Self-Assessment  ·  21 Questions  ·  ~15 minutes

Where does your
organisation stand?

This diagnostic is not a certification. It is a mirror. Its purpose is to help you assess how your organisation currently behaves against the seven principles of a sustainable business.

0
Not true No credible evidence
1
Partly true Intention exists, practice incomplete or inconsistent
2
Embedded Clear evidence in decisions, governance, operations, outcomes

Be honest. Do not score ambition. Score evidence.

0/42
0 of 21 answered
P1
—
P2
—
P3
—
P4
—
P5
—
P6
—
P7
—
P1 Chapter 3

Purpose Aligned with Positive Impact

0/6 Not started
Question 1 of 3
Has your organisation defined a clear purpose, mission, or reason for being that goes beyond profit and market position?
Question 2 of 3
Does this purpose explicitly describe the positive contribution the organisation seeks to make for people, society, nature, or future generations?
Question 3 of 3
Is the purpose embedded in governance, incentives, investment choices, and decision-making rather than living mainly in branding or communication?
P2 Chapter 4

A Growth Strategy that Respects Planetary Boundaries

0/6 Not started
Question 1 of 3
Does your growth strategy seek to create value without increasing dependence on finite natural resources, pollution, waste, or ecological degradation?
Question 2 of 3
Are your products, services, or business models designed to reduce material intensity, lower energy use, support circularity, or contribute positively to nature and human wellbeing?
Question 3 of 3
Has your organisation assessed the ecological limits most relevant to its sector, such as climate, water, land use, biodiversity, pollution, or material scarcity?
P3 Chapter 5

Aligning with Stakeholders: From Materiality to Value Creation

0/6 Not started
Question 1 of 3
Has your organisation clearly identified and prioritised the stakeholders affected by its activities, including employees, customers, suppliers, communities, regulators, investors, ecosystems, and future generations?
Question 2 of 3
Has your organisation assessed both sides of materiality: how sustainability issues affect the business, and how the business affects society and the environment?
Question 3 of 3
Does stakeholder input influence strategy, innovation, risk management, product design, procurement, or capital allocation, rather than being treated mainly as communication or consultation?
P4 Chapter 6

A Measured and Managed Environmental Footprint

0/6 Not started
Question 1 of 3
Does your organisation measure its main environmental footprint across greenhouse gas emissions, water, waste, materials, pollution, and biodiversity where relevant?
Question 2 of 3
Does this measurement cover the value chain, not only direct operations?
Question 3 of 3
Does your organisation have credible targets, owners, budgets, timelines, and action plans to reduce its footprint and, where possible, contribute to regenerative outcomes?
P5 Chapter 7

Value Creation Beyond Financial Metrics

0/6 Not started
Question 1 of 3
Does your organisation define value beyond revenue, margin, profit, and shareholder return?
Question 2 of 3
Does it track indicators linked to human capital, employee wellbeing, trust, social legitimacy, natural capital, innovation capacity, or resilience?
Question 3 of 3
Are these indicators used in real decisions so that short-term financial performance cannot quietly erode long-term environmental, social, or organisational health?
P6 Chapter 8

Resilience and Adaptability

0/6 Not started
Question 1 of 3
Does your organisation systematically scan for weak signals and future disruptions linked to climate, regulation, resources, supply chains, technology, talent, trust, or social expectations?
Question 2 of 3
Does it preserve buffers, redundancy, optionality, and adaptive capacity rather than optimising only for short-term efficiency?
Question 3 of 3
Do governance and culture allow bad news to surface early, protect long-term investment under pressure, and support adaptation before disruption becomes existential?
P7 Chapter 9

Be Truly Impactful

0/6 Not started
Question 1 of 3
Does your organisation aim to create measurable positive outcomes, not only reduce harm or report activities?
Question 2 of 3
Can it distinguish clearly between outputs, outcomes, and impact?
Question 3 of 3
Can it show that its impact is additional: that real-world change happened because of its actions and would not have happened in the same way without them?

Interpreting your score

Each principle is scored out of 6. The total score is out of 42. No answer should receive a 2 without credible evidence.

0–14
Disconnected or defensive
Sustainability is marginal, reactive, or mainly absent from the operating model.
15–24
Compliance-led
The organisation responds to regulation, reporting, and external pressure, but sustainability is not yet a strategic driver.
25–34
Emerging integrator
Several principles are being translated into practice, but execution remains uneven or fragmented.
35–39
Strategic practitioner
Sustainability influences strategy, governance, operations, stakeholder relationships, and value creation.
40–42
Transformative
The organisation is actively redesigning itself around purpose, planetary limits, resilience, and measurable impact. This level is rare.

Per principle: 0–2 = Blind spot · 3–4 = Emerging · 5–6 = Embedded