ESG Readiness at UCLA Anderson

1. EXECUTIVE SUMMARY: As President of Anderson’s Net Impact chapter, Veronica led an independent study examining ESG trends at UCLA Anderson. The project was launched in response to increasing pressure on business schools to equip future leaders for a rapidly evolving ESG landscape. Veronica and her colleagues analyzed student interest in sustainability and impact-focused careers, the availability of ESG-related courses, and employer engagement in ESG hiring. Their research revealed critical gaps in Anderson’s core curriculum and career resources, leading to strategic recommendations to better support students pursuing meaningful, sustainability-driven careers.

2. IMPORTANCE: This project is important because understanding ESG is no longer optional for future business leaders—it’s strategic. Today’s executives are expected to navigate complex sustainability challenges, respond to stakeholder pressures, and integrate purpose into core business strategy. From product development to risk management and investor relations, ESG considerations now shape decision-making across every function. Yet, many MBA programs—including Anderson—offer ESG content only as electives, leaving students underprepared. By identifying curricular and career support gaps, my project pushes Anderson to provide all MBAs with a foundational understanding of ESG trends—ensuring they are equipped to lead responsibly and competitively in a rapidly evolving business environment.

3. IMPACT AND REACH: The ESG Trends at Anderson project produced a comprehensive analysis of UCLA Anderson’s approach to ESG and sustainability education, combining qualitative and quantitative data. I conducted over 10 interviews with faculty, staff, and student leaders, and reviewed three years of admissions and employment data. The study captured feedback from over 100 students, including Net Impact surveys and an incoming student poll conducted during A-Days, which identified top interests such as Energy Transition, Responsible Consumption, and Equity in Healthcare. Key findings included that only 4–6% of incoming FTMBA students self-report interest in ESG/Sustainability on admissions surveys, despite broader interest revealed through club engagement and event attendance. The number of students completing the Social Impact specialization more than doubled from 2022 to 2023, signaling growing momentum in the space. However, job outcomes remain difficult to track—only 27 internships and 2 full-time roles tagged as ESG-related were listed in myCareer, highlighting significant underreporting, technical challenges (ability to tag and track sustainability roles) and visibility issues. The project culminated in a strategic recommendations report presented to stakeholders at the Center for Impact, Parker Career Management Center, and Net Impact. These insights have already influenced conversations around consolidating ESG and CleanTech programming, enhancing admissions and job tracking tools, and reallocating resources to better align with student interest and institutional goals.

4. COLLABORATIONS: Veronica conducted this study alongside her colleagues Nkemdilim Chukwuma, Rita Aboujaoude, and Martin Marchiori-Wong (FTMBA ‘24) in the Spring of 2024. She worked in partnership with the Parker Career Center and Center for Impact at UCLA Anderson. This report was shared to key stakeholders including Sanford DeVoe | Senior Associate Dean of MBA Programs; Gary Fraser | Associate Dean, Full-Time MBA Program; Marcus Castain | Associate Director, Parker Career Center; and Bhavna Sivanand | Executive Director, Center for Impact at UCLA Anderson.

5. YOUR ROLE WELL DEFINED: This report was part of an optional Independent Study conducted alongside 3 other students. Each student was responsible for their own workstream, and holistically the combined reports painted a picture of what Anderson’s position in the context of broader MBA and Industry ESG trends. Each workstream was also responsible for delivering its own research, results and recommendations. Veronica looked at Anderson specific ESG trends – including gauging student interest, popularity and availability of classes, employer interest and job outcomes.

6. OPTIONAL NEXT STEPS: Collaborate with Parker to improve sustainability/impact role tracking and outcomes. Give the data reporting responsibilities to Net Impact at Anderson so the survey continues year to year, and students can hold the administration accountable.