Katherine Garrett-Cox

"“I have a history for making surprising choices.”"

"“I want to bring nature into investment decision-making and for investors to focus on the importance of biodiversity.”"

"“I want to bring nature into investment decision-making and for investors to focus on the importance of biodiversity, in order for more blue finance initiatives to be taken, investors need the right data points.”"

"The world is facing some of these changes that simply can't be affected overnight, and both investors and those running businesses do understand that certain things will take time. Of course, there will always be some people who will be impatient but, at the end of the day, investors have a choice: you either buy into the corporate strategy and mission and say, I will be with you every step of the way on this journey, I believe in what you're doing, or ultimately they'll divest, and I think therein lies the rub."

"I firmly believe that the purpose of an organisation matters, it matters to those who work in it tirelessly every day, it should absolutely matter to your shareholders and stakeholders, but it really should matter to your investors as well."

"The whole issue of humanitarian and resilience investing, which is not really an investable space at the moment; it has typically been the domain of the aid agencies who poster a humanitarian issue, would step in and be there to support those on the ground who needed them. But increasingly, and the global pandemic has shown us this, there simply isn't enough money going around to enable just the aid agencies to pick up the cost. So I think the question is how do we, as a finance industry, help build resilience in communities that need it most?"

"How have you grown as a person? What have you contributed and who have you taught? Because there's something about what each of us have learnt and there's something about what each of us convey to others as a learning experience and that sense of passing down the generational baton."

"The purpose of an organisation matters, it matters to those who work in it tirelessly every day, it should absolutely matter to your shareholders and stakeholders, but it really should matter to your investors as well."

"It's just a perennial trap that CEOs fall into, which is that they ram their diary full of things that, if you really look hard, fall neither into the urgent, nor the important box. So, I love the little urgent and important matrix, it's kept me on the straight and narrow for a long time. If it's not urgent, or is unimportant, it just going to have to wait."