kaka Cohousing project, where a trust owning the company embeds land restoration and education into governance.

Part 7: Other frameworks?

Steward ownership and nature-inclusive governance models are discussed, including nature as inspiration, advisor, director, or shareholder. These frameworks offer graduated approaches for organisations not ready for full equity transfer but seeking to integrate ecological considerations into decision-making.

Part 8: Challenges

Key challenges include defining “nature”, avoiding cultural appropriation, investor resistance, and uncertainty about directors’ duties when nature holds shares. The paper notes that entrenched paradigms may deter capital, requiring investors and policymakers to adopt more flexible perspectives.

Part 9: Implications

Potential outcomes include system-level change in investing, governance anchored in nature-positive values, and evolution beyond traditional legal entities. The paper suggests a shift from capital-centric to system-centric investing, influencing how value, wellbeing, and purpose are defined in economies.

Part 10: A personal reflection

The author reflects on career experience in global corporate law and a subsequent shift towards purpose-led practice, illustrating how professional worldviews can evolve alongside legal innovation.

Conclusion

The paper concludes by asking what it would mean, in practice, for organisations to give nature a voice, encouraging experimentation, dialogue, and thoughtful legal design.