A firm believer that businesses need to fundamentally rethink their relationship with the natural world, Robbie Sloan has been inspired by pioneering firm Faith in Nature to give nature a formal voice at board level – and he hopes others will follow

For most of human history, we’ve treated nature as something that exists for us. We extract from it, build on it, consume it and, when we’re finished, often leave it to recover as best it can. Even businesses with the best intentions can fall into the habit of seeing the natural world as a resource rather than a relationship.

I think it’s time that changed.

That’s why etheco intends to put nature on its board. It isn’t a publicity exercise or a symbolic gesture. It’s about recognising something fundamental: every decision we make affects a living world that cannot currently speak for itself.

If we’re serious about creating businesses that genuinely serve people and planet, then perhaps it’s time the planet had a seat at the table.wn?

Nature deserves more than a mention

People sometimes ask why the idea of giving nature a voice seems to have gained momentum so quickly.

Part of the answer is that the evidence has become impossible to ignore. Biodiversity loss, declining ecosystems and pollution are no longer seen as purely environmental issues; they present real risks to economies, businesses and communities. Increasingly, governments, investors and financial institutions are recognising that healthy ecosystems underpin healthy societies.

But I think something deeper is happening too.

Around the world, more people are beginning to question the story we’ve told ourselves for generations – that nature exists solely for human benefit. Indigenous cultures have long understood that rivers, forests and landscapes possess their own value, independent of what they provide us. In many ways, we’re not discovering something new. We’re remembering something very old.

From measuring nature to listening to it

At etheco, we already encourage people to think about the impact of the choices they make. Our four guiding principles – Planet, People, Performance and Pocket – help consumers see the bigger picture behind the products they buy.

Putting nature on our board feels like the natural next step.

The model we’re exploring is similar to the one pioneered by Faith in Nature. They appointed an independent Nature Director whose role is to represent the interests of the natural world during board discussions. That individual is legally bound to speak for nature, ensuring environmental considerations are part of every significant decision.

I find that incredibly powerful.

Instead of asking whether nature has been considered at the end of a conversation, it becomes part of the conversation from the beginning. Nature moves from being another item on a checklist to becoming an active participant in governance.

That simple shift has the potential to change the kinds of questions businesses ask themselves.

Better decisions, not perfect ones

One of the things I admire most about Faith in Nature is that they never claimed to have created a perfect model. They described their approach as Version 1.0 and openly encouraged others to adapt and improve it.

That’s exactly how I see this.

Putting nature on our board won’t mean every decision is suddenly perfect. Businesses will still face difficult choices and competing priorities. But I believe those decisions will be better because they’ll be viewed through a broader lens.

The aim isn’t perfection. It’s accountability.

If nature has someone speaking on its behalf, then environmental impacts can no longer be quietly overlooked or treated as someone else’s problem. They become part of the discussion from the outset.

For me, that’s what meaningful change looks like. Not grand promises, but better systems that consistently lead us towards better outcomes.

Changing the story we tell ourselves

Ultimately, I hope this is about more than one company.

We’re already seeing encouraging signs. Rivers are beginning to receive legal rights. Organisations are exploring new ways of recognising the interests of ecosystems. More businesses are asking what responsibility they owe to the natural world beyond simply reducing harm.

These developments suggest that our relationship with nature may be evolving.

For centuries we’ve largely viewed ourselves as separate from the natural world, managing it from the outside. I believe the future lies in recognising that we’re part of it instead. When nature thrives, we thrive too.

Giving nature a formal voice won’t solve every environmental challenge overnight. But it represents something much bigger than a governance change.

It reflects a different way of thinking about our place in the world.

My hope is that, years from now, having a Nature Director won’t seem unusual at all. It will simply be part of what responsible businesses do.

And if etheco can play even a small role in helping that future arrive a little sooner, then giving nature a seat on our board will have been one of the most important decisions we’ve ever made.