Asking Better Questions on NatureFor Chief Legal Officers Contents2Establishing board business accountability2. Is the board or a dedicated committee explicitly mandated – and sufficiently trained –to oversee our nature-related dependencies, impacts, risks and opportunities?3. Are nature-related considerations suitably integrated into our internal control frameworks, risk registers and compliance programmes? 4. What is our legal exposure to both 'greenwashing' (misleading claims) and 'greenhushing' (omission of key risks) regarding nature? 0709113Integrating nature into decision-making for the legal office 5. How should nature-related issues beyond climate change be incorporated into our corporate reporting, target setting and/or transition plans that are communicated externally, given our approach to materiality and our materiality assessment conclusions? 6. Which of our direct operations and/or value chain relationships and activities have significant dependencies and impacts on nature that might give rise to material financial and non-financial risks for the business, such as litigation, license to operate, consumer loyalty, regulatory and stranded asset risks? 7. How are nature-related risks and opportunities factored into our long-term capital allocation decisions (e.g. for M&A and capex), including consideration of regulatory approvals for major projects? 8. What contractual frameworks and downstream compliance mechanisms – such as ‘cascade clauses’ – are in place to ensure nature-related obligations and KPIs extend through all tiers of our supply chain and value chain? 134Legal office-led risk management9. Have we performed an assessment of our location-specific, nature-related issues (using, for example, the TNFD’s LEA...
