Partner & Director, Sustainable Investing & Social Impact
Veronica Chau is a member of the Financial Institutions and Social Impact practices at Boston Consulting Group.
Veronica works with financial institutions and investors to create value through strategies that realize both financial and social returns. Her work with international investors, governments, foundations, social sector organizations, and entrepreneurs has given her a perspective that spans the private, public, and social sectors. She is also an expert regarding the philosophy of how finance can be better used as a way to create lasting value for shareholders and society alike. Veronica is part of the core team at BCG that works with total societal impact.
Veronica is a passionate advocate for ESG (environmental, social, and governance) investing, impact investing, and socially responsible investing. Before joining the firm, Veronica was a partner at Dalberg Global Advisors.
What if we could solve the climate and housing crises at the same time? BCG partner and director Veronica Chau suggests a playbook of moves to start mobilizing big money and transform climate financing challenges into opportunities.
Green FDI is key to achieving climate goals, but too little is going to emerging market economies. Here’s how four countries are changing this.
BCG's Veronica Chau joins Maria Kozloski of the Rockefeller Foundation to discuss climate finance and the work that remains to ensure that governments, investors, and companies are making the greatest possible impact.
A new report by The Rockefeller Foundation and Boston Consulting Group finds that without standardized taxonomies, it can be difficult—if not impossible—for catalytic investors to trace financing flows and pinpoint gaps that they can meaningfully target.
Net-zero commitments are long-term pledges—but meeting them requires action today. BCG experts explain what CEOs need to do this year on climate.
Institutional investors were late to realize the alpha potential of clean tech and other environmental investments. They should avoid making the same mistake with social impact.
To overcome climate inaction, we must understand the rationale for individuals’ behaviors, identify the groups that could change those behaviors, and work with those groups to transform the vicious cycle into a virtuous one.
For now, corporate sustainability spending may be curtailed. But investors believe that in the long run, ESG will remain a powerful driver of portfolio performance.
Closing the wealth gap demands radical disruption in the way financial organizations and investors prioritize, target, and invest in Black consumers.
COVID-19 recovery efforts can contribute to solving two crises at once—if leaders direct recovery-focused investments toward sustainable infrastructure, green jobs, and environmental resilience.
As environmental, social, and governance issues become material to business with increasing speed, investors must equip themselves to react rapidly and flexibly.