TNFD is the framework from the Taskforce on Nature-related Financial Disclosures. It helps companies identify and disclose their dependencies, impacts, risks and opportunities related to nature. Its assessment approach is called LEAP.

Where should corporate biodiversity action start?

First clarify how the company relates to nature and choose one priority issue, then run one 90-day action cycle, and finally let the results inform annual decisions. We do not recommend starting from “running one more event.”

How is TNFD different from TCFD?

TCFD focuses on climate-related financial disclosure. TNFD follows its four pillars but widens the scope to water, land, oceans, species and ecosystems, and specifically asks companies to explain their dependencies and impacts on nature, as well as where they occur.

Do we need a nature site to do TNFD?

Not necessarily. If you identify heavy water use, you can start directly with improving process water use, raising reuse rates, and setting targets and tracking. A baseline and ecological monitoring at a water source or key site are only needed if you want to go further and say that nature has actually improved.

Do tree planting, beach cleanups or recycling count toward TNFD?

These actions can be disclosed, and they can show conservation work and local partnerships, but on their own they are not enough to represent a complete TNFD. You also need to explain which identified nature issue they respond to, whether the pressure has actually fallen, and how it will be tracked. For example, raising the recycled share from 20% to 70% supports a statement of “higher use of recycled materials”; to claim lower forest risk, you need a detailed inventory of virgin pulp sources.

Are Taiwanese companies required to disclose nature-related information?

What Taiwan currently mandates is alignment with the IFRS Sustainability Disclosure Standards (S1 and S2). Under the Financial Supervisory Commission's September 2026 adjustment, about 560 listed companies are subject to it. Nature-related disclosure is not yet mandatory, and TNFD is voluntary. But the chances of being asked by headquarters, customers or investors are rising, so please refer to the FSC's latest announcements.

Corporate Biodiversity: TNFD, LEAP and a 90-Day Plan

Where Should Corporate Biodiversity Action Start? From TNFD Assessment to a 90-Day Plan

“I know biodiversity matters, but where do we actually start?”

It is the question we hear most often these days as DOMI Earth works with companies on sustainability. Some have only just come across the term. Some are being asked about it by headquarters or customers. Others have finished a first assessment and are not sure what comes next.

This article walks through it from the beginning: how business relates to nature, what TNFD is, and how to get started once the assessment is done.

Why should companies care about biodiversity?

Nature did not suddenly become important. It simply was never visible inside a company's operations and business systems. Every day, businesses rely on water, land, forests and crops, on a stable climate, and on ecosystems that keep functioning. None of this appears on the balance sheet, yet it is the foundation of operations.

Two figures show how deep the relationship runs:

A 2023 PwC analysis, building on a 2020 World Economic Forum study, found that about 55% of global GDP, roughly US$58 trillion, is moderately or highly dependent on nature.
The UN IPBES Transformative Change Assessment estimates that the industries bearing the greater share of responsibility for nature's decline generate about US$10.7 trillion a year in external costs.

Two examples. When forests and vegetation degrade, watershed protection and soil conservation decline with them, and manufacturing, semiconductors, energy and real estate feel the pressure first, through water supply, water quality and operational stability. When soil health falls and nutrient cycling weakens, agriculture, food and natural-ingredient industries are the first to see changes in quality and cost.

Dependence is only half of the relationship. Companies also change nature: land and ocean use, resource consumption, climate change, pollution and invasive species all trace back to everyday business activity.

Dependence and impact are two sides of the same coin: when nature weakens, business is affected, and what business does determines whether nature keeps weakening.

What is biodiversity?

Biodiversity is not just a count of animal and plant species. It is a web of ecological relationships spanning three levels, genes, species and ecosystems, and it includes the links between forests, rivers, oceans, soil and people. What is lost is not a single species but the resilience of the whole system.

Why is focusing on carbon alone no longer enough?

Climate change is only one of the drivers of nature loss. Beyond carbon, there is land-use change and overdevelopment, overuse of resources, water and waste pollution, and invasive alien species. These pressures interact, and a single carbon metric can no longer capture the full picture.

Decarbonization tackles one important problem. Biodiversity lets a company start looking at the whole natural system.

What is TNFD, and why is it reaching Taiwanese companies?

TNFD, the Taskforce on Nature-related Financial Disclosures, is a framework that helps companies identify, assess and disclose their nature-related dependencies, impacts, risks and opportunities. It follows the four pillars of its climate counterpart, TCFD: governance, strategy, risk and impact management, and metrics and targets.

Its backdrop is the Kunming-Montreal Global Biodiversity Framework (GBF), adopted in 2022. The framework envisions people living in harmony with nature by 2050 and aims to halt and reverse biodiversity loss by 2030, including the “30×30” target of protecting at least 30% of land and sea by 2030. Of its 23 targets, Target 15 speaks directly to business. It asks large and transnational companies and financial institutions to monitor, assess and disclose three things: what they depend on in nature, what impacts they cause, and what risks changes in nature create for them.

In Taiwan, listed companies with share capital of NT$10 billion or more begin applying the IFRS Sustainability Disclosure Standards from fiscal year 2026. After the Financial Supervisory Commission adjusted the alignment path in September 2026, about 560 listed companies are subject to mandatory adoption. Nature is also being raised more and more often by headquarters, customers and investors.

One point deserves emphasis: disclosure is a means, not the end.

How does a LEAP assessment work? Four phases

LEAP is the assessment approach TNFD provides. Its purpose is to pin down where a company's relationship with nature actually takes place:

Locate: where we interact with nature.
Evaluate: what we depend on and what impact we have.
Assess: which risks and opportunities this means for the business.
Prepare: what to do next, and how to track and disclose it.

Diagram of the four phases of a TNFD LEAP assessment (Locate, Evaluate, Assess, Prepare) beside a photo of a stream in Pinglin — LEAP is TNFD's assessment approach, running from “where we interact with nature” to “how we track and disclose.”

Most companies are not short of data, and many have already done an assessment. The more common situation is that the sustainability team completes the assessment and writes the report, but the logic of procurement, R&D, product design and the supply chain does not change with it. The data is done, but the people who actually make decisions have not yet “seen” it.

Does doing something good for nature mean you have a nature strategy?

No. Two scenarios show why.

Scenario one: a company that uses a lot of paper. Its assessment finds that virgin pulp and forest land use are the key issues, so it raises the share of recycled material from 20% to 70%. That is a good start, but there are more questions to ask. Has the absolute volume of virgin paper fallen? Can the origin of the virgin fibre be traced? What is the condition of those forests? The recycled share is an action metric. What we did and what changed for nature as a result are two different things.

Scenario two: a water-intensive manufacturer. Every year it invests in tree planting, beach cleanups and invasive-species removal in other counties and cities, and all of that has value. But this company's most important dependency and impact is water withdrawal and discharge. Alongside supporting outside action, it should turn back to its core business: using less water, recycling more and improving discharge.

Don't let one good nature project stand in for the problem you were meant to address. Three questions help check this: What are we responding to? Has the pressure the company creates actually gone down? Can this be tracked in the future?

From seeing, to connecting, to changing

We believe a company's nature action should not start from “what event shall we run this year,” nor stop at “what data shall we disclose this year.” The real starting point is seeing how the business relates to nature, and the real end point is letting that understanding change decisions. We break the path into three steps:

See: move from not knowing to understanding the company's relationship with nature.
Connect: move from knowing the problem to deciding how to respond, tying priority issues back to strategy, products, sourcing and the supply chain.
Change: move from having a direction to actually changing practice, across operations, business models and investment decisions.

Three-step diagram of corporate nature action (See, Connect, Change) with photos of a tree-planting tour in Nan'ao, a base in Pinglin and a partner farm — The starting point is seeing how the business relates to nature. The end point is changing business decisions.

Most companies get stuck after “seeing,” and connecting and changing struggle to take hold. There are two ways to make priority issues truly visible:

See through the core business: take the procurement team to the sources of key raw materials, review water use and discharge with production, review virgin materials with the product team, and start conversations with major suppliers.
See through real places: when nature issues still feel abstract, go into the field, listen to local partners, understand the relationships among people, nature and production, and build a shared language across departments at the same time.

How can a company start biodiversity action in 90 days?

Biodiversity is a long-term subject, but it does not have to be done all at once. We suggest starting with 90 days to complete one small “set, act, review” cycle:

Days 0–30 | Set: pick one nature issue from the assessment results, and confirm the goal, the responsible department and the actions to complete within 90 days.
Days 30–60 | Act: put the actions into practice. These can be field activities, or core-business actions such as material substitution, water-saving improvements and supplier dialogue.
Days 60–90 | Review: consolidate results and feedback, decide what to continue, expand or backfill with data, then set the next quarterly or annual goal.

90-day cycle diagram for corporate nature action: days 0 to 30 set, days 30 to 60 act, days 60 to 90 review — Use one 90-day cycle to test your approach, so the next step has something to stand on.

For example, start by holding a consensus-building camp or volunteer day at a real site, record participants' observations and feedback, then go back and work out the next internal steps, or set a baseline and adjust the core business. The point of the 90 days is not to “finish” but to test the approach in one cycle, so the next step has a basis.

How does DOMI Earth support companies along the way?

We value real places. Nature issues are easy to keep abstract when you only hear about them. It is when you walk into a forest community or a water source area and see people living, working and safeguarding the land that you realize nature is not far from us at all. DOMI Earth has long accompanied companies to different sustainability bases: Pinglin in New Taipei, Yongling Farm in Kaohsiung and Indigenous communities in Yilan. From employee participation and family days to executive consensus-building camps, any of these can be a starting point for understanding nature.

See: field inspiration, introductory sustainability talks and local dialogue that place identified nature issues back in real locations.
Connect: field inspiration combined with an annual partnership, and corporate purpose strategy workshops that set annual actions and respond to the core business and to disclosure.
Change: long-term site management and monitoring, product and business-model design, supply chain improvement, and long-term coaching on sustainability strategy.

A site is not a requirement for every nature action, but whether the site has a real connection to the core business will determine how far the results can be told. DOMI Earth has also built a back-end sustainability platform that records which species monitoring and ecological support has been done where, so that actions are kept on record and can become material for sustainability reports.

Ready to find your company's next step?

Step 1 | Fill in the Corporate Nature Action Needs Assessment (about 3–5 minutes): outline the problem you most want to solve, your key sites, water sources, raw materials and supply chain, the nature actions you have already taken, and your biggest obstacles, timeline and budget.

Fill in the Corporate Nature Action Needs Assessment

Step 2 | A 30-minute needs-and-fit conversation: together we confirm the problem you want to solve, whether existing sites or core-business actions are a good fit, the next 90-day action that can be carried out, and the scope and boundaries of the collaboration.

Book a 30-minute fit conversation

Wherever your company stands today, we'd be glad to talk.

References and sources

PwC, “Managing nature risks: From understanding to action” (April 2023): about 55% of global GDP (roughly US$58 trillion) is moderately or highly dependent on nature. https://www.pwc.com/gx/en/strategy-and-business/content/sbpwc-2023-04-19-Managing-nature-risks-v2.pdf
World Economic Forum and PwC, New Nature Economy Report (January 2020): more than half of global GDP is moderately or highly dependent on nature (the report's figure is US$44 trillion). https://weforum.org/press/2020/01/half-of-world-s-gdp-moderately-or-highly-dependent-on-nature-says-new-report
IPBES, Transformative Change Assessment, media release: the industries bearing the greater share of responsibility for nature's decline generate an estimated US$10.7 trillion a year in external costs. https://www.ipbes.net/transformative-change/media-release
CBD, Kunming-Montreal Global Biodiversity Framework (GBF). https://www.cbd.int/gbf
CBD, GBF Target 15: businesses assess, disclose and reduce biodiversity-related risks and negative impacts. https://www.cbd.int/gbf/targets/15
TNFD, Recommendations of the Taskforce on Nature-related Financial Disclosures v1.0 (September 2023) and the guidance on the LEAP approach. https://tnfd.global
Financial Supervisory Commission (Taiwan), roadmap for aligning with the IFRS Sustainability Disclosure Standards: listed companies with share capital of NT$10 billion or more apply from fiscal year 2026 and file from 2027. Please refer to the FSC's latest announcements. https://www.fsc.gov.tw. Media summary of the September 2026 adjustment (in Chinese; headline: the sustainability disclosure threshold was adjusted, and the FSC says the number of companies subject to mandatory adoption falls to 560): https://money.udn.com/money/story/5613/9773752

Frequently asked questions

What is TNFD?: TNFD is the framework from the Taskforce on Nature-related Financial Disclosures. It helps companies identify and disclose their dependencies, impacts, risks and opportunities related to nature. Its assessment approach is called LEAP.
Where should corporate biodiversity action start?: First clarify how the company relates to nature and choose one priority issue, then run one 90-day action cycle, and finally let the results inform annual decisions. We do not recommend starting from “running one more event.”
How is TNFD different from TCFD?: TCFD focuses on climate-related financial disclosure. TNFD follows its four pillars but widens the scope to water, land, oceans, species and ecosystems, and specifically asks companies to explain their dependencies and impacts on nature, as well as where they occur.
Do we need a nature site to do TNFD?: Not necessarily. If you identify heavy water use, you can start directly with improving process water use, raising reuse rates, and setting targets and tracking. A baseline and ecological monitoring at a water source or key site are only needed if you want to go further and say that nature has actually improved.
Do tree planting, beach cleanups or recycling count toward TNFD?: These actions can be disclosed, and they can show conservation work and local partnerships, but on their own they are not enough to represent a complete TNFD. You also need to explain which identified nature issue they respond to, whether the pressure has actually fallen, and how it will be tracked. For example, raising the recycled share from 20% to 70% supports a statement of “higher use of recycled materials”; to claim lower forest risk, you need a detailed inventory of virgin pulp sources.
Are Taiwanese companies required to disclose nature-related information?: What Taiwan currently mandates is alignment with the IFRS Sustainability Disclosure Standards (S1 and S2). Under the Financial Supervisory Commission's September 2026 adjustment, about 560 listed companies are subject to it. Nature-related disclosure is not yet mandatory, and TNFD is voluntary. But the chances of being asked by headquarters, customers or investors are rising, so please refer to the FSC's latest announcements.