In a thought-provoking video released during last month’s Climate Week in NYC, Dr. Jane Goodall, speaking as the voice of Mother Nature, asks us a powerful question:
“How do you propose to have a sustainable economic plan without a real biodiversity plan?” Mother Nature asks. “Neglecting to invest in me, as the provider of your natural capital, is dangerous. You cannot keep drawing down on me without getting into debt — a debt that threatens all life.”
While the climate emergency may still feel distant in many boardrooms, the looming crisis of biodiversity loss presents an even more daunting challenge. These are not separate issues; they are deeply interconnected and must be addressed together.
In our previous article, A shift from “Should you put ‘nature’ on your board? to “Where is ‘nature’ on your board?, we explored the growing urgency for boards to integrate nature into their governance practices. No longer is it a question of whether nature belongs in the boardroom—it’s about how it’s being actively incorporated. We delved into key frameworks like the Taskforce on Nature-related Financial Disclosures (TNFD) and Science-Based Targets for Nature (SBTN), offering the critical lens boards should put on tackling nature-related risks and opportunities. We also highlighted the increasing regulatory pressures and the undeniable economic dependencies tied to biodiversity, showing that nature can no longer be an afterthought in strategic decision-making.
The notion that “there isn’t enough data to evaluate nature risk” is a myth that needs debunking. As David Craig, Co-Chair of TNFD, pointed out in a recent Responsible Investor article, while gaps and inconsistencies in nature-related data do exist, we already have a substantial and growing body of state-of-nature data, public disclosures, and advanced tools at our disposal. The real challenge lies not in the lack of data, but in knowing how to use, analyze, and act on it effectively. To bridge this gap, businesses must focus on developing stronger “nature intelligence” to make informed decisions. The Competent Boards Climate and Nature Certificate program is designed to help board members and decision-makers build this critical understanding, moving beyond data collection to actionable insights.
Another frequent complaint is that there aren’t enough examples of successful nature-based solutions. However, the Nature Positive for Climate Action report dispels this notion, presenting a rich collection of real-world case studies from across the globe. From Zephyr Power’s mangrove restoration in Pakistan to McCain’s regenerative agriculture in France, these case studies showcase how nature-based solutions are already being implemented with success. The report makes clear that the gap is not in examples or knowledge, but in scaling up action using the insights already available.
The growing adoption of TNFD’s recommendations further underscores the shifting mindset in business and finance. Companies are increasingly recognizing that accelerating nature loss poses risks not only to society but also to their own business models and capital portfolios. By voluntarily adopting TNFD’s framework now, organizations can better meet evolving stakeholder expectations and prepare for new regulatory frameworks like the CSRD. As of September 2024, over 440 organizations from 49 jurisdictions, representing more than $6 trillion in market capitalization and over $16 trillion in assets under management, have committed to start making disclosures aligned with the TNFD Recommendations in their corporate reporting by the financial year 2024 (or earlier) or 2025.. This growing momentum signals that business and finance are beginning to understand that nature risk is business risk—making it imperative to act now.
The TNFD is also set to unveil its nature transition planning guidance at COP16, which will be open for consultation from late October. This guidance is designed to help companies and investors better assess nature-related risks and integrate them into their strategic planning. The aim is to align with best practices from climate transition frameworks, and it emphasizes that nature resilience is critical for long-term business sustainability.
The time for passive discussion has passed. The mounting biodiversity crisis, intertwined with the climate emergency, demands immediate, collective action. Dr. Jane Goodall’s words remind us that our natural capital is finite, and neglecting to safeguard it jeopardizes not only ecosystems but the very foundation of our economies.
Boards must take the lead in embedding nature into their governance, making biodiversity a core pillar of strategic decision-making. The tools, frameworks, and case studies are already available—the real task now is for companies to act. The call is clear: biodiversity is not just a boardroom issue—it’s the cornerstone of our shared future.
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