Investing like a parent

As I prepared to write this blog, I found myself reflecting on the growing relevance of child-lens investing. It’s a concept gaining traction with UNICEF’s Child-Lens Investing Framework named one of TIME’s best inventions of 2024, not to mention the recent third anniversary of our Future Generations strategy. But the idea became personal when I thought about my youngest child about to finish high school and head off to university. I want him and his siblings to mature in a world full of opportunity, where they all have real freedom of choice and can thrive as their authentic selves. These thoughts led me to ask a broader and deeply professional question: what if our industry made investment decisions with the same care, foresight and accountability that parenting demands? What if we viewed ourselves not just as fiduciaries of capital but as stewards of the future? 

This isn’t just an abstract ideal. It's a framework for how capital can be deployed with intentionality and measurable impact, especially in a time of rising systemic risks and rising social disruption. As investors, we have both the opportunity and the responsibility to think beyond short-term return cycles and anchor our strategies in long-term resilience. 

The limits of short-termism

Despite the mounting evidence of the economic and social costs of inaction, I still see capital flowing into industries that have enduring and detrimental consequences for future generations. Commitments to sustainability are being rolled back under political pressure or short-term market shifts. That behaviour is holding us back, both morally and economically. Furthermore, this approach tosolving today’s challenges with yesterday’s logic is ineffective. I want our industry to move forward and embrace the opportunity to implement investment strategies that take a generational view.  

The urgency for action with a long-term lens is greater nowthan ever. The conditions for catalytic change exist with growing client demand, policy momentum, technological innovation and a new generation of entrepreneurs. Our industry just needs to be decisive and act. 

Positive impact as strategy

My career has always been rooted in sustainability, and I’m proud of the way Triodos IM takes to managing its investment funds, an approach that is dynamic rather than static. When I joined, our focus in the listed space was primarily on exclusion and avoiding industries that did harm. That was important at the time. But we evolved and our strategy became – in line with our private debt and equity funds - a more forward-looking, solutions-based approach whereby we actively seek companies and projects that contribute to a regenerative, inclusive and future-fit economy. We have always been about investing in positive social and environmental impact and outcomes that shape a betterworld for today's children. Our goal has always been about generatinglong-term positive impactsas well as financial performance, because these are not mutually exclusive. In fact, the majority of our funds have shown resilience in volatile markets precisely because they are grounded in these long-term fundamentals. 

A new generation is watching

I see this long-term thinking and optimism reflected in my children and their peers. They understand the legacy of past decisions, but they’re not cynical. They believe that a future built on education, social cohesion and environmental sustainability is essential. Andthey see the opportunity for change to make that a reality. They are technically skilled, socially conscious and ready to lead. The new generation is not just tomorrow’s workforce but they are also tomorrow’s investors, clients and regulators. Their expectations will shape our future and we can either resist that shift or anticipate it.  

The person and the professional

Although I now lead a financial institution, I’m also still someone’s child. My father, a small business owner, helped build a local playground and community centre in his spare time. He didn’t speak in terms of sustainability, but his actions embodied the principles of care, responsibility and long-term contribution. Those values continue to influence how I lead and how I think investments should be made. 

As an industry, we need to make decisions that reflect the kind of world we want to pass on. If we take seriously the idea that we are the parents of all the world’s children, we would invest differently. We would measure success not just by quarterly returns, but by our contribution to the systems that will sustain a resilient society and planet for their benefit.A world that provides opportunity and choice. 

Let’s invest with purpose and as if our own children’s future depends on it. Because it does. 

Disclaimer

Neither UNICEF, nor its partner in Luxembourg, Comité luxembourgeois pour l’UNICEF, is acting as an investment adviser and neither of them has had or will have any role in the design, structuring, development, management or operation of the Triodos Future Generations Fund. UNICEF, and the Comité luxembourgeois pour l’UNICEF, have not been and will not be involved in the management of the Triodos Future Generations Fund, including its investments decisions. Neither UNICEF nor the Comité luxembourgeois pour l’UNICEF has endorsed Triodos IM, Triodos SICAV I, the Triodos Future Generations Fund or any investment by the Fund. UNICEF and the Comité luxembourgeois pour l’UNICEF make no recommendation as to investment in the the Triodos Future Generations Fund.

The sole role of UNICEF, and the Comité luxembourgeois pour l’UNICEF, is to receive the donation from Triodos IM and apply such donation to UNICEF’s programmes for children. UNICEF and the Comité luxembourgeois pour l’UNICEF will have no liability to the Triodos Future Generations Fund or investors in the Fund in relation to investments in the Fund, the performance of the Fund or otherwise in connection with the Fund. UNICEF is immune under international law from every form of legal process.