Responsible Investment Conference

Examining how greenwashing risks and shifting geopolitics are reshaping ESG investment strategies globally and in Australia

Sarah in a auditorium for the RIAA conference

"Working with RIAA on the build of the new website stoked my responsible investment fire"

New to the responsible investment (RI) space I went excited to learn more about how global leaders in investment from superfunds, regulators and private are thinking about and implementing ESG strategies to see strong returns for clients.

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Chapters:
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Responsible Investment conference

Two incredible days

Two incredible days at the Responsible Investment Association Australasia (RIAA) Conference - the largest responsible investment gathering in the Southern Hemisphere examining how greenwashing risks and shifting geopolitics are reshaping ESG investment strategies globally and in Australia.

As someone new to the Responsible Investment space, having delved into the content whilst building the RIAA website this year, I was curious to see how many of the frameworks I'm familiar with from ESG strategy translated into frameworks for investment decision-making.

Before the conference, the geo-political shifts on impact, DEI and ESG have worried me - the backslide, oh the backslide! Leaving the conference though, my spirits are lifted. These shifts are creating an opportunity for Australia and our region to step up to the plate in climate leadership.

Coining the phrase ESG

Paul Clements-Hunt speaking at the RIAA Conference 2025. Photography: Tony Rosier

Paul Clements-Hunt, the person credited with coining the term β€˜ESG’, hooked me from the first keynote that was funny and informative. Hearing "the UN SDG #17 'partnerships for the goals' should be #1" and "we should have made it GES, not ESG - because if you get governance wrong, then you get nothing else right."

Does nature only have value when it's dead?

Marco Lambertini speaking at the RIAA Conference 2025. Photography: Tony Rosier

The nature sessions were equally compelling. Marco Lambertini from the Nature Positive Initiative delivered a powerful reminder that "we view nature's only assumed value as when it's dead. Like fish have value when they're killed, cooked and eaten. This is what we need to change, to recognise the value nature has when it's alive." πŸ’₯

Takeaways

I spent time over the last few days aggressively adding to Notion my key takeaways, things to Google later, and quotes from speakers as quickly and as accurately as my thumbs could manage.

Some things on my post-conference to-do list:

πŸ“– Purchase Tyson Yunkaporta's book Sand Talk - I'm still thinking about the ants laying paths that the echidnas follow.

πŸ”‹ Grab some shares related to the battery supply chain

πŸ” Check out where my superfund actually invests my money - with the mindfulmoney.nz tool from Barry Coates & team (currently only for Kiwisaver, maybe Australia/global one day!)

🀞 Hold the hope - Darren Grover of WWF-Australia reminded us that "there's a lot of negative news and stories out there about nature. And this can make it feel harder. But there are a lot of good things happening, people out there doing good things"

🧠 Creativity and collaboration is a superpower - bringing in different people with different expertise and skillsets will make a more robust and holistic ecosystem

‍

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  • Maintain B Corp score from 134.1 with workers included
🟒
  • We officially re-certified in November 2023, and are pleased to report we achieved the same score (to the decimal point). Wild! We shared our experience of recertification here.
  • Share templates, documents, insight into business for good
🟠
  • We haven't done this publicly, but when people have asked, we have shared. And we're sharing a series of things as part of this impact report.
  • Maintain current ownership and governance
🟒
  • Harvey is 100% owned by the Smallchua Family Trust. Rebecca Smallchua is our sole Director.
  • Re-use, recycle and manage dangerous waste
🟒
  • We continue to implement our hazardous waste policy and are on a continuous learning and improvement journey.
  • We repair damaged hardware and minimise purchasing of new equipment.
  • Personally we're all Facebook Marketplace fans.
  • Be climate positive at work and at home
🟠
  • We don't track our CO2 emissions, rather we take a much more general and high emissions view. However, this year, we didn't donate to the environment (see above) so we can't say we countered our CO2.
  • Advocate for climate change / inspire sustainable living
🟒
  • We hosted a panel event on Zero Emissions Day in September 2023, along with our friends at Portable, where we interviewed industry experts on the opportunity to engage with community and work towards a more sustainable future. Recording here.
  • Donate 5% to the environment
πŸ”΄
  • We didn't make the donation this year as we're revisiting our impact giving model - more details here
  • Invest $20k in impact businesses plus $20k of pro bono time
πŸ”΄
  • We delivered some pro bono time but dropped the ball and had no official measurements in place.
  • We also did not invest $20k in impact businesses, and are reviewing this goal going forward. In the last 12 months, our three Impact Investments all lost their value (Whole Kids, Pronto Bottle & Kester Black). While it's not great, we accept this is part of ambitious investing, and each had their own challenges that they couldn't quite overcome.
  • Buy with intention from local and discriminated groups
🟒
  • We continue to be intentional about our suppliers as outlined in our policy and report the details in the Community chapter of our report.
  • Protest and boycott important issues (Australia Day, Melbourne Cup)
🟒
  • Yes and yes!
  • 9 day fortnights, with option for 4 day weeks
🟒
  • 80% work 9 day fortnights, 40% part-time hours, 10% standard working hours.
  • Improve and increase capability across team
🟒
  • Raising our emotional health levels through a leadership development program with Global Leadership Foundation.
  • Expanding output skills: Market research, Web design, content & copywriting, strategy & development and automation strategy.
  • Targeted and clear personal growth, if we are better our clients will be
🟒
  • A new process for 360 feedback, plus personal goal setting questionnaires that ask the big questions of where we want to go and how we'll get there. Also lots of accountability check-ins.

Client survey metrics

  • 3 / 5 value for money (1 - 'could charge less' and 5 - 'could charge more')
  • 8 / 10 likely to recommend
🟒
  • 3.4 / 5 value for money
  • 9.2 / 10 likely to recommend

No destructive clients. Revenue breakdown: 17% Good, 59% Great, 24% Amazing

🟠
  • No destructive clients.
  • Revenue breakdown: 17% Good, 59% Great, 24% Amazing (A little over on Good and under on Great, but on target for Amazing - which is most important, so we're happy with that)
  • All staff spend 80%+ of their time on clients
πŸ”΄
  • Spent 64% of our time on clients (under). Due to team changes (recruitment, onboarding and offboarding) and extra investment in training, personal development and community engagement (e.g. B Local), we did not hit this target. On reflection, we will think 80% is too ambitious and we'll be revising to 70% going forward.
  • Regular, honest check-ins about how we feel
🟒
  • Stand ups, development sessions, watercooler chats, impact updates and more.

$994k revenue (Up $211k on FY2223)

πŸ”΄
  • $833,588. Revenue was up 6% YoY. Midway through the year, we adjusted down our target to $879k as team growth / services shifted. The main reasons we didn't hit target were scope creep and overruns, both of which we're trying to manage better with process improvements.
  • Maintain B Corp score from 134.1 with workers included
🟒
  • We applied for our B Corp re-certification at the end of this financial year and are pleased to report we achieved the same score (to the decimal point). Wild!
  • Share templates, documents, insight into business for good
🟠
  • We haven't actively done this publicly, but when people have asked, we have shared. And we're sharing a series of things as part of this impact report.
  • Maintain current ownership and governance
🟒
  • Harvey is 100% owned by the Smallchua Family Trust and Rebecca Smallchua is our sole Director.
  • Re-use, recycle and manage dangerous waste
🟒
  • We continue to implement our hazardous waste policy and are on a continuous learning and improvement journey.
  • We repair damaged hardware and minimise purchasing of new equipment.
  • Personally we're all Facebook Marketplace fans.
  • Donate 5% to the environment
πŸ”΄
  • We fell short here, we didn't make the donation. More details here.
  • Advocate for climate change / inspire sustainable living
🟒
  • Be climate positive at work and at home
🟠
  • We don't track our CO2 emissions, rather we take a much more general and high emissions view. However, this year, we didn't donate to the environment (see above) so we can't say we countered our CO2.
  • Protest and boycott important issues (Australia Day, Melbourne Cup)
🟒
  • Have a RAP, engaged stakeholders and implemented more change
πŸ”΄
  • Due to competing priorities and limited time (no lack in desire) we de-prioritised our Reconciliation Action Plan as we want to do it meaningfully and have the capacity to follow through. However, we took a few first steps outlined here.
  • Buy with intention from local and discriminated groups
🟒
  • We continue to be intentional about our suppliers as outlined in our policy and report the details in the Community chapter of our report. We took it one step further this year with a public call to pledge to audit suppliers in this campaign www.supplier-impact.com
  • Invest $20k in impact businesses plus $20k of 100% pro bono time
🟠
  • We delivered some pro bono time but dropped the ball and had no official measurements in place. We also did not invest $20k in impact businesses because of the reduced revenue with Becky on maternity leave.
  • Sarah personally donated her photography equipment valued at around $7,500 to empower a content and brand producer in the Solomon Islands.
  • 9 day fortnights, with option for 4 day weeks
🟠
  • 40% work 9 day fortnights, 40% part-time hours, 20% standard working hours.
  • Improve and increase capability across team
🟒
  • Elevated our tool nerd level. See here.
  • Expanding output skills: Market research, Web design, strategy & development, video editing, and automation strategy.
  • Targeted and clear personal growth, if we are better our clients will be
🟒
  • Lots of on-the-tools growth, structured learning through weekly Lunch 'n Learns and Intro to Programming at RMIT.

No destructive clients. Revenue breakdown: 15% Good, 60% Great, 25% Amazing (Here's what the classifications mean)

🟒
  • No destructive clients.
  • Revenue breakdown: 10% Good, 66% Great, 25% Amazing
  • All staff spend 70%+ of their time on clients
🟒
  • Spent 71% of our time on clients (over by only 76 hours).

Client survey metrics

  • 3 /5 value for money
  • 8 / 10 likely to recommend
🟒
  • 3.4 / 5 value for money
  • 8.8 / 10 likely to recommend

Maintain current revenue

🟠
  • Revenue down 16% YoY
  • Regular, honest check-ins about how we feel
🟒
  • Stand ups, development sessions, watercooler chats, impact updates and more.
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22 Bricks
ABCH
ATEC
Abundant Water
Anantaya Jewellery
B Lab ANZ
BZE
Bank Australia
CPSN
Certification O
Chaulk
Client Fabric
Clockwork Films
Common Ground
Compass Studio
Cyclion
Dog & Bone
Envirotecture
Evee
Farm My School
Fellten
GewΓΌrzhaus
Global Leadership Foundation
Goodtel
Green Collar
Hagens Organics
Hey Doodle
Jasper Coffee
Jaunt
KOSI
KingPump
LVLY
Lee Christison
Lumen
MIIROKO
MK Local Foods
Marnie Hawson
Merry People
Nexa Advisory
No Lights No Lycra
North West Guadalcanal Association (NWGA)
OBG
One Small Step
Parliament of Victoria
Peninsula Hot Springs
Pixii
Portable
Possible
Prisma Legal
ReCo
Shadowboxer
Strongim Bisnis
Studio Schools Australia
THL Tourism Holdings Limited
Thankyou
The Next Economy
The Salvage Yard
The Sociable Weaver
Time
WIRE
Whole Kids
iDE
No items found.
22 Bricks
ABCH
ATEC
Abundant Water
Anantaya Jewellery
B Lab ANZ
BZE
Bank Australia
CPSN
Certification O
Chaulk
Client Fabric
Clockwork Films
Common Ground
Compass Studio
Cyclion
Dog & Bone
Envirotecture
Evee
Farm My School
Fellten
GewΓΌrzhaus
Global Leadership Foundation
Goodtel
Green Collar
Hagens Organics
Hey Doodle
Jasper Coffee
Jaunt
KOSI
KingPump
LVLY
Lee Christison
Lumen
MIIROKO
MK Local Foods
Marnie Hawson
Merry People
Nexa Advisory
No Lights No Lycra
North West Guadalcanal Association (NWGA)
OBG
One Small Step
Parliament of Victoria
Peninsula Hot Springs
Pixii
Portable
Possible
Prisma Legal
ReCo
Shadowboxer
Strongim Bisnis
Studio Schools Australia
THL Tourism Holdings Limited
Thankyou
The Next Economy
The Salvage Yard
The Sociable Weaver
Time
WIRE
Whole Kids
iDE

RIAA Website (coming soon)

No items found.
No items found.
22 Bricks
ABCH
ATEC
Abundant Water
Anantaya Jewellery
B Lab ANZ
BZE
Bank Australia
CPSN
Certification O
Chaulk
Client Fabric
Clockwork Films
Common Ground
Compass Studio
Cyclion
Dog & Bone
Envirotecture
Evee
Farm My School
Fellten
GewΓΌrzhaus
Global Leadership Foundation
Goodtel
Green Collar
Hagens Organics
Hey Doodle
Jasper Coffee
Jaunt
KOSI
KingPump
LVLY
Lee Christison
Lumen
MIIROKO
MK Local Foods
Marnie Hawson
Merry People
Nexa Advisory
No Lights No Lycra
North West Guadalcanal Association (NWGA)
OBG
One Small Step
Parliament of Victoria
Peninsula Hot Springs
Pixii
Portable
Possible
Prisma Legal
ReCo
Shadowboxer
Strongim Bisnis
Studio Schools Australia
THL Tourism Holdings Limited
Thankyou
The Next Economy
The Salvage Yard
The Sociable Weaver
Time
WIRE
Whole Kids
iDE
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