Veronica Chau
Partner and Director, Sustainable Investing & Social Impact
Washington, DC
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.
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.
Today's ESG factors emerge out of nowhere and evolve at rapid speed. To survive and thrive, investors need a flexible and forward-looking approach.
Purpose can provide unifying momentum, but it won’t help identify the specific steps and actions corporations should be taking. Here’s a four-level approach.
