As managing ESG and sustainability issues have become mainstream business practice, there is no doubt in the minds of corporate leaders that ESG/sustainability issues should be a top priority agenda in boardrooms. However, it is still challenging to integrate ESG/sustainability considerations fully into business practices due to the difference between short-term financial goals and longer-term ESG/sustainability performance. Thus, top executives usually give weight to the shorter-term financial metrics when trade-offs between financial and ESG/sustainability performance come into focus. How can companies achieve short-term profits and ESG/sustainability goals at the same time? The integration of ESG/sustainability and Digital Transformation or ESG/sustainability integrated transformation (ESGDX) enables organizations to optimize the use of digital technology to secure competitiveness, growth, and positive ESG/sustainability impact. ESGDX promotes growth by balancing financial and ESG/sustainability goals simultaneously through a strategic development of the business model for profitable and sustainable business practice. Integrating ESG/sustainability into a “digitally transformed” business model or SDBM (Sustainable Digital Business Model) serves as a growth engine by improving a company’s operations/products/services and by creating new market opportunities/revenue streams.  Agenda1. ESG/Sustainability Imperative v. Conundrum 2. Stakeholder Capitalism v. Purpose 3. Sustainable Economic Growth 4. Value Innovation for Sustainable Economic Growth 5. Business Model Innovation for Profitable and Sustainable Business  6. ESG + Digital Integrated Transformation Frameworks for Balancing Sustainability and Profitability  7. Profitable carbon net-zero transition implementation

1. ESG + Digital Integrated Transformation
ESG + Digital Integrated Transformation for
for
Balancing
Balancing Sustainability and Profitability Webinar
Sustainability and Profitability Webinar
As managing ESG and sustainability issues have become mainstream business practice, there is no doubt
in the minds of corporate leaders that ESG/sustainability issues should be a top priority agenda in
in the minds of corporate leaders that ESG/sustainability issues should be a top priority agenda in
boardrooms. However, it is still challenging to integrate ESG/sustainability considerations fully into business
practices due to the difference between short-term financial goals and longer-term ESG/sustainability
performance. Thus, top executives usually give weight to the shorter-term financial metrics when trade-offs
between financial and ESG/sustainability performance come into focus. How can companies achieve short-
term profits and ESG/sustainability goals at the same time? The integration of ESG/sustainability and Digital
Transformation or ESG/sustainability integrated transformation (ESGDX) enables organizations to optimize
the use of digital technology to secure competitiveness growth and positive ESG/sustainability impact
the use of digital technology to secure competitiveness, growth, and positive ESG/sustainability impact.
ESGDX promotes growth by balancing financial and ESG/sustainability goals simultaneously through a
strategic development of the business model for profitable and sustainable business practice. Integrating
ESG/sustainability into a “digitally transformed” business model or SDBM (Sustainable Digital Business
Model) serves as a growth engine by improving a company’s operations/products/services and by creating
new market opportunities/revenue streams.
Agenda
1 ESG/Sustainability Imperative v Conundrum
1. ESG/Sustainability Imperative v. Conundrum
2. Stakeholder Capitalism v. Purpose
3. Sustainable Economic Growth
4. Value Innovation for Sustainable Economic Growth
5. Business Model Innovation for Profitable and Sustainable Business
6. ESG + Digital Integrated Transformation Frameworks for Balancing Sustainability and Profitability
7. Profitable carbon net-zero transition implementation

2. Time
May 12 Thursday, 2022 1 PM - 2 PM EDT (US and Canada)
Join Zoom Meeting
https://us02web.zoom.us/j/83034246141?pwd=UjY0cS83aUxRMG56Z1BpMXJ
0OE96UT09
Speaker

3. Balancing Sustainability and Profitability
ESG/Sustainability Imperative vs. Conundrum Profitable and Sustainable Business
CEOs usually tend to give weight to the shorter-term financial metrics
in trade-offs between financial and ESG/sustainability performance.
This may explain why it is challenging to fully integrate
ESG/sustainability considerations into business practices.
CEOs usually tend to give weight to the shorter-term financial metrics
in trade-offs between financial and ESG/sustainability performance.
This may explain why it is challenging to fully integrate
ESG/sustainability considerations into business practices.
y p
y p

4. Reference: The Sustainable Business Handbook (Kogan Page) One Page Book Summary
Edited by Alex G. Lee (https://www.linkedin.com/in/alexgeunholee/)
Steps to becoming a purpose
Steps to becoming a purpose-
-led business:
led business:
Step 1: Review corporate assets (mission, vision) and history
Step 1: Review corporate assets (mission, vision) and history
Step 2: Engaging stakeholders internally and externally
Step 2: Engaging stakeholders internally and externally
Step 3: Craft the purpose statement
Step 3: Craft the purpose statement
Step 4: Ensure core business strategy is aligned to the purpose
Step 4: Ensure core business strategy is aligned to the purpose
Steps to becoming a purpose
Steps to becoming a purpose-
-led business:
led business:
Step 1: Review corporate assets (mission, vision) and history
Step 1: Review corporate assets (mission, vision) and history
Step 2: Engaging stakeholders internally and externally
Step 2: Engaging stakeholders internally and externally
Step 3: Craft the purpose statement
Step 3: Craft the purpose statement
Step 4: Ensure core business strategy is aligned to the purpose
Step 4: Ensure core business strategy is aligned to the purpose
Materiality allows you to identify
Materiality allows you to identify
and understand ESG issues
and understand ESG issues
Materiality is a potent way to
Materiality is a potent way to
engage stakeholders
engage stakeholders
Materiality analysis can help for
Materiality analysis can help for
Materiality allows you to identify
Materiality allows you to identify
and understand ESG issues
and understand ESG issues
Materiality is a potent way to
Materiality is a potent way to
engage stakeholders
engage stakeholders
Materiality analysis can help for
Materiality analysis can help for
How to do it:
How to do it:
Step 1: Define board approach to
Step 1: Define board approach to
governance and to sustainability
governance and to sustainability
How to do it:
How to do it:
Step 1: Define board approach to
Step 1: Define board approach to
governance and to sustainability
governance and to sustainability
A collaborative relationship
A collaborative relationship
focused on sustainability
focused on sustainability
outcomes
outcomes
A collaborative relationship
A collaborative relationship
focused on sustainability
focused on sustainability
outcomes
outcomes
Advocacy is a
Advocacy is a
strategic part of
strategic part of
corporate
corporate
Advocacy is a
Advocacy is a
strategic part of
strategic part of
corporate
corporate
12. Partnering
12. Partnering
13. Advocacy
13. Advocacy
Corporate purpose is to produce ‘profitable solutions to the
Corporate purpose is to produce ‘profitable solutions to the
problems of people and planet and not to profit from producing
problems of people and planet and not to profit from producing
problems for people or planet’
problems for people or planet’
Corporate purpose is to produce ‘profitable solutions to the
Corporate purpose is to produce ‘profitable solutions to the
problems of people and planet and not to profit from producing
problems of people and planet and not to profit from producing
problems for people or planet’
problems for people or planet’
Step 5: Socialize and communicate the purpose
Step 5: Socialize and communicate the purpose
Step 6: Measure outcomes and impacts
Step 6: Measure outcomes and impacts
Step 5: Socialize and communicate the purpose
Step 5: Socialize and communicate the purpose
Step 6: Measure outcomes and impacts
Step 6: Measure outcomes and impacts
stronger performance
stronger performance
Materiality can improve reporting
Materiality can improve reporting
and disclosure
and disclosure
Materiality is a valuable input into
Materiality is a valuable input into
sustainability strategy
sustainability strategy
development
development
stronger performance
stronger performance
Materiality can improve reporting
Materiality can improve reporting
and disclosure
and disclosure
Materiality is a valuable input into
Materiality is a valuable input into
sustainability strategy
sustainability strategy
development
development
Materiality Analysis:
Materiality Analysis:
Materiality Analysis:
Materiality Analysis: business case for
business case for
business case for
business case for
g y
g y
Step 2: Shift the board’s mindset
Step 2: Shift the board’s mindset
Step 3: Choose the most appropriate
Step 3: Choose the most appropriate
governance model for the business
governance model for the business
Step 4: Ensuring sustainability
Step 4: Ensuring sustainability
expertise on the board
expertise on the board
Step 5: Ensure board is truly diverse
Step 5: Ensure board is truly diverse
Step 6: Ensure the rest of the
Step 6: Ensure the rest of the
g y
g y
Step 2: Shift the board’s mindset
Step 2: Shift the board’s mindset
Step 3: Choose the most appropriate
Step 3: Choose the most appropriate
governance model for the business
governance model for the business
Step 4: Ensuring sustainability
Step 4: Ensuring sustainability
expertise on the board
expertise on the board
Step 5: Ensure board is truly diverse
Step 5: Ensure board is truly diverse
Step 6: Ensure the rest of the
Step 6: Ensure the rest of the
Stakeholder engagement is the
Stakeholder engagement is the
systematic identification,
systematic identification,
l i l i d
l i l i d
Stakeholder engagement is the
Stakeholder engagement is the
systematic identification,
systematic identification,
l i l i d
l i l i d
It is about building belief and
It is about building belief and
recognition and momentum for
recognition and momentum for
its sustainability leadership
its sustainability leadership
It is about building belief and
It is about building belief and
recognition and momentum for
recognition and momentum for
its sustainability leadership
its sustainability leadership
p
p
sustainability
sustainability
leadership
leadership
p
p
sustainability
sustainability
leadership
leadership
1. Purpose
1. Purpose
3. Business case
3. Business case
2. Materiality
2. Materiality 10. Engagement
10. Engagement
11. Communications
11. Communications
Materiality Analysis:
Materiality Analysis:
Step 1: Understand the operating
Step 1: Understand the operating
context to inform the process
context to inform the process
Step 2: Engage your
Step 2: Engage your
stakeholders
stakeholders
Step 3: Define the dimensions of
Step 3: Define the dimensions of
your materiality matrix
your materiality matrix
prioritization.
prioritization.
Materiality Analysis:
Materiality Analysis:
Step 1: Understand the operating
Step 1: Understand the operating
context to inform the process
context to inform the process
Step 2: Engage your
Step 2: Engage your
stakeholders
stakeholders
Step 3: Define the dimensions of
Step 3: Define the dimensions of
your materiality matrix
your materiality matrix
prioritization.
prioritization.
business case for
business case for
sustainability means
sustainability means
addressing short
addressing short-
- and long
and long-
-
term risks and opportunities
term risks and opportunities
in ways that minimize harm
in ways that minimize harm
and maximize social,
and maximize social,
environmental and
environmental and
economic value
economic value
business case for
business case for
sustainability means
sustainability means
addressing short
addressing short-
- and long
and long-
-
term risks and opportunities
term risks and opportunities
in ways that minimize harm
in ways that minimize harm
and maximize social,
and maximize social,
environmental and
environmental and
economic value
economic value
Board is responsible for success of sustainability
Board is responsible for success of sustainability
management
management
Board is responsible for success of sustainability
Board is responsible for success of sustainability
management
management
How to do it:
How to do it:
Step 1: Clarify some basic
Step 1: Clarify some basic
How to do it:
How to do it:
Step 1: Clarify some basic
Step 1: Clarify some basic
board’s structures and processes
board’s structures and processes
reinforce the commitment to
reinforce the commitment to
sustainability
sustainability
Step 7: How the board can keep
Step 7: How the board can keep
S.C.O.R.E. on sustainability
S.C.O.R.E. on sustainability
board’s structures and processes
board’s structures and processes
reinforce the commitment to
reinforce the commitment to
sustainability
sustainability
Step 7: How the board can keep
Step 7: How the board can keep
S.C.O.R.E. on sustainability
S.C.O.R.E. on sustainability
analysis, planning and
analysis, planning and
implementation of actions
implementation of actions
designed to allow a company to
designed to allow a company to
interact effectively with
interact effectively with
stakeholders
stakeholders
analysis, planning and
analysis, planning and
implementation of actions
implementation of actions
designed to allow a company to
designed to allow a company to
interact effectively with
interact effectively with
stakeholders
stakeholders
4. Strategy
4. Strategy
8. Reporting
8. Reporting
9. Governance
9. Governance
7. Leadership
7. Leadership
prioritization.
prioritization.
Step 4: Prioritize and plot the
Step 4: Prioritize and plot the
issues
issues
Step 5: Socialize and validate
Step 5: Socialize and validate
materiality
materiality
prioritization.
prioritization.
Step 4: Prioritize and plot the
Step 4: Prioritize and plot the
issues
issues
Step 5: Socialize and validate
Step 5: Socialize and validate
materiality
materiality
economic value
economic value
economic value
economic value
Reporting improves transparency
Reporting improves transparency
and visibility, support
and visibility, support
sustainability strategy
sustainability strategy
development and helps satisfy
development and helps satisfy
regulatory requirements
regulatory requirements
Reporting improves transparency
Reporting improves transparency
and visibility, support
and visibility, support
sustainability strategy
sustainability strategy
development and helps satisfy
development and helps satisfy
regulatory requirements
regulatory requirements
Business Case Development:
Business Case Development:
Step 1: Apply existing, external
Step 1: Apply existing, external
data and evidence
data and evidence
Business Case Development:
Business Case Development:
Step 1: Apply existing, external
Step 1: Apply existing, external
data and evidence
data and evidence
Sustainability strategy is a
Sustainability strategy is a
prioritized set of actions and
prioritized set of actions and
commitments designed to
commitments designed to
manage ESG impacts, in
manage ESG impacts, in
order to optimize value to the
order to optimize value to the
business and to society by
business and to society by
Sustainability strategy is a
Sustainability strategy is a
prioritized set of actions and
prioritized set of actions and
commitments designed to
commitments designed to
manage ESG impacts, in
manage ESG impacts, in
order to optimize value to the
order to optimize value to the
business and to society by
business and to society by
Sustainability leadership
Sustainability leadership
demands setting strategies and
demands setting strategies and
Sustainability leadership
Sustainability leadership
demands setting strategies and
demands setting strategies and
reporting questions
reporting questions
Step 2: Study and choose
Step 2: Study and choose
preferred options from among
preferred options from among
the major reporting guidelines
the major reporting guidelines
and frameworks
and frameworks
Step 3: Collect the data
Step 3: Collect the data
Step 4: Report and make full
Step 4: Report and make full
f d t
f d t
reporting questions
reporting questions
Step 2: Study and choose
Step 2: Study and choose
preferred options from among
preferred options from among
the major reporting guidelines
the major reporting guidelines
and frameworks
and frameworks
Step 3: Collect the data
Step 3: Collect the data
Step 4: Report and make full
Step 4: Report and make full
f d t
f d t
5
5 Operationalizing
Operationalizing
6. Culture
6. Culture
How to do it:
How to do it:
Step 1: Increase internal alignment
Step 1: Increase internal alignment
Step 2: Reduce costs and eliminate waste
Step 2: Reduce costs and eliminate waste
Step 3: Review the product and service portfolio
Step 3: Review the product and service portfolio
Step 4: Consider sustainability in competitive
Step 4: Consider sustainability in competitive
benchmarking, risk identification, research and
benchmarking, risk identification, research and
How to do it:
How to do it:
Step 1: Increase internal alignment
Step 1: Increase internal alignment
Step 2: Reduce costs and eliminate waste
Step 2: Reduce costs and eliminate waste
Step 3: Review the product and service portfolio
Step 3: Review the product and service portfolio
Step 4: Consider sustainability in competitive
Step 4: Consider sustainability in competitive
benchmarking, risk identification, research and
benchmarking, risk identification, research and
p
p
Putting sustainability strategy and
Putting sustainability strategy and
commitments into action throughout
commitments into action throughout
the business and systematically
the business and systematically
integrating sustainability thinking in
integrating sustainability thinking in
Putting sustainability strategy and
Putting sustainability strategy and
commitments into action throughout
commitments into action throughout
the business and systematically
the business and systematically
integrating sustainability thinking in
integrating sustainability thinking in
Dimensions of sustainable
Dimensions of sustainable
culture:
culture:
Engaging and empowering
Engaging and empowering
Dimensions of sustainable
Dimensions of sustainable
culture:
culture:
Engaging and empowering
Engaging and empowering
data and evidence
data and evidence
Examine company
Examine company-
-specific
specific
evidence and benchmark your
evidence and benchmark your
peers
peers
Step 3: Create cross
Step 3: Create cross-
-functional
functional
teams to provide relevant
teams to provide relevant
business case data to different
business case data to different
stakeholders
stakeholders
data and evidence
data and evidence
Examine company
Examine company-
-specific
specific
evidence and benchmark your
evidence and benchmark your
peers
peers
Step 3: Create cross
Step 3: Create cross-
-functional
functional
teams to provide relevant
teams to provide relevant
business case data to different
business case data to different
stakeholders
stakeholders
business and to society by
business and to society by
minimizing negative impacts
minimizing negative impacts
and maximizing positive ones
and maximizing positive ones
business and to society by
business and to society by
minimizing negative impacts
minimizing negative impacts
and maximizing positive ones
and maximizing positive ones
demands setting strategies and
demands setting strategies and
delivering results that meet the
delivering results that meet the
triple bottom line of
triple bottom line of
sustainability performance
sustainability performance
demands setting strategies and
demands setting strategies and
delivering results that meet the
delivering results that meet the
triple bottom line of
triple bottom line of
sustainability performance
sustainability performance
How to build a sustainable leadership:
How to build a sustainable leadership:
Step 1: Define the mindsets and
Step 1: Define the mindsets and
How to build a sustainable leadership:
How to build a sustainable leadership:
Step 1: Define the mindsets and
Step 1: Define the mindsets and
use of data
use of data
Step 5: Learn from process and
Step 5: Learn from process and
innovative further
innovative further
Step 6: Be prepare for more
Step 6: Be prepare for more
reporting requirements
reporting requirements
use of data
use of data
Step 5: Learn from process and
Step 5: Learn from process and
innovative further
innovative further
Step 6: Be prepare for more
Step 6: Be prepare for more
reporting requirements
reporting requirements
g, ,
g, ,
development, and innovation processes
development, and innovation processes
Step 5: Partner with suppliers
Step 5: Partner with suppliers
Step 6: Rethink business models
Step 6: Rethink business models
g, ,
g, ,
development, and innovation processes
development, and innovation processes
Step 5: Partner with suppliers
Step 5: Partner with suppliers
Step 6: Rethink business models
Step 6: Rethink business models
Sustainability Strategy Development :
Sustainability Strategy Development :
Phase I: Ideation
Phase I: Ideation
STEP 1: STOCKTAKE
STEP 1: STOCKTAKE –
– ASSESS WHAT THE BUSINESS IS DOING ALREADY
ASSESS WHAT THE BUSINESS IS DOING ALREADY
STEP 2: REALITY CHECK
STEP 2: REALITY CHECK –
– CONDUCT A GAP ANALYSIS BETWEEN CURRENT STATE AND SUSTAINABILITY
CONDUCT A GAP ANALYSIS BETWEEN CURRENT STATE AND SUSTAINABILITY
Phase II: Prioritization and refinement
Phase II: Prioritization and refinement
STEP 3: BENCHMARK
STEP 3: BENCHMARK –
– MAP YOUR EMERGING STRATEGY AGAINST LEADING BUSINESSES AND ESTABLISHED
MAP YOUR EMERGING STRATEGY AGAINST LEADING BUSINESSES AND ESTABLISHED
SUSTAINABILITY FRAMEWORKS
SUSTAINABILITY FRAMEWORKS
Sustainability Strategy Development :
Sustainability Strategy Development :
Phase I: Ideation
Phase I: Ideation
STEP 1: STOCKTAKE
STEP 1: STOCKTAKE –
– ASSESS WHAT THE BUSINESS IS DOING ALREADY
ASSESS WHAT THE BUSINESS IS DOING ALREADY
STEP 2: REALITY CHECK
STEP 2: REALITY CHECK –
– CONDUCT A GAP ANALYSIS BETWEEN CURRENT STATE AND SUSTAINABILITY
CONDUCT A GAP ANALYSIS BETWEEN CURRENT STATE AND SUSTAINABILITY
Phase II: Prioritization and refinement
Phase II: Prioritization and refinement
STEP 3: BENCHMARK
STEP 3: BENCHMARK –
– MAP YOUR EMERGING STRATEGY AGAINST LEADING BUSINESSES AND ESTABLISHED
MAP YOUR EMERGING STRATEGY AGAINST LEADING BUSINESSES AND ESTABLISHED
SUSTAINABILITY FRAMEWORKS
SUSTAINABILITY FRAMEWORKS
integrating sustainability thinking in
integrating sustainability thinking in
how the organization is run
how the organization is run
integrating sustainability thinking in
integrating sustainability thinking in
how the organization is run
how the organization is run
Engaging and empowering
Engaging and empowering
Responsible and ethical
Responsible and ethical
Transparent and accountable
Transparent and accountable
Open and innovative
Open and innovative
Engaging and empowering
Engaging and empowering
Responsible and ethical
Responsible and ethical
Transparent and accountable
Transparent and accountable
Open and innovative
Open and innovative
stakeholders
stakeholders
stakeholders
stakeholders
How to build a sustainable culture:
How to build a sustainable culture:
Step 1: Understand the current culture
Step 1: Understand the current culture
St 2 D fi th d i d f t lt
St 2 D fi th d i d f t lt
How to build a sustainable culture:
How to build a sustainable culture:
Step 1: Understand the current culture
Step 1: Understand the current culture
St 2 D fi th d i d f t lt
St 2 D fi th d i d f t lt
leadership competencies required
leadership competencies required
Step 2: Audit current sustainability
Step 2: Audit current sustainability
leadership ability and the
leadership ability and the
sustainability content in existing
sustainability content in existing
leadership development program
leadership development program
Step 3: Develop an action plan to
Step 3: Develop an action plan to
increase sustainability leadership
increase sustainability leadership
it
it
leadership competencies required
leadership competencies required
Step 2: Audit current sustainability
Step 2: Audit current sustainability
leadership ability and the
leadership ability and the
sustainability content in existing
sustainability content in existing
leadership development program
leadership development program
Step 3: Develop an action plan to
Step 3: Develop an action plan to
increase sustainability leadership
increase sustainability leadership
it
it
SUSTAINABILITY FRAMEWORKS
SUSTAINABILITY FRAMEWORKS
STEP 4: TEST
STEP 4: TEST –
– ENSURE PROPOSED SUSTAINABILITY STRATEGY IS RESILIENT AGAINST FUTURE SHOCKS
ENSURE PROPOSED SUSTAINABILITY STRATEGY IS RESILIENT AGAINST FUTURE SHOCKS
STEP 5: STRETCH
STEP 5: STRETCH –
– SET AMBITIOUS SUSTAINABILITY GOALS THAT THE BUSINESS CAN COALESCE AROUND
SET AMBITIOUS SUSTAINABILITY GOALS THAT THE BUSINESS CAN COALESCE AROUND
Phase III: Promotion
Phase III: Promotion
STEP 6: COMMUNICATE
STEP 6: COMMUNICATE –
– DEVELOP A COMPELLING NARRATIVE
DEVELOP A COMPELLING NARRATIVE
SREP 7; ADAPT AND MAINTAIN
SREP 7; ADAPT AND MAINTAIN-
-BE ALERT TO THE NEED FOR MID
BE ALERT TO THE NEED FOR MID-
-COURCE CORRECTIONS AND ENDURE
COURCE CORRECTIONS AND ENDURE
ALIGNMENT WITH OVERAL CORPORATE STRATEGY
ALIGNMENT WITH OVERAL CORPORATE STRATEGY
SUSTAINABILITY FRAMEWORKS
SUSTAINABILITY FRAMEWORKS
STEP 4: TEST
STEP 4: TEST –
– ENSURE PROPOSED SUSTAINABILITY STRATEGY IS RESILIENT AGAINST FUTURE SHOCKS
ENSURE PROPOSED SUSTAINABILITY STRATEGY IS RESILIENT AGAINST FUTURE SHOCKS
STEP 5: STRETCH
STEP 5: STRETCH –
– SET AMBITIOUS SUSTAINABILITY GOALS THAT THE BUSINESS CAN COALESCE AROUND
SET AMBITIOUS SUSTAINABILITY GOALS THAT THE BUSINESS CAN COALESCE AROUND
Phase III: Promotion
Phase III: Promotion
STEP 6: COMMUNICATE
STEP 6: COMMUNICATE –
– DEVELOP A COMPELLING NARRATIVE
DEVELOP A COMPELLING NARRATIVE
SREP 7; ADAPT AND MAINTAIN
SREP 7; ADAPT AND MAINTAIN-
-BE ALERT TO THE NEED FOR MID
BE ALERT TO THE NEED FOR MID-
-COURCE CORRECTIONS AND ENDURE
COURCE CORRECTIONS AND ENDURE
ALIGNMENT WITH OVERAL CORPORATE STRATEGY
ALIGNMENT WITH OVERAL CORPORATE STRATEGY
Step 2: Define the desired future culture
Step 2: Define the desired future culture
Step 3: Map actual versus desired culture
Step 3: Map actual versus desired culture
and agree an action plan to achieve this
and agree an action plan to achieve this
new culture
new culture
Step 4: Implement action plan
Step 4: Implement action plan
Step 5: Regularly review culture and adjust
Step 5: Regularly review culture and adjust
as appropriate
as appropriate
Step 2: Define the desired future culture
Step 2: Define the desired future culture
Step 3: Map actual versus desired culture
Step 3: Map actual versus desired culture
and agree an action plan to achieve this
and agree an action plan to achieve this
new culture
new culture
Step 4: Implement action plan
Step 4: Implement action plan
Step 5: Regularly review culture and adjust
Step 5: Regularly review culture and adjust
as appropriate
as appropriate
capacity
capacity
Step 4: Review what further policies
Step 4: Review what further policies
and processes need to change to help
and processes need to change to help
embed sustainability at all levels
embed sustainability at all levels
Step 5: Consider what additional
Step 5: Consider what additional
initiatives could emphasize
initiatives could emphasize
sustainability leadership
sustainability leadership
capacity
capacity
Step 4: Review what further policies
Step 4: Review what further policies
and processes need to change to help
and processes need to change to help
embed sustainability at all levels
embed sustainability at all levels
Step 5: Consider what additional
Step 5: Consider what additional
initiatives could emphasize
initiatives could emphasize
sustainability leadership
sustainability leadership

5. ESG + Digital Transformation for Profitably Sustainable Business
ESG + Digital Transformation (ESGDX) Imperative
How to?
How to?
ESGDX Framework & Sustainability Digital Competency (SDCTM) Methodology
o to
o to
ESGDX framework for profitably
sustainable business
corresponds to the development
ESGDX framework for profitably
sustainable business
corresponds to the development
Sustainability Digital
Competency (SDCTM)
engineering
Sustainability Digital
Competency (SDCTM)
engineering
corresponds to the development
and execution of the components
of SDBM (Sustainable Digital
Business Model): Sustainable
digital value proposition,
S t i bl di it l l ti
corresponds to the development
and execution of the components
of SDBM (Sustainable Digital
Business Model): Sustainable
digital value proposition,
S t i bl di it l l ti
engineering
methodology enables
development,
implementation,
deployment, and
i ti f
engineering
methodology enables
development,
implementation,
deployment, and
i ti f
Sustainable digital value creation,
Sustainable digital operating
model, and Sustainable digital
value capture.
Sustainable digital value creation,
Sustainable digital operating
model, and Sustainable digital
value capture.
communication of
competitive SDBM for
profitably sustainable
business practice.
communication of
competitive SDBM for
profitably sustainable
business practice.

6. White Paper: ESG + Digital Transformation for Profitably Sustainable Business
Download link: https://www.vinculagroup.com/images/whitepaper.pdf