Sustainability Diagnostic Tool

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How sustainable is your business? It takes 15 minutes to find out.

This diagnostic will help you gain a full picture of where you are at on your sustainability journey, by taking you through 21 questions that expand on 4 main themes: Environmental, Social, Economic, and General (Cross-sectional).

Answer the questions to the best of your knowledge and ability (as some questions may not be completely applicable to your organization). After the completion of your entry, our team will shortly process your results and provide you with a customized report, including our recommended top 3 priorities tailored to you, based on your industry and size!

1. Environmental Theme

This section evaluates your management of environmental resources and impact. We examine how you handle raw materials, waste, energy, various forms of pollution, and your local impact.

Choose the option that best applies to your business or organization. Expand on your answers at the end of the section as needed.

1.1 How do you approach raw materials and/or waste management? *

The management of raw materials entails setting up a system that manages your controlled use, but also the reduction, reviews, recycling, recovery and disposal of waste generated during the product or service life cycle. For service companies, waste management can include office waste and food waste.

1 - We have no log or mechanism to monitor the consumption of raw materials and/or waste management.

2 - We don't have a management system for it but we have undertaken initiatives to reduce the consumption of raw materials and/or products and the resulting waste.

3 - We have an eco-efficient system to optimize the consumption of raw materials, collection and processing of waste, minimization of landfill, valuation of by-products, with indicators to monitor their performance.

4 - The efficiency of our production systems or services creation systems is part of an ongoing improvement process which develops or funds a program to reduce the use of raw materials and waste generated.

5 - We integrate eco-designs into our business strategy (ie. constantly look for new and sustainable products, replacement materials, assume responsibility for materials used and the recycling of our products at the end of their life cycle, encourage our suppliers to do the same).

1.2 What is your approach to energy management?

The purpose is to reduce energy consumption costs and its environmental impact without compromising comfort or productivity and achieving energy efficiency. Good strategies make you more productive and less vulnerable to changes in energy-supply costs.

1 - We don't track our energy bills and only seek to benefit from suppliers' best prices.

2 - We partly follow our energy consumption, use the least expensive energy source and/or consider financial incentives towards energy efficiency.

3 - We monitor our energy consumption and/or conduct energy audits. We adopt eco-efficiency practices and stay informed of financial incentives to reduce energy consumption.

4 - We maintain and continuously improve our energy efficiency measures plan. Eco-designs are part of the development plan for our facilities, products and services. We favour energy efficient technologies and renewable or alternative energy sources.

5 - Energy an important part of our environmental footprint and we communicate to our stakeholders our proactivity and commitment to sustainable development. We are in the vanguard and adopt innovative technologies combining 100% renewable or alternative energy sources.

1.3 How do you manage your water usage and sources?

Sustainable management of water within the organization or business aims to increase water use efficiency (essential resource) and reduce contamination of running water and groundwater (shared resource).
*

1 - We don't have a log or monitoring mechanism for water usage.

2 - We maintain an informal log of our water consumption and we have water use saving practices in place.

3 - We have a water use savings program and manage our wastewater to raise employee awareness.

4 - We have a program for efficient water management to reduce water usage. We eliminate all sources of contamination and diffusion in the ground and on the organization's property.

5 - Known as the leader in water management, we have a program for water regeneration, including treatment and reuse of slightly contaminated water, reduction of water consumption, and improvement of containment systems or facilities.

1.4 What is your approach to managing greenhouse gas (GHG) emissions?

This question seeks to identify initiatives you have taken to reduce GHG emissions, primarily on facility emissions (buildings, machinery and processes) and transport emissions (employees, supply, and distribution).
*

1 - We don't have an inventory of GHG generated in our daily activities.

2 - We don't have an inventory but we deploy actions to reduce GHG emissions associated with our activities.

3 - We have a partial inventory of our GHG emissions (direct and few indirect sources) and we implement a few projects to reduce these emissions

4 - We have a full GHG inventory and seek innovation to reduce GHG emissions and we have targeted several large GHG reduction projects.

5 - We are climate neutral, a leader in GHG management and we constantly seek new reduction opportunities from a product and service lifecycle perspective, and encourage all stakeholders to do the same.

1.6 How do you manage your local environmental impact?

This question assesses certain actions you have taken to reduce your local environmental footprint.
*

1 - We don't have a log or monitoring mechanism for this.

2 - We have partial knowledge of the environmental impact caused by our actions and activities.

3 - We document the impact of our activities and carryout initiatives to lessen them.

4 - We are a part of an offsetting logic where we listen and favour partnerships with the local community in order to preserve the environment and biodiversity

5 - We are forward-thinking and protect biodiversity. We initiate and carry out projects that strive to preserve biodiversity or restore the environment in our region.

2. SOCIAL THEME

This section evaluates your strategies and policies with regards to employees and staff. We examine your working conditions, development opportunities, occupational health and safety (OH&S), as well as diversity, equity, and inclusion (DEI).

Choose the option that corresponds the most with your business or organization.

Expand on your answers at the bottom of the section as needed.

2.1 How do you address working conditions?

Working conditions include the working environment, employee benefits and any other form of recognition as well as the balance between professional activity and personal development.

1 - We have minimal practices enabling us to be compliant with laws and norms in effect.

2 - We have practices and a basic document setting out the working conditions (working agreement, manual, etc) and its content reflects the laws and norms in effect.

3 - We have sophisticated documents setting out working conditions and they are comparable with those in our industry (social benefits, insurance and remuneration)

4 - We have working conditions that promote a structured system of financial incentives and that offer competitive services (insurance and support) and flexibility to employees.

5 - We are a leader in management of working conditions. We communicate our innovative practices and actively contribute to the improvement of working conditions.

2.2 How much emphasis do you place in skills development?

Skills development involves first and foremost, employee training in various forms, depending on your needs and employees’ aspirations.

1 - We do not have an employee training plan or succession plan. Training is ad hoc and carried out separately where necessary.

2 - We have a general training plan that's focused on the development of skills related to employees' immediate tasks. Succession is managed on a case-by-case basis.

3 - We use a dynamic comprehensive training plan that is consistent with the development strategy of the organization. The plan is staggered overtime and open to all employees.

4 - We develop employability and encourage versatility. We offer a succession management program with the possibility of internal promotion and mobility within the group.

5 - We distinguish ourselves in terms of skills development and succession management. We have a holistic and expanded vision that proposes training programs to our suppliers.

2.3 How are employees involved in your organization or business?

A high-performance organization or business mobilizes its employees and ensures they are empowered by involving them actively in the improvement of the organizational performance and labor relations.
*

1 - We have no mechanisms for employee participation in decision-making or consultation on labor relations.

2 - We occasionally consult with employees on matters that involve them, and we only have ad hoc consultation mechanisms.

3 - Employees have increased responsibility in terms of making decisions about daily tasks. We have identifiable and structured consultation mechanisms.

4 - We promote an open-door philosophy with all of our employees or representatives and consult them at all levels of the organization's decision making processes.

5 - We distinguish ourselves with a bottom-up continuous improvement approach while promoting harmonious relationships with our employees. We enable our employees to participate actively in our social responsibility projects.

2.4 How mature is your Diversity, Equity, and Inclusion (DEI) policy?

Diversity is when you encompass the demographic mix of a specific collection of people. Equity evaluates whether you’re fair with regard to employment; whether you provide fair treatment to all of your employees and not discriminate in terms of culture, gender, etc. Inclusion refers to the degree to which individuals from historically disadvantaged groups are able to participate fully in the decision-making processes. While a truly inclusive group is necessarily diverse, a diverse group may or may not be inclusive.
*

1 - We have no directive or specific policy on DEI.

2 - We have a basic quantifiable monitoring system of our recruitment regarding historically disadvantaged groups that people identify with, but no clear policy on pay equity other than to comply with legal requirements.

3 - We have a recruitment management system and set goals to increase staff diversity and we comply with the Pay Equity Act.

4 - At equal competence, we promote access to leadership positions to diverse individuals and carry out staff feedback sessions. We demonstrate full transparency in terms of pay equity.

5 - We are known as an employer of choice on DEI and we distinguish ourselves for the quality of fair treatment and intentional inclusion according to our employees.

2.5 How do you facilitate the health and safety (H&S) of your employees at work?

This entails the degree to which conditions likely to ensure a healthy and safe work environment are applied.
*

1 - We do not keep a particular log in this regard; it complies with the minimum requirements of the law on occupational H&S.

2 - We manage claims files for employment injury and compile basic results. Where applicable, we post a customized rate similar to that of our unit.

3 - We have mechanisms for the prevention of occupational illness or injury to reduce their occurrence. We show significant progress compared to our sector.

4 - We follow standardized H&S guidelines, implement measures to reduce injuries, focus on risk management systems and continuously improve ourselves. H&S at work is a priority for us as we realize its strategic importance.

5 - Recognized as a "Healthy Enterprise”, we are certified and audited in employee health, safety and well-being. We take these aspects into account in all of our decisions and they are an organizational value and an integral part of our culture.

3. Economic Theme

This section evaluates your economic and financial resilience such as policies and practices related to accounting, investment, and partnerships.

Choose the option that corresponds the most with your business or organization.

Expand on your answers at the bottom of the section as needed.

3.1 How do you use a budget and other tools to evaluate its financial situation?

This involves having a set of indicators and practices that make it possible to evaluate our economic and financial situation.
*

1 - A budget does not exist and liquidity crises can be common and severe. Management is satisfied with a reading of the account balances.

2 - There is a budget, but our monitoring and control mechanisms do not provide a clear financial situation. Liquidity crises are occasional.

3 - We have a projected budget and dashboards of economic and financial data that can be used to identify our financial situation. There are no more foreseeable liquidity crises.

4 - We use a projected budget and conduct a variance analysis. The cost-benefit analyses include the costs and the social and environmental benefits of our projects.

5 - As a leader in our industry, we use a projected budget and periodically conduct a flexible variance analysis. We consider the economic, social and environmental costs and benefits of our activities (Triple Bottom Line).

3.2 How do you evaluate your organizational sustainability?

This involves evaluating the capital structure of the organization or business. Its objective is also to evaluate the potential for your internal and external growth in the long term.
*

1 - We do not have an appropriate strategy for us to consider improving our capital structure.

2 - Our capital structure is basic and does not permit us to consider new investments in the short-term.

3 - Our capital structure enables us to consider equipment renewal.

4 - It enables us to consider new growth levers. We incorporate the concerns of stakeholders in our criteria for internal growth.

5 - We use sustainable development as a lever for growth and long-term innovation. We consult and integrate the issues of our stakeholders and environmental constraints in our criteria for internal and external growth.

3.3 What are your investment practices?

This issue highlights the central criteria driving investment decisions.
*

1 - We do not have a criteria for investment decisions.

2 - Our criteria for investment decision is primarily linked to notions of profit.

3 - There is a defined criteria for investment decisions where measures used are purely financial. Investment in research and development is more or less prioritized according to economic outlooks.

4 - There is a formal investment policy including financial and extra-financial criteria, even regarding employees’ pension fund. When applicable, research and development, eco-design and knowledge production are investment priorities.

5 - The investment policy considers externalities, sustainable development issues and the stakeholder concerns. We signed partnerships with organizations, universities or other public research laboratories.

3.4 Do you have a purchasing or procurement policy?

This involves researching and setting up a procurement policy that sets the sustainable development selection criteria for suppliers and other subcontractors, as well as setting up a partnership strategy so that responsible actions are undertaken in the social and environmental sector.
*

1 - We have no purchasing or procurement policy.

2 - We have rules or a basic framework to guide purchaser's decisions generally based on profitability.

3 - We have a purchasing or procurement policy that focuses on the quality/price ratio. At comparable value, it takes into account the assessment of sustainable development practices of its suppliers.

4 - We have a responsible policy (ex. eco-products, fairtrade, solidarity purchases) enabling us to select the suppliers and subcontractors based on their ESG performance.

5 - We have a responsible policy based on a “support and continuous improvement” logic of our suppliers. We are audited and we audit our suppliers using an independent firm and disclose the results for transparency.

3.5 How are you supporting local development?

This involves assessing the impact that you have on local development, such as wealth creation, improvement of the community's quality of life or direct job creation, and assessing the organization’s participation in regional economic development.

1 - We provide employment in the locality.

2 - We occasionally donate to a few local agencies or act as a sponsor.

3 - When relevant, we integrate and favor local suppliers. We make regular donations or sponsor a few local organizations.

4 - We promote social economic initiatives and physical involvement of employees’ participation in local community life, in addition to our donation policy.

5 - We initiate, participate and/or sponsor comprehensive programs related to land-use planning, social initiatives, and cultural and heritage development.

(Optional) Expand on your answers in this section if needed:

4. General Theme

This section evaluates the core identity and operations of your organization or business and its connection with sustainability.

Choose the option that corresponds the most with your business or organization.

Expand on your answers at the bottom of the section as needed.

4.1 To what extent do your vision, mission, and organizational values integrate sustainable development?

The vision describes what the ideal for the future would be like. It is a source of timeless inspiration and provides clear benchmarks to support decision-making. The mission is a general statement that describes the “raison d’être” - your market, your product - and frames discussions on strategic choices. Values guide the attitudes and behaviours of all your collaborators.
*

1 - Our vision, mission, and organizational values are not clearly defined.

2 - They are partly defined but do not address issues related to sustainable development.

3 - They are clearly defined in a founding document which also mentions the challenges of sustainable development.

4 - They integrate the principles of sustainable development that also exist in other organizational documents. We actively reflect on stakeholders' interests and concerns towards us.

5 - Sustainable development is the core element of our vision, mission and values. We assume our responsibilities towards stakeholders and we are an inspiration to others.

4.2 To what extent does your organizational strategy integrate sustainable development?

Strategy is the fundamental frame of reference from which an organization or business can maintain continuity while voluntarily managing its adaptation to a changing environment in order to have a competitive advantage.
*

1 - Our organizational strategy is not clearly defined.

2 - It is updated periodically following exceptional external events.

3 - It is formalized and periodically stated in objectives, dashboards, and in short-term and medium-term indicators.

4 - It integrates the objectives and milestones in line with sustainable development in order for us to seek a competitive advantage.

5 - Sustainable development is the core element around which the organization strategy is built and we encourage peers in the industry to use sustainability in their core strategy.

4.3 How is ethics integrated in your organization or business?

Business ethics cover several interrelated levels: the work in your organization or business, the political-geographical context in which it operates, the moral quality of the transaction types, and the organization's business environment.
*

1 - It has not been reflected nor any document exists to describe our organizational ethics.

2 - There is a document describing our organizational ethics but the content only reflects current laws and regulations and it has little influence on our decision-making.

3 - There is a code of conduct and a defined organizational ethics with the purpose of encouraging ethical behavior.

4 - The code of ethics is reviewed and revised periodically with stakeholder expectations and is part of our founding documents.

5 - Ethics is a constant concern for us throughout our activities, operations, decision-making processes and relationships with stakeholders and competitors.

4.4 How developed is your responsibility in regards to your products and services?

This is your commitment, on the one hand, to design quality products and services that minimize the consumption of resources as well as the negative impacts on the environment, on the health and safety of your stakeholders, and on the other hand, to ensure a transparent communication that is ethical and respectful of the rights and information of your stakeholders.
*

1 - There is no structure to identify or monitor client-side education on the quality and safety of products and services. Complaints and returns are processed individually.

2 - There are a few management practices that strive to better understand client needs (ex. a simple management system to process and monitor complaints or returns of products and services).

3 - There is an organized quality management system to monitor complaints and returns. A lack of expertise slows down the process of making products eco-efficient.

4 - We know the impact of our products’ or services’ life cycle on the environment, the community, and the health and safety of our clients. We carry out concrete, responsible, and sustainable actions throughout their lifecycles.

5 - The principles of eco-design are integrated in all our products and services. We are transparent in pricing and in discussions on management practices with our business activity sector and the community.

4.5 How developed is the composition and appointment procedures of your governing body members?

The governance of the organization or business is a set of laws, regulations or practices that define the boundaries of those in charge, guiding the organization or business, making and managing decisions that have a decisive effect on its sustainability and thus on its sustainable performance. *

1 - That info is nonexistent. We have no independent members on our board.

2 - That info is not disclosed. Depending on the importance of governance related decisions, we call on external consultants on an ad hoc basis.

3 - That is clearly defined. We have a board that meets regularly.

4 - There is a board that has one or more independent members and organizations. We advocate transparency and genuinely seek all stakeholders' interests in our decision-making.

5 - There is a board predominantly made up of independent and diversified members, and we express transparency and integrity towards society and the environment.

Select the following statement(s) that apply to your company / organization
*

We want to reduce risks and attract more investors

We want to be an industry leader in ESG performance

We want to increase customer loyalty

We want to increase the resiliency of my company to external shocks and crises

We want to increase our competitive edge

We want to stay ahead of climate change and environmental policy changes

We want to contribute to carbon neutrality and a green economy

Required

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