Operationalizing ESG in higher education: a pentagonal integral model approach

Juraev Abror Turobovich, Nilufar Omonova, Gaini Mukhanova, Makhmudova Nodira, Aruzhan Abdybaeyva, Ziyodulla Nurov, Rakhmon Amanov, Fotima Khodjaeva, Erkin Farmanov

2026

Full text Open access: Gold Metadata (CSL-JSON)
DOI 10.3389/frsus.2026.1788355
Data confidence 70 medium
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Abstract

Institutions of higher education in developing economies face distinct challenges in implementing Environmental, Social, and Governance (ESG) frameworks, primarily due to limited resources and conflicting objectives. This research presents the Pentagonal Integral Model (PIM), an innovative conceptual framework that incorporates five interrelated subsystems—Ecological, Social, Governance, Academic, and International—to analyze and facilitate ESG implementation dynamics in resource-limited environments. The approach is substantiated by a 15-year case study (2010–2025) of Bukhara State University (BukhSU), Uzbekistan, analyzing systematic ESG operationalization within the UI GreenMetric World University Rankings framework. Bukhara State University is in a dry part of Central Asia that is dealing with a lack of water and damage to the ecosystem caused by the Aral Sea disaster. It got a score of 72.38% (7,237.5/10,000) for overall sustainability, putting it 401st out of 1,745 universities worldwide. Some of the most important accomplishments are: 58% of the energy comes from renewable sources thanks to more than 2,000 solar panels; 80% of the water is used efficiently thanks to AI-based management; 37degree programs are connected with about 480 courses; and 28.4% of graduates get work in green fields (1,202 out of 4,235). The PIM framework suggests that activating subsystem interactions in a planned way, especially the I → G → A and A → S → E sequences, is associated with measurable progress even when resources are constrained. Dynamic Equilibrium Coefficients (DECs) measure the strength of interactions. The strongest positive associations are observed in the E → I (0.85), A → S (0.83), and G → E (0.81) pathways. The model gives peer institutions who want to make an ESG transition tools for diagnosing and planning.