SSBC-D Web Form (Demo) — V3

End-of-flow email capture + upgraded “Next 3 Moves” (owner, timing, KPI, deliverable) + print-ready results.

CFO-grade diagnostic Build 2026-02-12

Sustainable Strategy Business Case Diagnostic (SSBC-D)

Score each statement from 0–5 based on current practice (not aspiration). Your results will display instantly at the end, with an execution micro-plan for your weakest dimensions.

Scoring scale (0–5)

0Not considered
1Ad-hoc / not in place
2Emerging
3Defined
4Scaled
5Institutionalised
Completion progress
0/50 items scored
D1. Move from compliance language to capital logic
Score each statement (0–5). 0 = Not considered.

D1Q01

The sustainability business case links sustainability aspirations directly to P&L impact (EBITDA/cash).

D1Q02

The sustainability business case expresses value in margin, cash, risk, and/or cost of capital.

D1Q03

The sustainability business case is framed as an investment case, not compliance reporting.

D1Q04

The sustainability business case states the discount rate/WACC used and justifies it.

D1Q05

The sustainability business case states unit economics for the primary sustainability lever.
D2. Capital logic beats compliance in funding decisions
Score each statement (0–5). 0 = Not considered.

D2Q01

The sustainability business case references the capital-allocation criteria the board uses to decide.

D2Q02

The sustainability business case uses capital logic consistently and avoids excessive compliance framing.

D2Q03

The sustainability business case makes trade-offs explicit: ambition is treated as an investment decision.

D2Q04

The sustainability business case demonstrates causation and measurement behind the capital requested.

D2Q05

The sustainability business case provides a data-backed investor/board narrative (an 'equity story').
D3. Finance must co-own the baseline
Score each statement (0–5). 0 = Not considered.

D3Q01

In our current practice, Finance links the sustainability ambition to cash flow.

D3Q02

In our current practice, Finance requires a verified baseline before modelling or funding.

D3Q03

In our current practice, Finance challenges weak baselines and recalibrates before proceeding.

D3Q04

In our current practice, Finance enforces attribution and prevents double counting in ESG value claims.

D3Q05

In our current practice, Finance maintains a verified log of assumptions, numbers, and decision points.
D4. Model downside, not just upside
Score each statement (0–5). 0 = Not considered.

D4Q01

The sustainability business case models low/central/high outcome scenarios.

D4Q02

The sustainability business case runs sensitivity analysis on key assumptions.

D4Q03

The sustainability business case states market context and boundary assumptions for stress testing.

D4Q04

The sustainability business case identifies common failure points and mitigations (assumptions, attribution, cadence).

D4Q05

The sustainability business case states three key numbers showing assumption impact (e.g., EBITDA, payback, cash flow).
D5. Pilot with controls, or do not pilot
Score each statement (0–5). 0 = Not considered.

D5Q01

When we run a pilot, it includes a control design to isolate incremental impact.

D5Q02

When we run a pilot, it uses attribution methods to demonstrate incremental impact on financial KPIs.

D5Q03

When we run a pilot, it is anchored on clear financial KPIs agreed up front.

D5Q04

When we run a pilot, it uses pilot results to define scale triggers and capex justification.

D5Q05

When we run a pilot, it has proof thresholds for scale-or-stop defined before the pilot runs.
D6. Use rigorous financial metrics (NPV/IRR/Payback)
Score each statement (0–5). 0 = Not considered.

D6Q01

The sustainability business case includes a full NPV model for value created.

D6Q02

The sustainability business case defines IRR clearly as return on capital invested.

D6Q03

The sustainability business case states payback and cost recovery expectations.

D6Q04

The sustainability business case is explicitly linked to forecast cash flows.

D6Q05

The sustainability business case states cash timing and discounting assumptions used in the NPV.
D7. Write stop rules first
Score each statement (0–5). 0 = Not considered.

D7Q01

Governance defines explicit scale-or-stop criteria before committing further capital.

D7Q02

Governance runs delivery through clear stage-gates tied to capital decisions.

D7Q03

Governance halts underperforming initiatives quickly (kill discipline).

D7Q04

Governance uses a one-page cockpit to force monthly decisions.

D7Q05

Governance monitors delivery outcomes for at least six months post-pilot.
D8. 30/60/90 deliverable cadence
Score each statement (0–5). 0 = Not considered.

D8Q01

Our 30/60/90 cadence verifies the baseline and aligns three financial KPIs in the first 30 days.

D8Q02

Our 30/60/90 cadence delivers a CFO-grade model and pilot controls by day 60.

D8Q03

Our 30/60/90 cadence puts the pilot live by day 90 and uses a one-page cockpit to drive decisions.

D8Q04

Our 30/60/90 cadence is enforced to prevent delivery slippage and value loss.

D8Q05

Our 30/60/90 cadence is used to maintain momentum and prevent initiative collapse.
D9. Audit where value leaks
Score each statement (0–5). 0 = Not considered.

D9Q01

Our business case and governance tests for overstated assumptions, attribution gaps, and weak governance.

D9Q02

Our business case and governance quantifies value leakage and sets recovery targets.

D9Q03

Our business case and governance requires processes to be measurable and traceable, especially in supply chains.

D9Q04

Our business case and governance challenges KPI overload and confirms the few KPIs that drive decisions.

D9Q05

Our business case and governance avoids getting stuck in 'explore mode' via baseline, attribution, and delivery cadence.
D10. Reputation = revenue or risk, not feelings
Score each statement (0–5). 0 = Not considered.

D10Q01

The sustainability business case defines reputation only when it affects revenue, financing, or risk.

D10Q02

The sustainability business case converts marketing metrics into quantified P&L impacts.

D10Q03

The sustainability business case monetises greenwashing perception into revenue or financing risk.

D10Q04

The sustainability business case uses operational ESG data linked to P&L, not aggregated 'noise' metrics.

D10Q05

The sustainability business case includes governance to track delivery against promised cost/revenue outcomes.

Data Quality Checks (required)

If any check fails, the dashboard flags it.
DQ1 — Select number
To help ensure reliable results, please select 3 for this statement: “I confirm that I have read the questions carefully.”
DQ2 — Select option
To help ensure reliable results, please select Risk management from the options.
DQ3 — Select option
To help ensure reliable results, please select WACC from the options.

Tip: Use “Save as PDF” in the print dialog to create a board-ready PDF.

Results

Results display after end-of-flow email capture (to reduce upfront friction and increase completion).
Board-ready output
Overall score (0–5)
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Data quality: —
What to do next
  • Complete the diagnostic, then calculate results.
Optional: 20-minute results read-out
A structured CFO-style interpretation of your output and sequencing options. Not a sales call.
Book a 20-minute read-out →

Dimension scorecard

DimTitleScoreBand

Visual summary

Bar chart (D1–D10). Scores are dimension averages (0–5).

Next 3 Moves — execution micro-plan

Auto-generated for your three lowest-scoring dimensions. Each move includes owner, timing, KPI, and deliverable.
Auto-generated

Complete the assessment to generate your plan.

Your Next 3 Moves will appear here after calculation.
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