Digital Twin Metaverse Enterprise

3. ©2021 TechIPm, LLC All Rights Reserved I. Metaverse Ecosystem -Present and Future of Metaverse Infographics -Why Metaverse Now? II. Digital Twin Metaverse -Digital Twin Types -Digital Twin Models -Digital Twin Patent Landscape -Digital Twin Metaverse Use Case: AI Innovation Platform III. Metaverse Enterprise & ESG Applications -Metaverse Enterprise -ESG Strategic Planning and Program Management -Scenario Planning for Metaverse Enterprise -TCFD Scenario Analysis IV. ESG Digital Transformation -ESG Sustainability Imperative -ESG Investing and Management Consideration Core Factors -ESG + Digital Integrated Transformation (ESGDX) Imperative -How ESGDX Can Create New Revenue Streams? -ESGDX for ESG Sustainability Management -ESG Sustainability Management/Assessment Issues & Challenges & Solutions -ESG DX Forum V. Sustainable Smart City Development -Metaverse for Sustainable Smart City -Smart City Components -Smart City Design and Development -Smart City Management -Smart City Financing and Business Development Agenda

5. ©2021 TechIPm, LLC All Rights Reserved Present and Future of Metaverse Infographics Metaverse = Physical + Virtual Converged World Virtually Augmented Physical World Physically Augmented Virtual World = Interoperable Interconnected (To Be) Virtual 3D Spaces Constructed on the Internet; Physically Persistence (To Be) Me Digital Me (Avatar) You Digital You Digital People/Objects/Environments Mixed Reality Virtual Reality Reality Technology Innovation Wearable Devices HCI Digital Senses Augmented Reality Extended Reality AI Digital Human Innovation People can interact freely in a variety of ways and forms with one another, digital objects and environments for a variety of virtual experiences. Physical Earth: Space/time/resource limitations Digital Twin Earth: Space/time/resource limitations ICT/Digital+ Digital Twin Innovation IoT Sensors AI Predictions Digital Twins Metaverse is a collection of fully connected interoperable physically augmented digital worlds with physical persistence that are converged with the virtually augmented physical world in which people and digital representations of people (digital people) can fully interact with one another and digital objects/environments (including digital twins) with full reality. Metaverse is the converged world of augmented physical world and virtual world that is hyper- decentralized ,hyper-connected, hyper-visualized, hyper-interacted, and hyper-reality enabled. Metaverse can create economic values without space/time/resource limitations Metaverse NFT Projects AT A Glance: https://www.slideshare.net/alexglee/metaverse -nft-projects-at-a-glance NFT

6. ©2021 TechIPm, LLC All Rights Reserved Why Metaverse Now? The metaverse concept is not a new one. Back in 1992, Neal Stephenson's novel Snow Crash coined the term metaverse for the first time. My recent patent research about the metaverse technology innovation also showed a long history of the metaverse technology innovation. My patent research also showed that there were active innovation activities around 2007-2010. Why, then, the metaverse revives now? HBS Professor Marco Iansiti , the author of “The Keystone Advantage,” suggested technological assimilation as a new engine for technological innovations in his article “Creative Construction.” In the technological assimilation frameworks, a core innovation that once provided stand-alone products or services for a specific market can be the building blocks for mass market generating innovation through assimilation to broader platforms and exploitation of innovation infrastructures that were not existed at the time of innovation. Therefore, if we consider the integration of broader platforms such as smartphones, 3D computing, XR devices, digital twins, cloud computing and innovation infrastructures such as AI, blockchain, IoT and 5G into the metaverse, we can give an answer about the “why metaverse now” based on the technological assimilation.

7. ©2021 TechIPm, LLC All Rights Reserved Appendix. Metaverse Reference Videos TTI Global Impact Award: https://www.youtube.com/watch?v=vT9iDDUYfWU NFT for Metaverse: https://www.youtube.com/watch?v=ANO29CzQXUA Ghost Pacer-Mixed Reality: https://www.youtube.com/watch?v=wKEW_c6NEIU Arcona AR Metaverse: https://www.youtube.com/watch?v=o0kFlw7NEew Building the Oasis in Ready Player One: https://www.youtube.com/watch?v=LtEYVjbm2CY Facebook Horizon Workrooms: https://www.youtube.com/watch?v=frZQrEBVkkk Nissan Metaverse Use Case: https://www.youtube.com/watch?v=-YVTobt-wVQ MS Digital Twins, Mixed Reality and Metaverse Apps: https://www.youtube.com/watch?v=GAkB98ewcjI&t=7s Cloned Shanghai: https://www.youtube.com/watch?v=hOJZhsNtB6g&t=152s Apple Glasses: https://www.youtube.com/watch?v=5QimDrnA8wM Creating Virtual Humans: https://www.youtube.com/watch?v=PHQhCiVLRpE Teslasuit XR: https://www.youtube.com/watch?v=U8ex4rLMwLU

9. ©2021 TechIPm, LLC All Rights Reserved Appendix. Microsoft Metaverse Solution “Converging the physical and digital world with digital twins, mixed reality, and metaverse apps. Metaverse apps are the culmination of the intelligent cloud and intelligent edge working in harmony together—at their foundation is digital twins. Digital twins enable you to create rich digital models of anything physical from simple assets or products to complex environments. Once it’s modeled, it can be brought to life and synchronized with the physical world using two-way IoT connections. This initial binding of the physical and digital is foundational to enabling metaverse apps.” Source. https://azure.microsoft.com/en-us/blog/converging-the-physical-and-digital-with-digital-twins-mixed-reality-and-metaverse- apps/

10. ©2021 TechIPm, LLC All Rights Reserved Appendix. Nissan Metaverse Use Case People joining through the Metaverse appear as 3D avatars in the real world through MR (Mixed Reality), letting people in both worlds share the experience of space and movement in real-time. A family member or friend from anywhere in the world can join the vehicle as an avatar to accompany on the journey via the Metaverse. The avatar would occupy a seating position to give a sense they are actually in the vehicle. If needing driving instruction or guidance, a pro driver from the Metaverse could join the drive as an avatar and assist in real-time. *Digital twin: A digital representation of the physical world including vehicles, buildings and infrastructure is created in real-time through massive amounts of data collected through IoT/sensing technology. Linked to virtual spaces and the real world, the Digital Twin can be utilized to share information and support augmented and mixed reality interfaces in the real world.

11. ©2021 TechIPm, LLC All Rights Reserved Appendix. Metaverse Industry Ecosystem (As Is) Source. https://newzoo.com/insights/infographics/metaverse-ecosystem- infographic/ Source. https://www.gsma.com/futurenetworks/wiki/cloud-ar-vr-whitepaper/ Source. https://robindchnt.medium.com/the-current-state-of-industrial- startups-in-europe-an-update-september-2020-908b22e862d1

14. ©2021 TechIPm, LLC All Rights Reserved Digital Twin Types A product digital twin is created when a new product is designed. The product digital twin enables the functionality validation of the new product. A production process digital twin is a virtual model of the production process. The production process digital twin can be used to predict the behavior and to optimize the performance of the production process. A digital reality of a human is called a digital human, and can be created by a 3D avatar integrating with artificial intelligent (AI). A digital twin of an organization (DTO)–developed by Gartner–is a realistic digital representation of any organization ‘s operation of its business model Source. https://www.iiconsortium.org/news/joi-articles/2019-November-JoI-Artificial-and-Human-Intelligence-with- Digital-Twins.pdf

15. ©2021 TechIPm, LLC All Rights Reserved Digital Twin Models A digital twin is usually consist of software models that mimic a real-world system. A digital twin model takes input data from the real-world system, simulates how the processes will behave using those inputs, and then produces predictive data about how the system will perform. The software models inside digital twins may be different from each other, depending on the type of the twin, the specific use case and the required level of details. Analytic digital twin models use all types of advanced data analytics including descriptive analytics, predictive analytics, and prescriptive analytics. A decision-making can be performed based on the results of the analytic models. Simulation digital twin models use simulation models to improve decision-making. Simulation digital twin models can enable asking what-if questions to test various conditions and scenarios that are impractical to create in real life. AI digital twin models are using Artificial Intelligence technologies to leverage real-time- data, generating insights into and deeper understanding of operating environments. AI digital twin models can correct and process data, and detect, predict, optimize, and make decisions dynamically based on the data.

17. ©2021 TechIPm, LLC All Rights Reserved Digital Twin Patent Landscape Patents are a good information resource for obtaining the state of the art of deep learning for digital twin technology innovation insights. Patents that specifically describe the major digital twin technologies/applications are a good indicator of the digital twin technology innovations in a specific innovation entity. To find the digital twin technology innovation status, patent applications in the USPTO as of September 15, 2021 that specifically describe the major technologies/applications in digital twin are searched and reviewed. 190 published patent applications that are related to the key digital twin technology innovation are selected for detail analysis.

18. ©2021 TechIPm, LLC All Rights Reserved Digital Twin Metaverse Use Case: AI Innovation Platform US20210004076 illustrates an AI innovation platform that provides a virtual AI development and testing environment. In the metaverse virtual AI development processes, AI model training data, system validation, system deployment, and system testing can be performed within a real-time 3D virtual environment incorporating objects, camera systems, sensors and digital human avatars representing the collaborating developers (who can interact using AR/VR/MR devices). The virtual 3D spatial environment can be networked with external computer resources and their digital twins to simulate the end-use environment of the AI system. This environment can include various sub-systems that feed data into the AI system. This data can be captured and utilized to train and validate the AI system, which can then itself be deployed into the same real-time virtual environment. Finally, real-time motion capture techniques and human actors can be used to drive humanoid avatars within the virtual environment.

20. ©2021 TechIPm, LLC All Rights Reserved Metaverse Enterprise A metaverse enterprise is consist of a physical enterprise and virtual enterprise which is a realistic digital representation of the physical enterprise. The digital representation of the physical enterprise is called a digital twin of the physical enterprise. Physical and digital enterprises are connected through real-time data. Based on actual real-time data in the physical enterprise, the virtual enterprise is created, and then, tested using simulation models, big data analytics, and scenario analysis to obtain meaningful insights regarding businesses of the physical enterprise. Digital world decisions based on the obtained meaningful insights are transferred back towards the physical enterprise to improve businesses of the physical enterprise. Digital twins combined with extended reality (XR) devices provide a feeling of a real physical presence in virtual space for remote workers to operate digital twin models collaboratively as if remote workers feel that they are at the same place. Gamification is a process of using game mechanics, elements, and principles and applying them to non-game contexts to engage people better. Gamification can be used in a metaverse enterprise for providing remote collaborative working operations as a means to keep the workforce engaged and to drive productivity.

21. ©2021 TechIPm, LLC All Rights Reserved ESG Strategic Planning and Program Management Step 1. Identify ESG Issues & Conduct Materiality Assessment Step 2. Assess As-Is Current State Step 3. Set To-Be Goals & Develop As-Is to To- Be Roadmap Step 4. Set ESG Strategic Framework & Action Plans Step 5. Execute Step 6. Review & Improve Program Identify the most relevant ESG issues dynamically considering double materiality •Identify ESG issues that can create risks and opportunities •Identify ESG risks and opportunities that can impact on business (financial materiality) and impact on people and the environment (impact materiality) •Monitor and update the change of material ESG risks/opportunities/impacts over time Diagnosis of current program management state and maturity regarding material ESG issues •Set ESG program management priorities •Set specific ways to ESG integration into business •Set specific ways to implement roadmap •Set specific ways to work systematically •Set specific ways to measure material ESG metrics/KPIs •Set specific ways to leverage technology and expertise ESG Program Management •Measure the level of governance over ESG program management •Measure the level of ESG integration into business objectives, strategy, risk management, and corporate culture •Measure the performance of ESG program management expected from stakeholders •Measure the quality of ESG disclosure and communication Establish clear objectives/goals & develop roadmap to achieve the goals •Define purpose of ESG program management and target goals to achieve •Identify measurable outcomes and material ESG metrics/KPIs for performance measurement •Identify gap between current state and target state •Set the short-term, mid-term, long-term time frames •Specify specific to-do key actions along the roadmap time lines Set clear framework and actions for ESG program execution Implement management program and monitor & evaluate progress and performance •Integrate ESG into business practices and processes •Monitor constantly ESG program progress •Measure material ESG metrics/KPIs •Evaluate ESG program management performance Evaluate outcomes and revise any needed part of program •Compare outcomes to target goals •Disclose and communicate result of outcome analysis •Identify needed changes and specific was to improve program •Revise ESG program management

22. ©2021 TechIPm, LLC All Rights Reserved Scenario Planning for Metaverse Enterprise Scenario planning is a structured way for businesses to explore and think about the future. Scenario planning is a tool to research potential impacts of the external world on business. Digital twins enable low-risk and low-cost experimentation of potential options in scenario planning that can minimize uncertainty. Digital twins can reduce risks by giving opportunity to notice potential risks in advance. For example, global climate change presents two risks: physical risks and transition risks. Digital twins can be used in climate change scenario planning under uncertain external business environments such as policy, regulation, and technology changes.

23. ©2021 TechIPm, LLC All Rights Reserved TCFD Scenario Analysis 1. GOAL AND SCOPE DEFINITION 2. ANALYZE EXTERNAL AND INTERNAL ENVIRONMENT 3. SCENARIO BUILDING 4. ASSESSMENTS 5. STRATEGIC RESPONSES •Identify core problem (leadership/stakeholders) •Define scope/boundary and level of analysis •Set time horizon The objective of the scenario analysis is to evaluate the impacts of climate change-related risks and opportunities on business and examine the resilience of current climate change-related strategy. The scenario analysis is used as an essential tool for organization’s strategic plans or risk management processes. The scope of analysis can include value/supply chain beyond direct operations, to achieve a more comprehensive understanding of the possible indirect impacts of change- related risks and opportunities on business. After familiar with the qualitative scenario analysis, a data-driven quantitative analysis can be added to further develop the possible pathways to the scenarios. The scope of impact can extend to the impact of a company’s activities to climate change (financial v. ES materiality). The identified time frames are short (2025), medium (2035) and long term (2050). •Identify the key forces and uncertainties •Identify material risks •Identify opportunities Acquire information to predict trends/uncertainties in environmental and socio-economic conditions such as changes in policies/regulations, market/technology/investment shifts, energy supply/demand, changes in population/ GDP. Material risks include climate-related risks (transition and physical risks). Specifically, transition risks include climate change-related policy and regulation, technology development, and reputation. Physical risks include chronic longer-term climate shifts, such as sustained higher temperatures, sea level rise and acute event-driven extreme weather, such as heat waves, water stress, wild fires, floods, drought, and hurricanes. Climate change-related opportunities include resource efficiency, energy source, new products and services, markets, revenue generation, and resilience. •Select the right public scenarios •Develop scenarios through internal modeling under key uncertainties Commonly used reference scenarios are the physical scenarios, such as the Intergovernmental Panel on Climate Change (IPCC) scenarios and the transition scenarios, such as the International Energy Agency (IEA) scenarios. Other publicly available climate change scenarios include the International Renewable Energy Agency (IRENA) scenarios and the Network for Greening the Financial Systems’ (NGFS) Transition scenarios. Climate change scenarios are can be developed using projections of what can happen by creating plausible, coherent and internally consistent descriptions of possible climate change pathways towards certain goals such as the Paris Agreement targets of 2°C (or less) of global temperature warming. •Evaluate impacts of each identified risk on business for each scenario per defined time flame (scenario analysis outcomes) To assess a risk until a time frame, a selection of relevant external variables can be used to simulate a scenario. These variables can include carbon pricing and sectoral carbon intensities. For example, for a policy transition risk, carbon price of around 2$ per ton by 2025 with low financial impacts was expected. •Develop narrative •Implement strategy •Derive action plan •Monitor developments Specify plan to decrease greenhouse gas (GHG) emission (e.g., halve GHG emissions by 2030 for Scope 1/2/3 emission) and implement the net zero roadmap to achieve net zero by 2050. Reference Books Reference TCFD Reports BNP Paribas TCFD Report 2020 Chevron TCFD Report 2020 Daimler TCFD Report 2020 Eaton TCFD Report 2021 Macquarie TCFD Report 2020 Moodys TCFD Report 2020/Decarbonization Plan 2020 Nasdaq TCFD Report 2020 Nestlé's TCFD Report 2020/Net Zero Roadmap 2021 Wells Fargo TCFD Report 2020

26. ©2021 TechIPm, LLC All Rights Reserved ESG Investing and Management Consideration Core Factors Source: Bradley, Brendan. ESG Investing For Dummies, Wiley (2021) Opportunities (Return) Risks (Cost) Impacts (Value Creation) universal risks (e.g., climate change) industry specific risks business specific risks ESG issue specific risks (e.g., Environmental physical/transition/liability risks) market competitiveness better placed to win investment rise of company value return on reputation employees' better performance regulation compliance business resiliency circular business model increase positive impact limit negative impact Intended/unintended impact

27. ©2021 TechIPm, LLC All Rights Reserved ESG + Digital Integrated Transformation (ESGDX) Imperative Source. The European double up https://www.accenture.com/us-en/insights/strategy/european-double-up

28. ©2021 TechIPm, LLC All Rights Reserved How ESGDX Can Create New Revenue Streams? Digital transformation is the adoption and integration of digital technologies to transform all areas of business functions. It can fundamentally change how a business operates internally and transform employees and the customer experience. Digital transformation is also about cultural change over an organization’s way of working. Technology is the engine of digital transformation, data is the fuel, process is the guidance system, and organizational change capability is the landing gear. They must function well together. Business model describes how a company creates and captures value: customer value proposition is to offer the created value, operating model is to deliver the created value, product and service innovation is to create the value, and value capture is to monetize the created value through the pricing mechanism and cash flow generation. The essential part of digital transformation is using data and digital capabilities to reshape customer value propositions, transforming operating models for greater customer interaction through the efficiency and productivity gains, and accelerating product and service innovation, which introduce a new digital business model, and then, lead to new revenue streams and new revenue opportunities. Sustainable Digital Business Model: By Integrating ESG sustainability into value propositions, operating models and innovation process of products and services of the digital business model, a company can generate cost savings, reduced business and ESG risks, sustainable resource use, improve business resilience, customer trust, and expanded market opportunities through new customer experiences.

29. ©2021 TechIPm, LLC All Rights Reserved ESGDX for ESG Sustainability Management Real-time informed decision-makings regarding the management of strategic and material ESG issues by: Integrated and centralized ESG data management for transparency Continuous tracking/improvement of ESG management performance KPIs Continuous assessments of ESG management performance Scenario analyses for identifying and reducing exposure to ESG risks and assessments of ESG impacts Implementation of virtual collaboration tools Visibility/traceability across the value/supply chain

35. ©2021 TechIPm, LLC All Rights Reserved Forum for ESG + digital transformation (DX) integrated management for sustainability impacts & digital technology innovation for sustainable development acceleration. LinkedIn Group: https://www.linkedin.com/groups/8956651/ Facebook Group: https://www.facebook.com/groups/822562128365739 ESG DX Forum

38. ©2021 TechIPm, LLC All Rights Reserved The Sustainable Development Goals (SDGs) are a collection of 17 interlinked global goals designed to be a "blueprint to achieve a better and more sustainable future for all". The SDGs were set up in 2015 by the UN General Assembly and are intended to be achieved by the year 2030. (https://sdgs.un.org/goals) UN Sustainable Development Goals (SDGs)

41. ©2021 TechIPm, LLC All Rights Reserved ESG + Digital Transformation Integrated Management Conduct assessment to determine which ESG risks, opportunities, and impacts are of strategic significance to the company and stakeholders; Monitor and measure them with data-driven tools Set and communicate long-term value creation and ESG sustainability strategy, supported by targets, resources and technology foundations; Establish metrics and KPIs that enable management to monitor performance against goals; Embed management of ESG sustainability issues in wider business processes Define governance structure to embed ESG sustainability throughout the digital transformation strategy; Ensuring the entire C-suite understands how ESG sustainability issues are relevant to their respective areas of responsibility. Integrate ESG sustainability into value propositions and customer experiences, enabled by digital- and data-driven efficiencies for end users; Set a data-and-analytics strategy to collect ESG sustainability data across business units and create new revenue streams by making this data available to customers and partners. Build capabilities needed to adopt digital business models that improve ESG sustainable resource use through intelligent provisioning, coordination or optimization; Enable data-sharing across isolated organizational groups to optimize and track the ESG and economic savings realized by digitally enabled business models, and to understand the aggregated impact of these outcomes; Facilitate a data-sharing with real-time analytics and optimization to match supply and demand; Use digital platforms and channels to collect more distributed, inclusive customer feedback for ESG sustainable digital business model innovation Develop a roadmap for investment in IT capabilities to support transparent and integrated data-led efficiency improvements; Factor ESG considerations into operational decision-making criteria where impacts are most significant; Enable intelligent workflows and process automation to create measurable efficiency gains and improve resource use Create a control-tower solution that integrates real-time data across the supply chain with external data sources to improve visibility and resilience; Design a data model that integrates internal and external data sources to identify and reduce exposure to acute and chronic ESG risks (e.g. weather events, supply volatility), as well as tracking performance against environmental goals Exchange data insights in organization and value chain, using diverse sources to inform action while ensuring data compliance, privacy and security; Ensure ESG sustainability data is a core factor of decision-making; Conduct continuous ESG assessments using data analytics, combined with AI technology, to monitor changes in strategic issues and make real-time decisions; Democratize access ESG impact data/insights through self-service portals for all employees, including a dashboard that tracks company-wide KPIs aligned with ESG sustainability reporting standards Develop/ implement measurement tools and impact assessment frameworks to value ESG externalities and return on investment; Incorporate digital tools into financial assessment processes in order to conduct sound assessments of ESG sustainability impacts within a defined set of future scenarios; Integrate and centralize data in order to report performance against environmental KPIs aligned to global sustainability reporting standards Provide employees with the digital and data tools and capabilities to deliver innovation aligned to the company purpose and ESG sustainability KPIs; Effectively communicate the company’s long- term growth plans, including any digital and ESG goals; Continuously improve KPIs that combine digital transformation and ESG sustainability goals Source. Bridging Digital and Environmental Goals: A Framework for Business Action http://www3.weforum.org/docs/WEF_Bridging_Digital_and_Environmental_Goals_2021.pdf

42. ©2021 TechIPm, LLC All Rights Reserved Next Generation ESG Digital Solution/Platform Development modular based flexible component solutions development -data management solution -data analysis solution -performance management solution - ... data governance solution for data availability/visibility/transparency and quality control -end to end data flow management with advanced search capabilities assessment solution for ESG sustainability-related risks, opportunities, real-world impacts -development of new metrics that can represent the processes and systems governing outcomes and impacts solution for maturity evaluation -forward-looking analytic tools for assessing likely future performance solution for tracking the ROI of ESG sustainability management efforts across enterprise AI & big data analytics-driven automatic real- time data capture, processing, and storing standardized analytically rigorous metrics measurement ways to ensure consistency and comparability capture business/industry/jurisdiction-specific dynamic and time-sensitive material ESG sustainability considerations based on double materiality approach provide a reliable foundation for cross-company comparisons use of right framework to evaluate ESG sustainability-related information critically and appropriately capture matters that potentially significant, monetary implications over time link between a company’s management in ESG sustainability-related risks, opportunities and impacts and its financial performance over time Management Platform Assessment Platform Linking Solution blockchain based secure and credible data sharing Integrated Platform

43. ©2021 TechIPm, LLC All Rights Reserved Balancing Green (MIT Press) One Page Book Summary 1. The Growing Pressures 3. Impact Assessment 4. Making with Less Taking 5. The Sorcery of Sustainable Sourcing 2. The Structure of Supply Chains 6. Moving More, Emitting Less 7. All’s Well That Ends Well 8. Green by Design 9. Talking the Walk: Communicating Sustainability 10. Managing Sustainability 11. Creating Deep Sustainability 12. The Travails of Scale 13. A Road to Sustainable Growth Sustainability-focused stakeholders' forces regarding environmental impacts create economic incentives for corporate environmental initiatives. Examination of sustainability risks, opportunities, and impacts in a company and across a supply chain is crucial because the vast majority of environmental (and the associated potential improvements) issues take place outside the four walls of most companies. a. Life cycle assessment (LCA) and Greenhouse Gas Protocol (GGP) are example methodologies for estimating a product's total environmental impact. b. Materiality assessment plays a crucial role in allowing companies to make sound business decisions about which impacts to tackle. Carbon footprint evaluation of the supply chain of bananas sold in the United States. BASF environmental materiality assessment Case studies of sustainability improvements regarding carbon footprint, water consumption, and toxin emissions Upstream supply chain sustainability case studies: IKEA and Starbucks cases for reducing negative environmental impacts and the risk of reputational damage Examples that show how companies can make significant reductions in GHG emissions through transportation and distribution management Sustainability improvements at the end-of-life of the product and beyond (circular economy) Product design and engineering changes that can markedly affect environmental impact across the full product life cycle including packaging design and design for recycling Chapter 16: Circularity for Design -Redesigning Design -Recognizing the Problems Designers -Face Creating a Framework for Circular Design Sustainability-related labeling, annual corporate social responsibility reporting, and other marketing communications In-depth case studies of three “deep green” companies: Dr. Bronner's Magic Soaps, Patagonia, and Seventh Generation Management issues regarding sustainability initiatives across an organization Fundamental challenges of replicating deep green practices on a larger scale Trade-off between financial and environmental performance Companies can achieve both of environmental and financial goals within the grayed region. This is the case with initiatives motivated by eco-efficiency, eco-risk management, and/ or eco-segmentation considerations. However, once companies reach the Pareto frontier, without radical change, they will face unavoidable trade-offs between environmental and financial performance. The set of options available for creating new opportunities to achieve both economic growth and a reduction in environmental impacts.

44. ©2021 TechIPm, LLC All Rights Reserved ESG Investing For Dummies (Wiley) One Page Book Summary 1. Entering the World of ESG 2. Evolution and Growth of ESG Investing 7. Approaches to ESG Investing 8. Equity-Based Instruments 3. Environmental Component 15. Elaborating the ESG Endgame 12. Creating Value through ESG 10. Derivative and Alternative Instruments 11. Geographical Differences 14. ESG Performance and Reporting ESG Investing Consideration Core Factors: industry sectors, ESG strategies, material indicators Impact investing is an approach to investing in initiatives, organizations, and funds that pursue the development of both financial returns and quantifiable social and environmental impact. Benefits of integrating ESG factors into organization’s management, strategy, and goal and effective ESG practices: generating enhanced returns; attracting more customers; reducing costs; increasing productivity and attracting talent Greenwashing appears to have become more prevalent, but it’s difficult to prove, given the lack of a common definition for what constitutes good corporate behavior. Part 1: Getting to Know ESG 13 Devising an ESG Policy 4. Social Component 5. Governance Component 6. Greenwashing Understanding Why ESG Is Important: global sustainability challenges; interest of millennial investors in ESG; producing more systematic, quantitative, impartial, and financially applicable approaches to highlight the core ESG factors. The ‘E’ in ESG considers the company’s use of natural resources and the effect its operations have on the environment, in terms of direct operations and throughout its supply chains. climate change: rapid reduction in GHG emissions + offsetting (e.g., carbon credits) to reach net carbon zero; energy efficiency: decrease hydrocarbon-sourced energy consumption by displacing it with clean energy sources, or to integrate systems to improve energy usage; global water crisis: water access, pollution, and scarcity; air and water pollution: pollutant emissions ; biodiversity and deforestation crisis; waste management: circular economy, waste-to-energy solutions Qualitative nature of social performance and the wide range of related issues make ‘S’ to be the most difficult to analyze, measure, and integrate into investment strategies. Social performance indicators: customer satisfaction, data security and privacy, gender and ethnic equality, diversity and inclusion, employee engagement, community relations, , human rights, labor standards, health, safety, and wellbeing Corporate governance principally describes the systems a company uses to balance the competing demands of its diverse stakeholders, Evaluating governance: board responsibilities and composition, audit committee structure, bribery and corruption, executive compensation, lobbying, political contribution, whistleblower schemes Part 2: Investing in ESG Socially Responsible Investing SRI); Impact Investing; Green Investing; Faith-based Investing Integrating ESG Strategies into equity-based investment funds are either actively managed (the portfolio manager decides where and what to invest in) or passively managed. Positive screening strategies based on ESG scores can raise the ESG quality of both passive and active traditional and smart beta portfolios, without reducing risk-adjusted returns. However, instead of focusing on maximizing financial performance from ESG criteria, many investors are now concentrating on maximizing ESG performance subject to risk- return constraints. 9. Fixed Income Instruments Using ESG factors to inform fixed income investment (Bond) decision- making is primarily about identifying risks and opportunities that might otherwise be overlooked. Integration of ESG factors into fixed income portfolio strategies: positive/negative screening, best-in-class, engagement, thematic ESG indexes are becoming fundamental building blocks for asset allocation. Derivative and alternative instruments can achieve passive returns using ESG indexes. ESG investing is expected to top US$50 trillion in the next 20 years confirms that it has moved from niche to mainstream. Part 3: Applying ESG Philosophy Investors' key considerations to develop an ESG framework: material ESG metrics, internal governance structure, peer reviews a. criteria and metrics for material ESG factors for performance measurement b. frameworks for related reporting of the data behind material ESG factors A materiality analysis is a method used to pinpoint and prioritize the issues that are most important to an organization’s value chain and its stakeholders. ESG ratings grade companies against given ESG standards, evaluating their performance on a sustainability scale. Part 4: The Part of Tens 16. Ten Frequently Asked Questions 17. Ten Issues Surrounding ESG Portfolio Construction 18. Ten Factors Influencing the Growth of ESG Investing Climate Change ESG strategies have mostly outperformed the most popular conventional passive ETFs. ESG evolved to mainstream strategy

45. ©2021 TechIPm, LLC All Rights Reserved On Leading Digital Transformation (HBR Press) One Page Book Summary 2. The Transformative Business Model 3. Digital Doesn’t Have to Be Disruptive 4. What’s Your Data Strategy? 1. Discovery-Driven Digital Transformation 5. Competing in the Age of AI 6. Building the AI-Powered Organization 7. How Smart, Connected Products Are Transforming Companies 8. The Age of Continuous Connection 9. The Problem with Legacy Ecosystems 10. Your Workforce Is More Adaptable Than You Think The essential part of digital-transformation strategy is using data and digital capabilities to create new value for customers. A key part of discovery-driven digital transformation is identifying organizational problems that can be addressed with digital technology, the desired improvement for each, and a metric for assessing progress toward it. Business model describes how a company creates and captures value. Business model defines the customer value proposition and the pricing mechanism, indicate how the company will organize itself and whom it will partner with to produce value, and specify how it will structure its supply chain. Coherent dynamic strategy for organizing, governing, analyzing, and deploying an organization’s information assets is needed. Companies need a coherent strategy that strikes the proper balance between two types of data management: defensive, such as security and governance, and offensive, such as increasing revenue, profitability, and customer satisfaction. To scale up AI, companies must make three shifts: (1) Develop cross-functional teams with a mix of skills and perspectives for interdisciplinary collaboration ; (2) Develop data-driven decision making procedure at the front line; (3) Develop agile, experimental, and adaptable mindset To launch successful AI, leaders should devote early attention to several tasks: (1) Explaining why AI is important to the business and how they’ll fit into a new, AI-oriented culture; (2) Anticipating unique barriers to change; (3) Budgeting as much for integration and adoption as for technology ; 4) Balancing feasibility, time investment, and value Through what we call connected strategies such that companies are addressing customers’ needs the moment they arise nd sometimes even earlier, customers get a dramatically improved experience, and companies boost operational efficiencies and lower costs. Identifies a problem, describes what a solution would achieve, and proposes a way to measure progress on that solution Digital transformative business model can link a new digital technology to an emerging market need. Smart, connected products require (1) companies to build and support an entirely new technology infrastructure; (2) a fundamental rethinking of product development and manufacturing; (3) a new organizational structure. Smart, connected products create (1) new production requirements and opportunities; (2) new services. Identify metrics that are more closely linked to the specific improvements you hope digital transformation initiatives will bring about Transformative business model features: (1) personalization, (2) a closed-loop process, (3) asset sharing, (4) usage-based pricing, (5) a collaborative ecosystem, and (6) an agile and adaptive organization Digital transformation means using digital tools to better serve the known customer. Digital transformation often enables the elimination of inefficient intermediaries and costly physical infrastructure. But that doesn’t mean the physical goes away entirely. Digital transformation requires slow replacing of legacy systems in a modular, agile fashion. Balancing offense and defense requires balancing data control and flexibility. A company’s data architecture describes how data is collected, stored, transformed, distributed, and consumed. A robust a single source of truth (SSOT) for control and multiple versions of the truth (MVOTs) data architecture for flexibility are need. The SSOT works at the data level; MVOTs support the management of information. Competing in the Age of AI One Page Book Summary Companies need to make continuous connection a fundamental part of their business models. They can do so with four strategies: respond to desire, curated offering, coach behavior, and automatic execution. 11. How Apple Is Organized for Innovation Bonus. Digital Transformation Comes Down to Talent in Four Key Areas They must function well together. To build effective new business models that take advantage of digital technology, older companies need to agree on the way forward, adopt new performance metrics, and rebuild their supplier, distributor, and partner networks. Companies need to start thinking of their employees as a reserve of talent and energy that can be tapped by providing smart on-the- job skills training and career development. The Apple Model: The company is organized around functions, and expertise aligns with decision rights. Leaders are cross-functionally collaborative and deeply knowledgeable about details. Technology is the engine of digital transformation, data is the fuel, process is the guidance system, and organizational change capability is the landing gear.

46. ©2021 TechIPm, LLC All Rights Reserved Competing in the Age of AI (HBR Press) One Page Book Summary 2. Rethinking the Firm 3. The AI Factory 4. Rearchitecting the Firm 1. The Age of AI 5. Becoming an AI Company 6. Strategy for a New Age 7. Strategic Collisions 8. The Ethics of Digital Scale, Scope, and Learning 9. The New Meta 10. A Leadership Mandate a. AI is transforming the very nature of companies—how they operate and how they compete. b. AI is restructuring the economy. Understanding the new opportunities and challenges has become essential, and many time-honored assumptions about strategy and leadership no longer apply. Emergence of firms that are designed and architected to release the full potential of digital networks, data, algorithms, and AI (digital operating models). Case studies of three digital unicorns: Ant Financial, Ocado, and Peloton Firms need a fundamentally different operating architecture to remove constraints on firm scale, growth, and learning exploiting the full power of digital networks and AI. Operating architecture for an AI-powered firm: a common foundation of data inputs, software technology and algorithms that are provided by an AI factory, easily accessible (but carefully designed and secure) interfaces that agile teams developing individual applications can use. Digital firms enable and require a new approach to strategy exploiting the digital network and learning effects. Leaders should be aware of how their newly deployed digital capabilities can be misused in ways they never intended-or possibly even imagined. The age of AI is defining a new set of challenges for leaders. Amazon's digital operating model illustrates the advantages of digital scale, scope, and learning. Its digital systems scale more easily and continue to improve despite the size and complexity of its operation. Digital unicorns’ operating model (delivers value) enables striking capacity to drive scale, scope, and learning and their business model enables creation and capture of value without operational limitation. The AI factory is the scalable decision engine that enable data-driven and AI-driven automation, analysis, and insights and powers the digital operating model of the twenty-first-century firm. AI factory components: the AI algorithms that make predictions and influence decisions, the data pipeline that feeds them, and the software, connectivity, and infrastructure that power them. To become an AI-enabled firm that can leverage the power of data, networks, and AI requires the transformation journey of deploying a digital operating model. Five guiding principles that characterize an effective transformation process: 1. Development of strategic clarity and commitment 2. Development of a clear operating architecture 3. Development of a product-focused agile organization 4. Development of a deep foundation of capability in software, data sciences, and advanced analytics 5. Development of a clear multidisciplinary governance The stronger the network and learning effects, the sharper the increase in value with scale: a. The most important value creation dynamic of a digital operating model is its network effects. b. Learning effects can either add value to existing network effects or generate value in their own right. A new generation of digital operating models transform the economics and nature of service delivery, and thus, competition. As collisions between digital firms and traditional firms multiply across the economy, different industries become increasingly connected to each other coalescing around a small number of digital superpowers (hub firms). Ethical challenges created by the combination of digital networks and AI: digital amplification, algorithmic bias, data security and privacy, platform control, fairness and equity The age of AI is changing the rules of the game. The new rules are defining the new age, shaping key arenas, and transforming our collective future. Rule 1: The age of AI is driven by a relentless and systemic driver of change. Rule 2: AI-driven world has more to do with a universal and horizontal capabilities. Rule 3: Traditional industry boundaries are disappearing. Rule 4: As digital operating models continue to displace traditional industrial processes, they also remove traditional operating constraints. Rule 5: Concentration and inequality will likely get worse. Enterprise transformation Entrepreneurial opportunity Regulation Community

48. ©2021 TechIPm, LLC All Rights Reserved Metaverse for Sustainable Smart City Cities are responsible for more than two-thirds of the world’s energy use and greenhouse gas (GHG) emissions. A comprehensive reduction in GHG emissions requires an increased focus on transforming energy use in buildings, transportation systems, as well as a shift from fossil fuels to renewable energy sources. It also requires a holistic approach to the de-carbonization of city operations, infrastructure, and services (e.g., waste management systems). Integrated Environmental Solutions (IES) developed the environmental digital twin technology that can reduce carbon emissions of cities worldwide. The environmental digital twin enables energy- efficient design and continuous optimization of buildings using AI by incorporating real-world operational data obtained by IoT sensors. The city of York is the first city in the UK to use a real-time transport model for live traffic management exploiting digital twins. Digital twins can help to realistically simulate and analyze a city’s current and future traffic, to test and validate different measures and thus find the best locations for new traffic. Digital twins can provide a holistic view of a utility’s electricity/water systems and enable data-driven decision-making for energy-efficient and resource-saving management of the systems. Metaverse City Management Center enable citi-wide ESG sustainability monitoring and control exploiting integrated hierarchies of digital twins (metaverse for ESG digital transformation). Source. https://learn.iesve.com/digital-twin- white-paper/?utm_source=ies- website&utm_campaign=navigant

51. ©2021 TechIPm, LLC All Rights Reserved Smart City Design and Development Source. Smart Cities Technologies and applications : BIM-GIS- IOT-AI@udemy BIM (Building Information Modeling for 3D digital representations of infrastructure to get proper design, construction, operation, and maintenance GIS (Geographic Information System) to map and analyze geographic features IoT (Internet of Things) monitoring for real-time data sensing of smart city components Smart City Digital Twin Metaverse Project Management Platform Design Team Construction Team Management Team Digital Twin of Helsinki Kalasatama District: https://www.youtube.com/watch?v=9Vgilm8ZrO4&t=160s Cloned Shanghai: https://www.youtube.com/watch?v=hOJZhsNtB6g&t=152s

52. ©2021 TechIPm, LLC All Rights Reserved Smart City Management Smart City ESG Digital Transformation Platform Smart City Metaverse Project Management Platform Smart City Management Center City of the future

53. ©2021 TechIPm, LLC All Rights Reserved Smart City Financing and Business Development Green infrastructure funds are an investment funds for clean transportation systems (e.g., electric vehicle), green buildings (e.g., energy-efficient buildings), renewable energy systems (e.g., wind/solar power system), waste management system (recycling system) to invest in sustainable design, reductions in energy- and water-use, greenhouse gas emissions reduction, air quality improvement, and natural resource protection Metaverse NFT based DeFi Financing DeFi Platform Design and Development: https://www.youtube.com/watch?v=onsUB hWBrfU&t=1629s Metaverse City Living Lab metaverse platform for public–private–people partnerships for city-wide circular economy development public–private–people collaboration for sustainable city management and development co-creation of eco-friendly city environment test-bed for innovation commercialization of new business ideas Metaverse City Service Portal metaverse platform for city government services: call center; citizen portal; utility management; waste management; license/permit management; asset/land management; public security and health management; mobility and parking management; job search service Metaverse Commerce Portal metaverse platform for digital billboards/shops/showroom where users can access products/services from companies based on brand reputations and try them virtually; market place for direct transaction among people; active marketing campaigns; real/virtual property renting/sales; land sales Metaverse IR/PR Portal metaverse platform for linking investors and investees; virtual fund raising events; virtual public- private investment partnerships platform; virtual PR event with tour of cities for global investors and tourist

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