates
attribution of who is responsible)
and gives sustainable eco-farms
power to reliably prove the origin of
their produce. This enhances trust in
farmers’ claims and potentially increa-
sing downstream willingness to pay.
Financial institutions may also utilize
such platforms to provide various
financial services at lower rates
because they have a more rounded
risk assessment of the ecosystem
partners, providing vanguard lenders
a competitive advantage. Partners
within ecosystems like DiMuto’s can
also trade in bespoke tokens (e.g.
the DITO token) to enhance trade
liquidity, reduce FX costs, and begin
inserting blockchain into additional
lines of business without taking on the
fixed development costs of a bespoke
system.
Banks have also started to build their
own supply chain provenance systems
over blockchain. Realizing the benefits
of traceability and reduced double
counting to manage supply chain
risk, these include DBS’s own work in
partnership with Agrocorp3
and the
we.trade banking consortium. Across
the board, these emerging supply
chain traceability platforms present
an opportunity to inject sustainability
criteria into the monitoring of agricul-
tural or other produce, with relatively
low additional costs.
DiMuto DiMuto is a Singaporean start-up restructuring the global
fruit and vegetable trade business around the principle
of collaborative commerce (c-Commerce™). Using block-
chain and digitized trade commerce papers, DiMuto is
working to create a transparent track and trace system
that runs from farm to fork.
By on-chaining trade operations between multiple players on a distribu-
ted, immutable ledger, DiMuto produces a digital trace of agreements,
contracts, store locations, delivery times, and transfer points. This reduces
risks of fraudulent data submissions and trade frictions and allows for a
faster, reliable identification of problems, if and when they occur.
Integrating IoT data into a blockchain ledger enhances the reliability and
availability of product information during international transit. By linking
smart locks and temperature sensors directly to the DiMuto blockchain,
the system provides quasi real time updates about the state of the cold
chain during shipping. Eventually this information will reduce wastage,
improve quality, and support a “race to the top” in trade transparency.

36
The World Bank’s move has led to
more bonds being issued, however
to date the technology has not been
applied to building and executing a
green bond. The process of verifying
that bonds meet green or sustainable
standards remains a manual process.
However, because this process and
the validation that follows execution
are business rules based, there is a
further opportunity to apply the same
technology to these processes.
Automated sustainability authenticati-
on and validation for green or impact
bonds, once accepted by authorities
as a replacement for today’s authen-
tication and validation procedures,
presents a significant reduction in
cost, risk and time, creating a broad
and deep potential market for sus-
tainable investment instruments.
The reduction in absolute cost of an
authentication process will lower the
bar to entry for sustainable bonds, for
example, opening out the market to
smaller projects. Meanwhile, increased
confidence in outcome data promises
to expand the geographical scope of
issuances to countries and projects
outside traditional “safe” investment
areas like Nordic construction (where
data and metrics are considered
easier to collect and validate) to
developing economy contexts and
projects.
The Bond The BOND-I is the World Bank/CBA’s recent issuance of
the first blockchain based bond, the Blockchain Opera-
ted New Debt Instrument. The BOND-I uses blockchain
as a public ledger to reduce the cost and risk of the in-
vestment structure through automation and traceability,
rather than using blockchain as a cryptocurrency-based
value exchange mechanism.
With the BOND-I, contract actions execute automatically once contract
conditions have been met, reducing the need for intervention, significantly
speeding up processing, and reducing administrative overhead and costs.
As a sustainability organization, the World Bank’s bonds are automatically
sustainable, however there is further opportunity to increase validation
and traceability through integration of cryptocurrencies and natural asset
accounting. The World Bank is actively contemplating enhancing the
instrument with crypto, although this was discounted for the first issuance
based on concerns with environmental impact. Developments in algorith-
mic consensus protocols, such as Stellar’s Federated Byzantine Agree-
ment (FBA) mean that blockchains can now run without these externaliti-
es, opening up this opportunity.

37
While CarbonGrid provides an initial
step by packetizing and diversifying
CERs, other organizations are emer-
ging that are taking next steps to
dramatically reduce verification costs
of actual projects to support green
bonds for forestry and other forms
of natural capital. Financial instituti-
ons of the future will be well-versed
in these alternative products both as
investment assets as well as potential
hedges. Once projects are establis-
hed and estimated carbon absorption
is determined, future CER prices can
be estimated and potentially used
to hedge exposure to other financial
assets such as energy commodities2
.
Moreover, as technology develops,
philanthropists and donor organizati-
ons that invest in reforestation efforts
for instance are likely to start asking
for more transparency regarding the
percentage of their contribution that
goes to intermediaries (e.g. con-
sultants and verification agencies)
instead of actual re- or afforestation.
While these expenses may add value,
they also reduce the total amount the
actual planetary impact. Efficiencies
and technological verification may
underpin both a growth in the total
quantity of capital directed towards
natural capital preservation as well
as an increase in the efficiency with
which this capital is spent.
These cases highlight innovations that
allow participants in existing markets
to value planetary resources, like a
stable climate or natural biodiversi-
ty, when making discrete business
decisions. By boosting liquidity and
availability of CERs for a more diverse
CarbonGrid CarbonGrid is a Singaporean-Vietnamese start-up that is
tokenizing carbon emission reduction certificates (CERs)
for resale over the blockchain. By tokenizing CERs, Car-
bonGrid restructures the market by enabling the purcha-
se of smaller offsets while using a network of authority
nodes to identify and select only high quality projects.
This may attract new demand for CERs from households, small scale emit-
ters, and companies that can incorporate CarbonGrid’s protocol directly
into blockchain applications. White labelled, the protocol can then enable
users across ecosystems to offset emissions associated with their transac-
tions.
By packetizing and diversifying at the same time, actors can purchase a
varied portfolio of small quantity offsets all over the world or focus their
contributions on places and projects of their own choosing. Blockchain’s
transparency also ensures that a single project is never double-counted or
double-sold. For external organizations that need to verify the veracity of
offsetting claims (e.g. consultants that provide a stamp of approval on a
CSR report in which claims of offsetting are made), CarbonGrid’s system
also offers easier verification.

38
group of actors, CarbonGrid can
more effectively price the premium
investors place on a carbon-neutral
or carbon-positive investment event.
Fairventures, another company we
spoke to for this report that opera-
tes in the tropical timber market in
Borneo, integrates information about
sustainable agroforestry returns for
smallholders. By valuing ecosystem
services in a transparent way, these
organizations could provide much
needed signaling function to the fi-
nancial community. When their value
goes up, impact investments could
be found to perform better as well –
either because good businessmen do
good or because doing good provides
a signal that enhances investor confi-
dence. Financial institutions that learn
to see these as markets for informati-
on signals could keep abreast of their
competition by seeing projects that
will be profitable before others even
consider them.
Blockchain technology is also a key
enabler for opening up new busines-
ses and technology providers to wider
investor pools. While the notorious
Initial Coin Offering (ICO) boom of
2017-18 effectively unleashed security
investment into completely unregu-
lated markets, leading to a very high
number of fraudulent offerings, the
subsequent market and regulatory
reaction has led to the development
of Security Token Offerings (STOs).
The STO market is developing rapidly
and presents an opportunity for
large financial institutions to become
leaders in standardizing global plat-
forms and shaping those platforms
in ways that prioritize and reward
companies with strong sustainability
credentials.
Accessible only to accredited in-
vestors, STOs constitute tokeni-
zed bonds or equity holdings in a
company with a securitized structure
that complies with US SEC regula-
tions. STOs are thus powerful tools
for opening up investments in SMEs
outside cumbersome traditional
processes of exchange listings or
the Venture Capital market (which
tends to only support ventures with
high-growth (i.e. 10X) potential). For
projects and businesses with a slower
burn RoI, including many impact-focu-
sed SMEs, STOs can provide greater
liquidity while enabling smaller inve-
stors to support sustainable ventu-
res with very low transaction costs.
STOs compliant with local regulations
in Asian markets, and further sup-
ported by sustainability indicators,
can provide an attractive instrument
encouraging investment while promo-
ting sustainable behaviors in growing
companies seeking funding.
A nice example of this in the en-
vironmental space is Danish start-
up Ekofolio that scans the earth for
great sustainable forest investments
(sensing capability). In a second
step, the company sets up a special
purpose vehicle that purchase, owns
and manages the forest and lists
the forest on its digital platform and
invites individuals to purchase tokens
that represent stakes in the forest,
generate dividends, and may increase
in value due to speculation or funda-
mental changes in the timber price
and the value of the land which both
affect the net asset value of your in-
vestment.

39
Sculptors employ existing data or
collect their own data much like
sensing organizations. They also
integrate these data into new value
propositions like structuring organi-
zations. The fundamental difference
that separates sculpting organiza-
tions from others lies in who they
connect. Sculpting entails a process
of designing “a specific institutional
arrangement consisting of rules and
conventions that make possible a
large number of voluntary transfers of
property rights on a regular basis”4
. In
the digital space, these organizations
often cultivate interactions within mul-
ti-sided markets, flourishing in the role
of market maker, broker, or platform.
For a market to come into being,
three complementary factors need to
coalesce. There needs be 1) demand
and 2) supply for a product or service
and 3) a set of minimal institutions
to enable buyers and sellers to reach
agreements on price. In the absence
of the third factor, exchange may still
occur in a shadow economy or via
other, illegal ways.
In the context of investments to
support the SDGs, all three factors
often prove problematic. Buyers
may exist, but lack ability to pay,
or demand may prove latent or
unknown. Supply may also be absent
due to information deficits and uncer-
tainty. And even when suppliers envi-
sage a product that customers need,
it may be very hard to find a suitable
time and place to engage in exchan-
ge. Especially in poorer countries,
the infrastructure and experience to
actually engage in market transacti-
ons may be lacking. In other, shortfalls
in judicial and regulatory institutions
- such as corruption, poor contract
enforcement, or the possibility of
expropriation - further exacerbate
difficulties and undermine trade.
What appears common across a part
of the sculpting cases is a process
by which innovators take a situation
characterized by high levels of uncer-
tainty - that precluded market forma-
tion – and transform that uncertainty
into manageable risk. In no situation
is uncertainty more salient than when
entrepreneurs work to discover or
open new markets. Sculptors solve
this problem by transforming uncer-
tainty into probabilistic risk, often
via the deployment of a novel unit of
account such as a pricing signal or
measure of attention or trade flow.
Through these innovations, sculp-
tors enable pre-existing ambiguity
to coalesce into collective alignment
and strategic direction, with the result
being a new market for exchange. In
addition, these organizations identify
existing or emerging human behavior
or need and address it via a tailored
new business model or product.
Sculpting innovations discover, open, and shape
new markets

40
Sculpting organizations need to
convince people and organizations
that they can operate within a formal
market context by connecting pre-
viously unconnected supply and
demand. To do so successfully, they
typically need to both disrupt and
co-exist with existing financial institu-
tions. hiveonline, for instance, creates
a verifiable source of identification
using phone records, and uses AI to
verify whether the social network of
an entrepreneur indeed reflects their
stated occupation. They use neural
network analysis of phone records
to learn about a person’s role in their
community. In doing so, they aim to
provide basic banking services in col-
laboration with local Village Savings
and Loans Associations but through a
completely new and digital platform.
Banks may employ sculpting inno-
vations to address many challenges
to the scaling of sustainable finance.
Solutions may entail a combination
of blockchain auditability, sensing
technology, and digital validation
deployed within novel financial pro-
ducts. For example, sculpting banks
may extend the sustainable bond
concept to sustainable community
bonds by injecting rewards based on
behavior-linked tokens into payment
schedules, or by automating value dis-
bursement to enable engagement of
multiple, small-scale enterprises into
larger development projects.
hiveonline is a Danish digital platform using blockchain, social
networking, mobile data, and strategic partnerships to develop
a holistic digital exchange system (DES) for the unbanked. The
DES provides digital contracting and an accounting system for
informal, unbanked microbusinesses, reputation building, tokeni-
zation of natural capital to underpin creditworthiness, and social
network verification using phone records for KYC.
A digital currency for transactions is safer and more mobile than cash, cheaper
than mobile money, and pegged to a local currency to avoid changes in monetary
supply. The company is targeting initial operations in Niger, where analog lending
circles have helped women to partially address the environmental shocks caused
by climate change, but are limited by the use of cash and lack of formal records.
Here, hiveonline collaborates with local lenders and community lending circles to
enable lenders, already establishing clean energy and water solutions, to extend
program rollouts.
The platform’s relevance to the natural environment cannot be underestimated.
By enabling the tokenization of natural capital (e.g. a cow) and social capital (e.g.
network of mobile contacts), hiveonline digitizes less-fungible forms of collateral
essential to the subsistence farmers and livestock breeders who form about 87%
of the population and over 50% of households involved in crop production5
. By
enabling low-cost digital finance, farmers can start investing, narrow the yield gap,
reduce rain dependence and produce products using more sustainable energy
sources and techniques.
hiveonline

41
By creating an open architecture for
peer to peer insurance, Arbol is both
disrupting a traditional insurance
space while simultaneously seeking
partnerships with incumbents. While
such balance acts are notoriously
difficult, the opportunity Arbol has
identified and sought to address with
their platform may very well appeal to
large scale insurance companies that
are willing to absorb small counter-
party risks that are relatively uncor-
related to their other assets. Further,
by building tokens that reflect idio-
syncratic contracts between multiple
parties tradeable, Arbol is creating a
novel asset class of interest to hedge
funds, investment bankers, or even
private impact investors seeking to
diversify their portfolio. The soluti-
on promises to bring much needed
liquidity to a market that currently
does not exist and narrow a long
deemed unsolvable financing gap in
smallholder agriculture.
Meanwhile, the increasing personaliza-
tion of insurance contracting – to the
advantages for small scale farmers
that could not previously hedge their
weather exposure risk – may also hold
a potential dark side that regulators,
insurers, and major banks. As more
personalized information about po-
tential clients becomes available (e.g.
health and credit assessments), the
common basis for insurance contra-
cting – the socialization of risk which
ensures that the few bad apples are
protected and cross-subsidized by
the many good apples – may begin to
dissipate. Increasing stratification of
better-known risk pools may leave the
poorest and most vulnerable exclu-
ded, leaving governments to underta-
ke greater responsibility.
Arbol is pioneering a global, location-specific, peer-to-peer index
insurance market using blockchain, smart contracts, and public
weather data. This work addresses unmet needs of farmers
whose livelihoods hinge on local weather events like storms,
droughts, and heatwaves.
Existing insurance is ill suited, with inflexible terms and prices driven by large US
agricultural firms. Index insurance smart contracts pay out a pre-set amount whe-
never an agreed-upon weather threshold is reached, replacing output ambiguity
(i.e. damage) with input alignment (e.g. more than 125 ml of rainfall in a 3 month
period).
Arbol contracts are tokenized (ERC741), transparent, and cost-effective (no human
interaction). Arbol contracts self-execute near-instantly on Oracle confirmation
of a threshold event, and cannot be reneged or corrupted within an immutable
blockchain. Big data and blockchain improve efficiency and to connect currently
unconnected actors (i.e. a Laos farmer with a Swiss investor betting on weather
outcomes). P2P insurance enables anyone to enter the market and absorb counter-
party risk by trading in a new asset class widely uncorrelated to others. The tokeni-
zed contracts can be traded on a secondary exchange to ensure underlying capital
remains liquid during contract duration.
Arbol

42
This may entail socializing risk
through taxation (or issuing coun-
terparty guarantees), or accepting
that some people will be left to their
own devices. The choice will involve
serious coordination between sta-
keholders like insurance companies,
banks, and the regulators.
Across markets, developing sculpting
skills is proving important for insti-
tutions seeking to improve financial
inclusion and develop niche services.
Yet without social validation and other
reputational assets, issuing loans and
providing basic financial services
to small businesses and individuals
remains expensive. As an example
of a potential solution, hiveonline’s
technology facilitates the automati-
on of contract administration make
micro-financing across the platform
more appealing to donors and inve-
stors. Blockchain architecture and
online contracting creates an efficient
and transparent accounting system
that works in an informal economy,
making it feasible to verify economic
exchange and determine the risks with
lending to individuals who otherwise
would have no access to financial ser-
vices. Such innovations open opportu-
nities to extend investment opportuni-
ties via securitized loan portfolios, or
community bonds.
More sustainable investment pro-
ducts can be built based on these
validation and contract opportunities,
such as Solar or other natural asset
bonds. These can in turn be issued as
Securitized Token Offerings (STOs),
or bundled into ETFs, to build out the
sustainability portfolio of financial
institutions. The same technologies
make is easier to issue, track, valida-
te and distribute green bonds sup-
porting development projects with
targets related to climate emergency
resolution or the creation of a circular
economy.
Applying sculpting approaches to
financial markets creates opportuni-
ties to develop new types of financial
instruments supporting complex col-
laborations between multiple com-
panies and devising reward systems
based on non-financial, sustainable
metrics and milestones. Following the
lead of the sculptors, banks can start
to leapfrog barriers to financing large
scale projects in developing economi-
es while supporting new, sustainability
focused activities that address lar-
ge-scale problems like coastal erosion
and desertification.

43
Chapter 6:
Discussion and recommendations

44
The first four chapters provided an
overview of the funding gap facing
the SDGs, highlighted barriers to Sus-
tainable Digital Finance, and introdu-
ced three capabilities that start-ups in
the Sustainable Digital Economy are
developing to tackle the SDGs. The
use cases then sampled in chapter
five underscore ways banks may build,
buy, or otherwise emulate these capa-
bilities to overcome barriers to scaling
sustainable finance, such as high costs
of verifying sustainable assets and
impacts.
For banks, collaborating with fintech
start-ups hold real promise to expo-
nentially increase the availability,
attractiveness and accessibility of
sustainable financial products across
markets. In nearly every example of
transformational change, no single
business has the combination of
skills, vision, expertise, distribution
network and customer reach to go
it alone. Echoing the comments of
Christine Lagarde when presenting
the Bali Fintech Agenda and the G20
EPG recommendations, it is through
the power of partnerships that these
initiatives succeed. Building successful
and sustainable partnerships that use
sensing, structuring and sculpting is
critical to driving positive change in
sustainable digital finance.
While we recognize policymakers
retain a critical role in directing the
global economy towards a greater
focus on sustainability, it is the finan-
cial institutions, with their daily busi-
ness of building and shaping financial
markets, that must drive the change
that will release mass-scale, private
financing to achieve SDGs 7, 12, and
13. To this end, the insights genera-
ted from this report and the analyzed
sample of start-ups support three
complementary strategic directions
banks may initiate to embark on the
journey towards becoming organiza-
tions powered by sustainable digital
finance. These three strategic directi-
ons align with the framework introdu-
ced in chapter four. Creating sustaina-
bility metrics requires a combination
of sensing and instrumentation capa-
bilities, integrating sustainability into
services resonates with structuring
and integration capabilities, while
developing new products and markets
reflects the sensing and inspiration
capabilities.
Chapter 6: Discussion and recommendations

1) Use digital techno-
logies to CREATE
SUSTAINABILITY
METRICS and digiti-
ze environmental in-
formation for green
financial products.
2) Use digital te-
chnologies to INTE-
GRATE SUSTAINA-
BILITY INTO existing
financial services
and innovate how
banks distribute pro-
ducts and services
to existing custo-
mers.
3) Use digital te-
chnologies to
DEVELOP NEW
SUSTAINABLE PRO-
DUCTS, SERVICES
AND MARKETS
which may involve
significant redesign
of the banking busi-
ness model.
45
Table 6.1: Three capabilities underpinning sustainable digital finance
In realizing this agenda, banks may
leverage the framework developed
in this report to organize concrete
operational changes. Doing so may
mean overcoming barriers to change
and providing sustained motivation
for adapting routines, legacy systems,
habits, and culture. While we recog-
nize the importance and difficulty of
bank transformation, this report only
has space to acknowledge that trans-
formation and change management
requires a lot more than developing
new sensing, structuring, and /or
sculpting capabilities. In existing in-
stitutions, developing new skills goes
hand in hand with unlearning others,
which is always difficult 1
. Transfor-
mation may require replacing current
core competences with new ones
before core capabilities of the past
become core rigidities in the present2
.
Such challenges and difficulties are
inextricably linked to transformatio-
nal processes across sectors, and are
hardly unique to evolutions toward
sustainable digital finance. Advice,
case studies, and insights on the topic
appear in a variety of worthy reports
and books 3-6
.

46
Use digital technologies to create
sustainability metrics to digitize
environmental information for green
financial products.
1) Sensing / Instrumentation
RECOMMENDATION 1 – Increase use of environmental data to
enhance risk capabilities and adjust pricing: Sensing technologies
such as satellites, dumb and intelligent chips embedded in green assets
can reduce the cost of reporting on green metrics across loan portfolios,
allowing banks to better measure and disclose their environmental and
carbon impacts across loan portfolios. Technologies for green tagging
are rapidly evolving and banks are deploying them for green tagging of
commercial real-estate and mortgage loans.
RECOMMENDATION 2 – Enhance reporting on environmental impact
(including indirect Co2
emissions): As banks are enriched with additi-
onal data, they will be able and expected to disclose both risk exposure
to environmental and climate change, as well as environmental impact.
This will affect capital allocation amongst banks. An essential aspect of
this is to ensure that reporting is globally comparable and that relevant,
homogenous metrics underpin both accounting and voluntary disclosu-
res
At the core of both recommendations
is the belief that digital innovators and
banks can, through sensing, develop
more reliable, better quality, and more
evolutionary data about the natural
world and about the sustainability
impacts of actions, processes, and
organizations. These data can infuse
their processes, guide the provision
of financial services with sustainabi-
lity in mind, and become a valuable
source of competitive differentiation
and customer attraction in the coming
decade.
In Asia-Pacific for instance, green
tagging across fast-growing real
estate portfolios can help banks
measure the energy performance of
real-estate loans. Energy consumption
in the built environment is expected
to continue to grow rapidly due to
a combination of new construction
spurred by high economic growth and
urbanization and increasing demand
for cooling in warm climate regions.
Energy-efficient buildings market
revenue in the region is expected to
grow from $65.3 billion USD in 2017 to
$111.3 billion USD in 2026 7
.

47
The region is turning to stricter guide-
lines and requirements for energy
efficiency in buildings, using a variety
of policy tools including appliance
standards and labelling, building
energy codes, energy performance
ratings, certifications, financial incen-
tives, public sector demonstations,
and awareness raising campaigns are
all being utilized, with differentiations
in comprehensiveness and depth of
each policy tool. Automated data har-
vesting allows banks to monitor both
positive and negative attributes of a
portfolio and to price externalities into
the cost of capital to deliver on SDG 7,
12 and 13.
The built environment provides just
one example of where banks could
use sustainability metrics to enhance
their portfolio pricing and risk deter-
mination. Other areas where related
capabilities could be useful are in
determining the carbon (or ecosy-
stem) impact of industry loans (i.e.
explicit consideration of what they will
be used for), co-financing sustainable
energy investments (e.g. rooftop
solar) with corporate clients at a lower
cost of capital, and advising clients
about their own ESG reporting. At the
same time, banks can lead by example
and become much more transparent
about their own direct and indirect
environmental footprint, their environ-
mental objectives, and the strategy
and plans implemented to achieve
those.
Eventually, such data sources can lead
to the institutionalization of natural
capital accounting, facilitated by
IoT-monitored and validated obser-
vations about positive impacts such
as waste reduction, recycling and use
of green energy, as well as negative
impacts including greenhouse gas
emissions and water pollution. Im-
portantly, banks should refrain from
developing idiosyncratic, non-trans-
parent indicators and reporting
standards that are not shared by the
financial community.
As suggested by Simon Smiles, UBS’s
Chief Investment Officer for Ultra High
Net Worth “a lack of a universal taxo-
nomy for “sustainable” investments
and financial products confounds
day to day efforts to validate sus-
tainable finance assets that support
energy transitions, sustainable pro-
duction methods, carbon reduction,
and positive impact more generally”.
Specifically, “the lack of standardized
and high-quality data about sustai-
nability efforts does not enable fair
comparisons among companies within
industries. The plethora of names for
all types of investments with positive
externalities confuses investors and,
in the worst cases, also risks lulling
people into a false sense of security,
by giving the impression that enor-
mous amounts of money are sustai-
nably invested”. The reality however is
different and while sustainable in-
vestment and sustainable finance are
surely on the rise, an ‘orders of mag-
nitude’ increase is required to meet
the SDGs.

48
Integrate sustainability into existing
financial services and innovate how
banks distribute products and ser-
vices to existing customers.
2) Structuring / Integration
RECOMMENDATION 3 – Use technology to promote traceability in
supply chains: As consumers become more aware of the negative
consequences of irresponsible production, from human rights violations
and corruption to climate change, they are demanding more and more
transparency across the value chain. Increasing transparency is complex
given the fragmented nature of value chains. However, banks can aid the
deployment of satellite and blockchain technology to increase auditabi-
lity and transparency of value chains to verify that products are produ-
ced sustainably. It offers banks opportunities in terms of trade finance
and instant payments.
By deploying blockchain technology,
banks can create significant efficien-
cies with positive economic and en-
vironmental impacts. These efficien-
cies are the outcome of developing
structuring capabilities that digitize
existing markets and augment infor-
mation transfer within those markets.
DBS for instance partnered with
Agrocorp to develop a blockchain
trade platform that connects 4,500
Australian farmers with Agrocorp’s
restaurant and supermarket custo-
mers. The platform provides real-time
pricing, shared delivery information,
and automated trade finance ap-
proval, cutting Agrocorp’s working
capital cycle by 20 days and impro-
ving security 8
. Right now the platform
serves primarily economic objectives
but in the future it will add additional
source information about the water,
fertilizer, and pesticide usage of the
commodities traded. This will improve
food traceability and sustainability
data and thereby help to address
problems such as deforestation in
the region by promoting deforesta-
tion-free palm oil production, a key
cause of carbon emissions in Asia-Pa-
cific 8
. This platform will also enable
banks in the region to measure de-
forestation across their portfolio.

49
RECOMMENDATION 4 – Digitize capital market instruments: Alt-
hough Asian green bond issuance reached $43.4 billion USD in 2017,
only a very small portion of green assets are financed by capital market
instruments certified as “green”. One of the barriers is the cost of cer-
tification and monitoring, which impose additional costs to green bond
participants. Digitizing bond offerings brings down the cost of obtai-
ning and reporting environmental data for green bonds, allowing many
more companies, especially small and medium sized enterprises, to
meet the requirements to issue green bonds.
Digitization can contribute to the
standardization of legal contracts
that are required for issuing bonds.
The combination of standardization
and digitization can drastically lower
costs, especially if contracts can be
hard-coded in so-called smart contra-
cts that help automate execution and
issuance. By putting green bonds on
the blockchain, the underlying assets
can be tokenized which in theory
could enhance liquidity and further
reduce transaction costs. In addition,
as suggested by the recommendati-
ons under the sensing / instrumentati-
on section, digital technology facilita-
tes environmental impact observation
and measurement. Banks issuing
green bonds must be able to report
on their environmental impact inclu-
ding for example carbon emissions
avoided through renewable energy,
carbon stored in new forest growth
and ecosystem services provided in
preserved natural biomes. Sensing
innovations make such reporting more
affordable, trustworthy and transpa-
rent.
All these efficiency gains make it
more economical to issue green
bonds which reduces the required
scale of the underlying project as well,
potentially bringing smaller, regio-
nally relevant initiatives within reach.
This would lower the hurdle for small
borrowers who would currently like to
issue a green bond but are priced out
of the market due to the high associ-
ated costs. In addition, down-scaling
green bonds itself could have a positi-
ve impact on demand if people have a
preference for investments that make
a difference ‘in their own backyard’.
By collaborating with an organization
like Envirate, banks can create sustai-
nable digital financial products like
bonds or green loans to either invest
in the revitalization of natural capital
(and benefit from CO2 emission
markets) or improve their reputation
by providing low-cost, high impact
loans to communities who have the
capacity to revitalize their own ne-
ighborhoods but lack the capital to
do so. If banks would open up this
lending capacity to its retail and
corporate customers, they would turn
their sensing innovation into a sculp-
ting one. By underpinning this new
service with new digital technologies
like blockchain for transactions and
transparency and AI for verification
of project progress and creditwor-
thiness assessment of the community,
this could also become a structuring
innovation.

50
Develop new sustainable products
and markets which may involve
significant redesign of the banking
business model
3) Sculpting / Inspiration
RECOMMENDATION 5 – Create tailored environmentally responsible
investment products: Data allows banks to provide tailored invest-
ment products that, with a higher degree of confidence, create not only
a financial outcome but also achieve specific regional environmental
outcomes, or support one or more of the UN’s Sustainable Development
Goals (SDGs). Private wealth has an important role in mobilizing capital
to the SDGs and the Asia-Pacific region accounts for 38.1% of global
High Net Worth (HNW) Individuals 9
. Banks can use data analytics to
create personalized investment portfolios for HNW clients based on
their sustainability preferences.
This may introduce a source of more “patient capital” from impact in-
vestors who still seek financial returns and thus expand this source of
capital beyond the realm of philanthropy. In addition, automation driven
by low cost robo-advisory services can open up investment opportuniti-
es to a larger segment of private and even retail banking customers. By
making it easier for individuals to invest in accordance with their values
and preferences, the total amount of capital available for SDGs may
increase significantly.
The most common and easiest
way to do responsible or sustai-
nable investment is through the
exclusion of irresponsible compa-
nies. Such norm-based screening,
encompasses the broadest per-
spective on “sustainable invest-
ment”, and requires merely that
one refrains from investing in
companies where there is eviden-
ce that these companies breach
minimum standards of business
practice based on national or inter-
national standards and norms such
as producing illegal cluster bombs.
However, without actual evidence
of breaches, assets by default are
taken to meet the norm-based
screening requirement. Informed
investors are likely to know the
relative ease with which assets can
be frames as “sustainable invest-
ments” even if they may not align
with their values.

51
Another example is the UN-backed
PRI, a thriving global initiative with
over 1,600 members representing
over $70 trillion USD assets under ma-
nagement. As the PRI states, ”signing
the internationally-recognized Princip-
les for Responsible Investment allows
your organization to publicly demon-
strate its commitment to responsible
investment, and places it at the heart
of a global community”9
. However,
becoming a signatory to the UN-PRI
does not require that the signatory’s
assets under management are being
invested sustainably, let alone with
intentional, verifiable, and measu-
rable positive social or environmental
impact.”
While these examples exhibit that
sustainability can mean many things
to many people, banks can use these
sustainability gradations to their
advantage. Banks can use AI/ML for
instance to analyze their customers’
spending and investment behavior
and infer strategic investment prefe-
rences from that. Rather than pro-
posing standardized one-size-fits-all
portfolios of “ESG”, “sustainable” or
“impact” investments, low-cost cust-
omer-centricity may lead banks to
tailor portfolio solutions to all their
clients, based on the clients’ idiosyn-
cratic preferences. Mass customizati-
on is key to overcoming one barrier to
greater sustainable investment in the
SDGs. ”Many investors find it difficult
to navigate generic ESG informati-
on to identify particular investment
solutions that suit their financial
and sustainability goals,” said UBS’s
Smiles. ”We need more personalized
investment content that captured
personal sustainability preferences
across different environmental, social,
and governance issues, as opposed to
the ”one-size-fits-all” approach using
standard ESG data.” Financial services
firms could then use these bespoke
client preferences, internal sustaina-
bility data, and external providers to
show investors potential investment
instruments that particular fit the
cause they care about10
.

52
RECOMMENDATION 6 – Use data to promote environmentally re-
sponsible living: Banks may open additional APIs to collaborate with
external partners that commit to designing new green products. Alter-
natively, banks can do so in-house by analyzing data about individual
consumers’ consumption patterns and lifestyle choices. Algorithms can
structure this data and turn it into individualized environmental foot-
prints from consumption, compare trends across peer groups and de-
mographics and create peer competition incentives using Social Media.
The rapidly growing middle class
in Asia-Pacific is increasingly
health conscious and many in
urban areas experience first-hand
the negative consequences of
climate change in the form of air
pollution – making it a customer
group potentially receptive to
behavioral nudging. Banks can
present consumers with their en-
vironmental or carbon footprint
in novel ways to help raise the
awareness about their personal
impact on the planet. They can
learn from platforms using gamifi-
cation to nudge sustainable be-
haviors and incorporate such ideas
in their own services. For instance,
banks could create individualized
carbon wallets or impact tokens
that directly link natural capital to
private value and confer privileges
in financial products such as mort-
gages and other lending products,
to reward and incentivize green
behavior.
A relatively easy way into these
novel services is for banks to
exploit their access to their cust-
omers’ utility bill payments. They
could champion energy, gas, and
water efficiency by translating
monthly expenditures into carbon
and water footprints and incenti-
vizing their customers in diverse
ways to offset and reduce their
environmental impact. More ad-
venturous banks could underpin
such environmental footprinting
with blockchain technology and
develop impact tokens that confer
loyalty points or privileges in finan-
cial products such as mortgages
and other lending products. Such
impact tokens would reward and
incentivize green behavior, from
reducing energy consumption to
engaging in online banking. Such
initiatives integrate create new
markets for sustainability, appeal
to environmentally aware millen-
nials and support the delivery of
SDG 7, 12 and 13.

53
Chapter 7:
Conclusion

54
This report has presented three core
capabilities that underpin the trans-
formational journey from 20th century
banking to sustainable digital finance.
Each capability can be developed
in-house over time or can be deplo-
yed through new partnerships with
FinTechs and other digital innovators.
Learning new skills and capabilities
that may potentially replace existing
competences is hard to do, but those
banks that stick to their current prac-
tices risk becoming obsolete as their
core competences of the past become
core rigidities in the future. Cultural
change and transformation is requi-
red to successfully reap the benefits
offered by digital transformation.
Partnerships too require change on
both sides. On the one hand, small
and nimble FinTechs will need to dive
into the content of the Paris agree-
ment and SDGs 7, 12 and 13 to under-
stand the problems that are calling for
their creativity and innovation. They
can become part of an emergent eco-
system focusing on sustainable digital
finance innovation. At the same time
they need to develop institutional pa-
tience to work with large incumbent
organizations in a way that leads to
positive results that do not get stuck
in an eternal pilot phase, but can actu-
ally be implemented at scale.
Banks on the other hand will need to
embrace a more experimental appro-
ach by collaborating with FinTechs
to rapidly test, mature, fail, learn and
adjust sustainable digital products in
a continuous iterative process. Also,
banks can fuel an increase in the
supply of sustainable digital finance
solutions by opening up more of their
data to innovators, so they can invest
their creativity, time and energy into
new products or develop applicati-
ons for integrating sustainability into
existing financial offerings. It is the
top-down demand from banks com-
bined with increases in bottom-up
supply of sustainable digital finance
solutions that can accelerate financing
of SDGs 7, 12 and 13.
There is a sizeable opportunity for
banks to experiment with digital
technology in the environmental
sustainability space. This is because
the potential impact can be trans-
formational. While the reputational
downside in the case of failure is low,
the upside in the case of success is
potentially very sizeable. In addition,
for many banks experimenting in the
environmental sustainability space is
relatively safe because as of yet it may
not affect their bottom line, and they
can learn important lessons for apply-
ing digital technologies in their core
products and services.
Chapter 7: Conclusion

55
Therefore, the combination of digital
and sustainability could truly become
an experimental hotbed for the
banking sector.
The time is now for banks to strengt-
hen their green license to operate and
to show leadership in transitioning
the economy in the direction of the
SDGs. If not, the SDGs will remain
aspirations for a sustainable future
that receive too little financing to
deliver on their promises. This report
contributes to an ongoing conversati-
on on how banks can contribute to a
better, greener planet. It has provided
concrete examples of the capabilities
that need be developed and provided
evidence of how digital technology
can add value. It is now a question of
moving from conversation to action.
Although natural resources are increa-
singly scarce, the opportunities for
banks to engage in digital sustainable
finance in the Asia-Pacific region are
increasingly abundant.

56
Chapter 1
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The Sustainable Digital Finance Alliance
was founded by UN Environment and Ant
Financial Services to address the poten-
tial for fintech-powered business innova-
tions to reshape the financial system in
ways that better align it with the needs
of sustainable development. The Alliance
draws in allies from across the worlds of
environment, development and finance,
who, through their expertise, insights and
networks can contribute to collaborative
actions with timely and scaled potential.
Building on the work of the UN Environ-
ment Inquiry published in 2016, Fintech
and Sustainable Development: Assessing
the Implications, the Alliance published
its first paper Scaling Citizen Action on
Climate – ANT Financial’s efforts towards
a Digital Finance Solution in May 2017.
More information is available at:
www.sustainabledigitalfinance.org.
DBS is a leading financial services group
in Asia, with over 280 branches across
18 markets. Headquartered and listed in
Singapore, DBS has a growing presence
in the three key Asian axes of growth:
Greater China, Southeast Asia and South
Asia. The bank’s ”AA-” and ”Aa1” credit
ratings are among the highest in the
world.
Recognised for its global leadership, DBS
has been named “Global Bank of the
Year” by The Banker and “Best Bank in
the World” by Global Finance. The bank
is at the forefront of leveraging digital te-
chnology to shape the future of banking,
having been named “World’s Best Digital
Bank” by Euromoney. In addition, DBS has
been accorded the “Safest Bank in Asia”
award by Global Finance for ten con-
secutive years from 2009 to 2018.
DBS provides a full range of services in
consumer, SME and corporate banking. As
a bank born and bred in Asia, DBS under-
stands the intricacies of doing business in
the region’s most dynamic markets. DBS
is committed to building lasting relati-
onships with customers, and positively
impacting communities through suppor-
ting social enterprises, as it banks the
Asian way. It has also established a SGD
50 million foundation to strengthen its
corporate social responsibility efforts in
Singapore and across Asia.
With its extensive network of operati-
ons in Asia and emphasis on engaging
and empowering its staff, DBS presents
exciting career opportunities. The bank
acknowledges the passion, commitment
and can-do spirit in all of our 26,000 staff,
representing over 40 nationalities.
For more information, please visit
www.dbs.com.

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