David Attenborough’s A Life on Our Planet is not just a nature documentary. It is a long view of planetary decline told by someone who has spent nearly a century watching the living world change in real time. For sustainability and ESG professionals, that lifetime narrative is a reminder that the timelines we typically work with, three to five years, sit within systemic shifts that have been unfolding over decades and will shape risk, value, and resilience for the rest of the century.

The Opening section

Attenborough describes A Life on Our Planet as his “witness statement and my vision for the future.” He begins in the abandoned city of Pripyat, evacuated after the Chernobyl disaster, using a single acute catastrophe to frame a far slower, more pervasive tragedy, the loss of the planet’s wild places and biodiversity. As he puts it, “The natural world is fading. The evidence is all around. It’s happened in my lifetime. I’ve seen it with my own eyes.”

Across archive footage from the 1950s to today, the film traces how the planetary context has shifted in step with his own career, from a world where wilderness still dominated to one where humans and our domesticated animals account for the overwhelming share of terrestrial biomass. This framing matters for ESG practitioners because it joins lived experience to data, turning the abstract language of “biodiversity loss” and “climate risk” into something anchored in time, scale, and consequence.

Core themes from the documentary

A Life on Our Planet weaves together four themes that are central to contemporary sustainability work, biodiversity loss, ecosystem degradation, climate change, and human expansion. Rather than presenting these as separate crises, the film shows them as different expressions of the same underlying pattern, an economic model that has treated nature as both an infinite source of inputs and an infinite sink for waste.

Attenborough’s narrative moves from rainforests turned to monoculture plantations to oceans stripped of fish and coral reefs bleaching as waters warm and acidify. He situates these changes in a broader scientific context that now shows monitored wildlife populations have declined by about 73 percent on average since 1970, with freshwater species down 85 percent over that period. Instead of lingering on individual charismatic species, the film emphasises systemic change, such as the fact that around 70 percent of the mass of all birds on Earth today consists of domesticated poultry, mostly chickens.

💡 WWF’s Living Planet Report 2024 estimates a 73 percent average decline in monitored vertebrate wildlife populations between 1970 and 2020, with Latin America seeing a 95 percent plunge in population abundance.

The documentary also foregrounds human expansion. Half of the planet’s habitable land is now used for agriculture, while humans and our livestock make up the vast majority of mammal biomass. Forest loss continues at a scale of up to 15 billion trees cut down each year, helping drive soil erosion, loss of rainfall regulation, and increased emissions. Climate change is then cast not as a separate silo, but as a reinforcing feedback, amplifying ecosystem shocks that originate in land use, consumption, and extraction patterns.

Relevance for ESG and sustainable finance

For ESG and sustainable finance, the core message of A Life on Our Planet is that nature loss and climate change are not externalities. They are structural conditions that now shape macroeconomic stability, sector performance, and asset-level risk. With over half of global GDP estimated to be highly or moderately dependent on nature and its services, from pollination to water regulation, the erosion of ecosystems becomes a material financial issue.

Recent analysis suggests that a collapse in a handful of key ecosystem services, including wild pollination, marine fisheries, and timber provision, could trigger annual economic losses of around 2.7 trillion dollars by 2030, equivalent to about 2.3 percent of global GDP. Yet, according to the UN Environment Programme, private capital in 2022 directed at least 5 trillion dollars into activities that directly harm nature, roughly 140 times more than investment in nature-positive activities. This inversion of incentives is the financial counterpart of the planetary story Attenborough tells on screen.

💡 For every 1 dollar the private sector spent on nature-positive activities in 2022, at least 140 dollars flowed into nature-negative ones, deepening systemic risk.

In Europe, work commissioned for the European Commission has begun to frame biodiversity loss and ecosystem degradation as a distinct category of financial risk that cuts across credit, market, and operational exposures. Sectoral assessments show particularly high sensitivity in agriculture, real estate and construction, and healthcare, sectors that depend on land productivity, water availability, and stable climatic conditions. For banks and asset managers, this means that nature is not only a reputational or disclosure topic, but also a driver of default probabilities, collateral values, and long-term portfolio resilience.

The role of time horizons

One of the most powerful aspects of A Life on Our Planet is its use of a single human lifetime as the unit of analysis. The film repeatedly returns to simple markers, the year of Attenborough’s birth, the state of wilderness then, and how those indicators have changed by each decade of his career. That narrative pushes viewers to think in terms of cumulative change over 60, 80, or 100 years, not just the familiar three-year strategy cycle or five-year fund horizon.

This long view sits awkwardly with the dominant timeframes of corporate reporting and capital markets. While climate stress tests and net zero commitments have pushed institutions to look out to 2050, most financial contracts, board mandates, and political terms remain short. Attenborough’s witness statement raises an uncomfortable question for sustainability practitioners, can we credibly claim to manage climate and nature risk if we remain anchored in multi-year plans while the drivers of those risks are unfolding over generations.

In policy design, this tension is visible in the gap between 2030 biodiversity and climate targets and the lock-in created by today’s infrastructure and land use choices. In corporate strategy, it manifests in capex decisions that extend asset lives well beyond the likely operating space of a stable climate and intact ecosystems. For sustainability professionals, one practical implication is to treat Attenborough’s lifetime narrative as a call to align internal time horizons with planetary ones, through scenario analysis, nature-related risk assessment, and capital allocation that explicitly consider impacts and dependencies over several decades.

From awareness to action

A recurring question in the sustainability community is why high awareness of environmental issues has not translated into commensurate systemic action. A Life on Our Planet indirectly engages with this puzzle. Attenborough has spent decades bringing the wonders of nature into living rooms worldwide, yet during that same period, wildlife populations collapsed, forests shrank, and greenhouse gas concentrations rose sharply.

Part of the answer lies in institutional inertia and misaligned incentives. Financial flows still overwhelmingly reward short-term extraction of natural capital instead of its restoration. Regulators are only beginning to require nature-related risk disclosure, as seen in the emergence of the Taskforce on Nature-related Financial Disclosures and the integration of biodiversity risk into elements of the EU Sustainable Finance agenda. Where policy signals are weak or volatile, corporate decision makers face a rational temptation to defer investment in more sustainable models, especially when peers are slow to move.

💡 OECD and World Economic Forum analyses indicate an annual global biodiversity financing gap estimated at around 711 billion dollars, underscoring how far current investment levels fall short of what is needed to stabilise nature.

There are also structural barriers. Nature-related risks are location-specific and complex to model, which makes them harder to incorporate into standardised risk frameworks than, for example, carbon prices or energy efficiency metrics. Data gaps at the asset and supply chain level further complicate efforts to link portfolio performance to ecosystem health. A Life on Our Planet does not address these technical challenges directly, but its central message, that the living world is the life support system for the economy, invites ESG practitioners to treat these difficulties as work to be done rather than reasons to delay.

Hope and pathways forward

Crucially, Attenborough does not end in despair. “The living world is a unique and spectacular marvel, yet the way we humans live on earth is sending it into a decline,” he says, before pivoting to responsibility. In another widely cited line, he argues, “It’s surely our responsibility to do everything within our power to create a planet that provides a home not just for us, but for all life on Earth.” The film highlights concrete pathways, stabilising population growth through education and healthcare, shifting diets toward plant-rich patterns, ending deforestation, restoring ecosystems on land and at sea, and rapidly decarbonising the energy system.

For ESG and sustainability professionals, the question is how these broad directions translate into investable, scalable transition mechanisms. On energy, this means continuing to drive capital toward renewables, storage, and grid flexibility, but also toward demand-side solutions such as efficiency, electrification of transport, and smart buildings. On land use, it involves financing regenerative agriculture, landscape-scale forest restoration, and jurisdictional approaches that align smallholder livelihoods with conservation outcomes.

Circular economy models are another lever that speaks directly to the systemic drivers Attenborough identifies. By designing out waste, extending product lifetimes, and increasing material recovery, companies can reduce pressure on mining, landfills, and ecosystems while lowering value chain emissions. From an investor perspective, this demands an ability to evaluate business models not only on their margin profiles but also on their capacity to decouple revenue from virgin resource throughput. Emerging natural capital funds show how investors can structure vehicles that generate returns from restoration, sustainable forestry, and sustainable agriculture while delivering measurable biodiversity and carbon outcomes.

💡 In 2022, at least 5 trillion dollars in private finance flowed into activities that harm nature, yet the universe of nature-based and natural capital investment products remains a fraction of global assets under management, suggesting significant room for scaled reallocation.

The growing recognition of nature-related risk in policy and supervision can reinforce these shifts. Frameworks developed for European authorities propose practical methods for banks and investors to map sectoral exposure to biodiversity loss, develop forward-looking scenarios, and integrate nature into lending policies and capital allocation decisions, including in alignment with TCFD and TNFD disclosures. This type of guidance can help move Attenborough’s broad call to “work with nature rather than against it” into the core of risk management and strategic planning.

Closing reflection

A Life on Our Planet is, at its core, a story about responsibility. It reminds us that a single human lifetime has been enough to transform the relationship between the economy and the biosphere, and that the decisions taken in the next decades will determine whether that relationship becomes regenerative or collapses into instability. For sustainability professionals, investors, and policymakers, the film’s witness statement is less a verdict than an invitation to act with a longer view of value and risk.

Attenborough’s insistence that “what happens next is very largely up to [us]” underscores the agency that lies in boardrooms, investment committees, regulatory bodies, and city councils. Aligning ESG practice with the realities depicted in the documentary means extending time horizons, pricing in nature and climate as core determinants of value, and redirecting financial flows toward activities that restore rather than erode the living world.

If the living world is, as he describes, a “finely tuned life-support machine,” then the task for sustainable finance is to help ensure that this machine continues to function for generations to come. That will require technical innovation, better data, and new products, but also something less easily quantified, a willingness to see the stories of places, species, and people over a century as part of the balance sheet.

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