Could you share an example of a time when you came up with an innovation that improved how your legal team works and did not come at a large expense?   

I developed and implemented a new meeting structure, including formal agenda, for the legal team, aimed at driving psychological safety and presence in team meetings, and fostering connections amongst our growing team.  

While it may seem simple, by formalising the agenda for these meetings and including some tools that allow contributions in different formats, team members are given multiple opportunities to contribute and hopefully, feel comfortable doing so. The structure also ensures that we can efficiently discuss critical business issues and be kept up to date with each other’s work, while also making time for social connection. In a post-Covid hybrid working environment, it allows us to make the most of the time when we are in the office together.   

What are the most significant cases or transactions that your legal team has recently been involved in?   

I am lucky enough to work with a team of technically excellent lawyers who are collaborative, thoughtful, and commercial. We are led by strong leaders, who value the contribution we make.  

I support HESTA’s Investments team, across all asset classes, but with a particular focus on unlisted assets. Some of the most recent significant transactions I have worked on have been in energy transition. This includes leading the negotiation of the legal documents – along with our investment partners – for the establishment of the Intera renewable energy platform, managed by Palisade Investment Partners.  

The Intera platform aggregates five of Palisade’s operational renewable energy assets into a single entity of scale, with a common ownership, governance, management, and financing structure. The platform will provide investors with diversified asset exposure and opportunities for long-term growth through the development of new energy projects. The structure we negotiated allows HESTA and other large investors to invest in projects more efficiently, and at scale. This can increase the flow of institutional capital to investments that support the transition to a lower-carbon future and help HESTA deliver strong investment returns to our members over the long term.  

Working with our Investments team, I also created a novel investment platform for HESTA’s potential investment in domestic green hydrogen projects with ReNu Energy, which includes a corporate structure that will allow HESTA to execute small hydrogen investments quickly, giving us access to the hydrogen industry and emerging technologies that support the energy transition.  

What is a cause, business related or otherwise, that you care about, and why?  

In a global economy increasingly focused on climate risk and the push towards net zero, I strongly believe that Australia’s superannuation industry has a critical role to play in the clean energy transition. I am fortunate enough to work at a fund that is acutely aware of this; HESTA believes our members’ best financial interests are served through a deep commitment to responsible investing – it’s how we seek to use our expertise to influence positive outcomes while delivering strong long-term returns for members and is central to delivering our vision for ‘super with impact’.   We incorporate environmental, social and governance considerations, such as climate change and gender equality, into our investment decision making, and our active ownership approach to help deliver strong, long-term returns to our members.  

At a personal level, it is very satisfying to work on projects such as Intera and the hydrogen platform, that are both intellectually stimulating and helping drive the clean energy transition.