Perspectives · Biodiversity

The Global Goals Are Everywhere—So Why Are We Silent on Biodiversity?

Everyone—and I mean everyone—loves to talk about the SDGs. You’ll find them on coffee mugs, corporate websites, and LinkedIn banners. They’ve become the go-to badge for “we’re doing our part.” And that’s not a bad thing. They’ve done wonders for global sustainability awareness.

But here’s what’s getting swept under the rug: while the SDGs are soaking up the spotlight, another set of critical global goals—the Kunming-Montreal Global Biodiversity Framework—are being ignored. And that’s a huge mistake.

These 23 biodiversity targets for 2030 are every bit as essential as the SDGs. In fact, they may be even more urgent. Because without biodiversity, the rest doesn’t work.

No pollinators? Forget food security.
No wetlands? Kiss climate resilience goodbye.
No forests? That carbon neutrality plan? Dead on arrival.

So, why the silence?

The Branding Battle: SDGs vs. Biodiversity

Let’s face it—the SDGs won the branding game. They’ve got colorful icons, universal appeal, and something for everyone. The Kunming-Montreal targets? They’re technical, ambitious, and grounded in ecological science. Not exactly Instagram material.

But that doesn’t make them any less vital.

Here’s the truth: you can’t achieve the SDGs without biodiversity. Full stop.

Goal 3 (health), Goal 6 (clean water), Goal 13 (climate), and honestly, most of the other 14? They depend on healthy ecosystems.

Yet biodiversity continues to be an afterthought in corporate ESG strategies, government funding, and project planning. That has to change—and fast.

The Kunming-Montreal Framework: Not Just Goals. A Mandate.

The Kunming-Montreal Framework, adopted in 2022, outlines 23 specific, science-based targets to halt and reverse nature loss by 2030. These include:

• Protecting 30% of land and seas (Target 3)

• Restoring 30% of degraded ecosystems (Target 2)

• Halving plastic, pesticide, and nutrient pollution (Target 7)

• Ensuring sustainable use of wild species (Target 5)

• Strengthening Indigenous land rights (Target 22)

This isn’t a wish list—it’s a survival strategy.

And yet, as of now, none of the 23 targets are fully on track. Less than 20% show early signs of progress. Several—like halting species extinction or managing invasive species—are moving in the wrong direction. Just like the Aichi Targets for 2020, which we collectively missed, Kunming is at risk of becoming another missed opportunity.

We can’t let that happen. Not this time.

Projects Are Where These Targets Come to Life

Here’s the part that gets overlooked: projects are how we deliver change. More than 57% of global GDP flows through projects. That’s infrastructure, energy, education, agriculture—you name it.

That means every project is either contributing to these biodiversity goals or undermining them.

We’ve worked with organizations across industries—from the textile sector in Eastern Europe, to property management in North America, to the energy and finance sectors. And we’ve seen this pattern repeat: companies that align their project portfolios with sustainability and biodiversity frameworks don’t just do the right thing—they build trust, resilience, and long-term value.

The tools are already there. The GPM P5 Standard, the PRiSM methodology, and our GPM360° assessment all integrate biodiversity considerations directly into project planning and performance.

So the real question isn’t “how do we do this?”

It’s: “Why aren’t we?”

Biodiversity Is Not a Cost Center—It’s a Value Driver

There’s a myth that still lingers like smoke after a fire: that sustainability, and especially biodiversity, is a financial burden. It’s not. Biodiversity is an investment that delivers real returns.

Cleaner air. Healthier soil. Natural disaster buffers. Resilient food systems. These aren’t fringe benefits—they’re business continuity essentials.

Yet biodiversity is often left out of risk assessments, ESG disclosures, and project charters. We’re still treating it like a side dish when it’s actually the main course.

Let’s be clear: a sustainability strategy without biodiversity is an incomplete strategy.

Here’s What Needs to Change

We don’t need another report. We need action. Starting now:

1. Integrate biodiversity into the project lifecycle
   From the business case to benefits realization. Biodiversity must be considered in scoping, impact assessments, and success criteria (if you use the P5 Standard, it is already there).

2. Treat Kunming-Montreal like the SDGs
   Align KPIs, procurement practices, and reporting with the 23 targets. This isn’t separate from ESG—it is ESG.

3. Equip project sponsors and professionals
   They are the enablers of transformation. Train them. Empower them. Make biodiversity literacy part of professional development.

4. Use the tools we already have
   PRiSM, P5, °—they’re designed for this. Don’t reinvent the wheel—drive the change with it.

5. Start measuring what matters
   Track impact on ecosystems, not just emissions. Because net-zero means little if biodiversity hits zero.

Let’s Get It Right

Look, I’m not here to point fingers. I’m here to wave a flag.

We missed the Aichi Targets. We celebrated the SDGs but forgot that nature doesn’t care about slogans—it responds to action.

And right now? None of the 23 Kunming-Montreal targets are fully on track. That’s not an oversight—it’s a red alert. So let’s stop pretending biodiversity is someone else’s job. If you're managing projects, designing strategy, allocating budgets—you’re part of the solution. The Kunming-Montreal Framework isn’t a sideshow. It’s the main event. And it needs to be in the boardroom, the classroom, the contract, and the kickoff meeting.

Because without biodiversity, there is no sustainable development.

And if we get this right? We don’t just save ecosystems.

We save ourselves.