A decade ago, climate change was the defining issue for corporate strategy, policy, and global sustainability goals. Net-zero targets became the norm, green bonds started flying off the shelves, and carbon reporting evolved from a niche idea into a board-level necessity. But today, we find ourselves on the edge of a new frontier—nature. And this time, the stakes are just as high.

We've spent years understanding carbon footprints. Now, it's time to grasp our nature footprint—the way businesses, supply chains, and even everyday decisions impact biodiversity and ecosystem services. The phrase "nature is the new climate" captures the shift in urgency and relevance. Like climate change, nature loss is systemic, material, and deeply interconnected with the global economy.

“You can’t solve climate change without fixing nature. And you can’t fix nature without addressing climate change.” — Carter Roberts, President, WWF-US

Why Nature Matters to Every Business

Let’s be real—nature hasn’t always been part of mainstream business conversations. It felt distant, like something only NGOs or conservationists needed to worry about. But that’s no longer true. Whether you're in finance, food, tech, real estate, or fashion, nature underpins your operations, supply chains, and risk exposure.

We often forget that our economies are built on natural capital. Forests, oceans, wetlands, insects—they regulate our climate, purify water, fertilize crops, and pollinate food. These services are not just priceless; they're indispensable to GDP. In fact, more than half of global GDP—around $44 trillion—is moderately or highly dependent on nature.

To break it down: no healthy soil means no crops. No pollinators, no chocolate or coffee. Degraded oceans, no seafood. And supply chains? They become fragile when floods, droughts, or deforestation hit sourcing regions. What we’re seeing now is a shift in mindset—from nature as a nice-to-have to nature as an essential asset.

“Nature is not a line item on a balance sheet, but it should be. Because when nature disappears, value disappears with it.” — UN Environment Programme

Nature-Related Risk: The Business Case

We’ve had countless conversations with sustainability officers and CFOs who’ve said, “We get climate risk, but nature feels harder to quantify.” We understand. Nature is local, interconnected, and sometimes invisible—until it fails.

But we’re seeing the consequences more clearly every year:

• Supply chains disrupted by droughts and soil erosion
• Food companies grappling with rising input costs from declining crop yields
• Tourism businesses impacted by coral reef degradation
• Infrastructure at risk from vanishing wetlands and floodplains

And it's not just operational risk. There’s regulatory risk too. In the EU, CSRD now requires companies to report their biodiversity impacts. Across regions, we’re seeing a rise in policies targeting deforestation, water usage, and land degradation.

Then comes financial risk. Investors are beginning to ask tougher questions: How dependent are you on nature? What happens if the ecosystems you rely on collapse? What’s your exposure to transition risk if regulation tightens? These are no longer margin concerns—they’re boardroom topics.

“Nature-related risk is the next frontier of ESG disclosure—and it’s coming faster than most companies are prepared for.” — Global Sustainability Analyst, APAC region

What We Can Learn From Climate Disclosure

Remember when TCFD was introduced? It seemed complex at first. But over time, it created a language and structure that helped organizations assess and disclose climate risk. Today, TNFD (Taskforce on Nature-related Financial Disclosures) is doing the same for nature.

They have been working with early adopters across industries to pilot TNFD’s LEAP approach: Locate, Evaluate, Assess, Prepare. It’s a practical framework to understand how your operations depend on and impact nature—and to build strategies around that. We’re not saying every company needs to start filing full biodiversity reports tomorrow. But the direction is clear: nature risk is financial risk, and smart businesses are getting ahead of the curve.

“Nature disclosure today is where climate disclosure was five years ago. The leaders are already moving.” — TNFD Early Adopter

Early Movers: What Leadership Looks Like

We’ve seen some inspiring leadership globally.

• L'Oréal has developed a comprehensive biodiversity strategy that focuses on sustainable sourcing, ecosystem restoration, and local partnerships. The company is investing in regenerative agriculture projects and has committed to zero deforestation across its supply chain.
• Nestlé has launched agroforestry and reforestation programs in key sourcing regions, helping restore degraded landscapes while building climate and nature resilience into its agricultural supply chains.
• H&M Group has been working on reducing its environmental footprint by investing in sustainable cotton sourcing, restoring wetlands near its production facilities, and engaging suppliers in water conservation and biodiversity-friendly practices. Through partnerships with conservation organizations, H&M is driving measurable improvements in ecosystems linked to its value chain.

What unites them? A clear understanding that nature strategy is business strategy. These companies aren’t acting out of charity—they’re protecting their supply chains, responding to investor pressure, and future-proofing operations.

“You can't manage what you don't measure—and that includes biodiversity. As we integrate nature into our decision-making, we unlock new ways to create value, manage risk, and future-proof our business.” — Antoine Sire, Head of Company Engagement, BNP Paribas

Let’s Talk Opportunity

Here's something we don’t talk about enough: nature isn’t just a risk—it’s an opportunity. According to the World Economic Forum, transitioning to a nature-positive economy could generate $10 trillion in new business opportunities and create 395 million jobs by 2030.

There’s real momentum behind:

• Nature-based solutions like reforestation and regenerative farming
• Eco-tourism and green infrastructure
• New markets for biodiversity credits and water restoration
• Product innovation around circularity, biomaterials, and sustainable sourcing

Think of nature as the next wave of ESG innovation. Those who moved early on climate gained trust, investor interest, and competitive advantage. The same will be true for nature.

Where Do You Start?

Many of our readers ask: “What’s the first step?”

Here’s how we typically guide companies:

1. Know your dependencies: Map out where your value chain intersects with nature.
2. Engage internally: Bring sustainability, finance, risk, and procurement teams together. Nature risk is cross-functional.
3. Start small, think big: Pilot a TNFD-style nature risk assessment at one facility, region, or supply chain.
4. Use available tools: Leverage geospatial data, local biodiversity maps, or NGO partnerships.
5. Communicate clearly: Investors don’t expect perfection—they want progress and transparency.

You don’t need to solve everything in a quarter. But you do need to start.

A Personal Note on Why This Matters Now

We’ve spent years advising financial institutions, corporates, and governments across APAC, the Middle East, and beyond. And if there’s one takeaway—it’s this:

The companies that succeed in the next decade will be the ones that understand that nature is not a side conversation. It’s central to resilience, growth, and stakeholder trust.

Nature is the infrastructure behind the infrastructure. Without it, there is no long-term business. That’s why we’re calling on our community—leaders like you—to embed nature into your strategy today, not tomorrow.

We’re at an inflection point. As climate became mainstream a decade ago, nature is stepping into that role now. The sooner we act, the better positioned we’ll be—not just for disclosure and risk management, but for opportunity and innovation.

Let’s lead the way. Let’s make nature everyone’s business.