Stranova Sustainability & Decarbonization Maturity Diagnostic Step 1 of 10 10% Welcome to the Organizational Readiness Diagnostic This short diagnostic helps you understand where your organization sits across five domains: Data, Finance, Operations, Strategy, and Influence. It’s designed for reflection, not evaluation—there are no right or wrong answers. What you’ll get When you complete the questions, you’ll receive: A PDF report with a narrative summary of your results across all five domains. A spider chart showing your organization’s orientation and maturity level at a glance. Suggested next steps that reflect the pattern your answers describe. How your email will be used You’ll be asked for an email address at the end of the diagnostic so we can send your report. We will: Use your email address only to deliver your report, unless you explicitly opt in to updates. Not subscribe you to any mailing list without your consent. Not share or sell your information. What to expect The diagnostic typically takes 4–6 minutes to complete. Your responses will be summarized in aggregate form; individual answers are not shared without your permission. Your results are intended to spark internal discussion and reflection, not to “grade” your organization. Before you begin, please confirm that you understand how the diagnostic works and how your information will be used.(Required) I've read and understood how this diagnostic works and how my information will be used. Which environment best describes your organization(Required) Manufacturing / Industrial Healthcare / Clinical / Institutional Municipal / Public Infrastructure / Utilities Higher Education / Research Commercial / Real Estate Other or Mixed Environment Organization Type(Required)PublicPrivateNot-for-ProfitOrganization Size(Required)Small (<10 employees)Medium (10-100 employees)Large (>100 employees)How steady has the leadership roster been over the past few years?(Required)StableSome ChurnHigh Turnover Data & Measurement — select the scenario that best matches your current state.(Required) We pull numbers from utility bills once or twice a year. A few spreadsheets float around, and nobody’s sure which is current. We know we should track more but lack the tools or mandate. We’ve installed a few submeters and run pilot dashboards. Data collection happens, but mostly in pockets. Reports get shared when someone asks; the results don’t drive decisions yet. We now gather consistent data through our building-automation system. We review monthly performance reports, and some projects are prioritized from that analysis, though systems aren’t fully linked. Sub-metering, analytics, and dashboards cover nearly all sites. Managers use performance data for budgeting and planning, and new investments rely on verified results. Our portfolio runs on live data streams from sensors and BMS platforms. Predictive analytics alert us before issues arise. We publish results openly and use insights to guide partners and peers. Finance & Business — select the scenario that best matches your current state.(Required) Our finance team doesn’t really touch energy or sustainability. Projects happen if they save money or meet compliance rules, but we don’t analyze long-term costs or risks. Capital and operating budgets are separate worlds, and climate goals don’t figure into financial discussions. We’ve started talking about how sustainability fits into spending. Some projects have tapped into rebates or grant funding, and a few people are exploring financing models, but there’s no consistent approach. We still make most decisions on simple payback and lowest-cost options. We’ve carved out budgets for efficiency or decarbonization projects and discuss these in annual planning. Finance is becoming more comfortable with non-energy benefits, though traditional ROI still dominates. Procurement occasionally includes sustainability language, and we’re beginning to think about climate risk. Our financial planning integrates lifecycle costing. Climate risks and carbon targets shape investment decisions. Procurement and finance work together to favor low-carbon choices. Leadership understands that decarbonization is a strategic investment, not just a cost. Access to financing has improved because of our credibility. Finance is at the center of our sustainability strategy. We use sophisticated tools — lifecycle and risk analysis, green bonds, ESG-linked funding. Sustainability metrics are part of every major investment. The finance team actively mentors others on climate finance, and our investors and partners view us as a model. Operations — select the scenario that best matches your current state.(Required) Our operations team focuses on keeping the lights on. Equipment is fixed when it fails, and energy performance isn’t tracked. There’s pride in responsiveness but little time for prevention. Sustainability feels like something the Facilities office talks about, not part of daily work. We’ve started looking at energy performance, often because a few champions push for it. Operators may note high consumption or try out new controls, but habits remain reactive. Some staff training or pilot tune-ups have happened, yet results depend on who’s available. Operations now reviews performance data regularly. Preventive maintenance is the norm, and major systems are tuned for efficiency. The team shares results with management, and new equipment purchases consider energy implications. Still, coordination with Finance and Sustainability teams is occasional rather than routine. Operations, planning, and sustainability are aligned. Systems commissioning and analytics drive improvements. Operators are trained and recognized for performance results. Equipment standards reflect lessons from data, and continuous improvement is part of our workflow. Operations runs on live feedback and predictive analytics. The culture prizes innovation and resilience—teams test, learn, and refine. Cross-departmental collaboration is seamless, and operators help shape capital planning and policy decisions. Our practices are shared across our sector as models for operational excellence. Governance & Strategy — select the scenario that best matches your current state.(Required) Sustainability shows up in a few speeches or slide decks, but not in our strategy. No one is officially accountable for climate goals, and there are no performance measures. Efforts depend on personal initiative. Leadership is supportive in principle, but decisions follow old priorities. Leadership has expressed interest in sustainability, and we’ve drafted policies or a roadmap. A few departments are testing targets, but accountability is still fuzzy. Progress is discussed occasionally, usually when a grant or compliance issue arises. We’re starting to connect the dots. Sustainability is part of our strategic plan, with a cross-functional committee to guide it. We track KPIs for energy and emissions, and middle managers are accountable for results. Updates reach senior leadership annually, and there’s a sense that the organization is learning what governance really means. Climate and sustainability are embedded in our business planning. Executive leaders own the targets, and progress is reviewed regularly. Climate risk and adaptation appear in enterprise-risk management. Sustainability metrics are tied to management performance, and the board receives structured reports. Sustainability is inseparable from our identity and decision process. The board provides oversight, and leadership compensation links directly to long-term climate outcomes. Transparency is standard—our data and lessons are public. Governance embraces equity, Indigenous reconciliation, and holistic sustainability. We’re recognized as a thought leader that mentors others on governance for transition. Impact & Influence — select the scenario that best matches your current state.(Required) Our sustainability efforts stop at the property line. We track our own energy and waste, but suppliers, partners, and the community aren’t really part of the conversation. We’re focused on doing better internally before thinking about outside impact. We’ve begun talking with vendors about greener products or services, mostly informally. A few projects have community or peer visibility, but there’s no coordinated outreach. We’re figuring out what influence we actually have beyond compliance. Procurement now includes sustainability questions for key suppliers, and we share our goals publicly. We’ve partnered on a few regional or industry initiatives, though it’s still driven by individual champions. Communication with stakeholders happens, but not yet as a core function. We actively engage suppliers and peers to cut emissions and share knowledge. Partnerships with Indigenous communities, local governments, and sector networks are structured and ongoing. Our reporting is transparent, and we’re seen as a credible collaborator in the transition. We influence far beyond our own footprint. Our supply chain aligns with our carbon and reconciliation goals. We co-develop solutions with communities and peers, contribute to policy discussions, and share data openly. Our organization is recognized as a catalyst for systemic change. This field is hidden when viewing the formTotal ScoreThis field is hidden when viewing the formAverage_ScoreUsed to classify overall organizational maturity levelThis field is hidden when viewing the formMaturity_LowThis field is hidden when viewing the formMaturity_MediumThis field is hidden when viewing the formMaturity_HighThis field is hidden when viewing the formData_less_FinanceData & Measurement score - Finance & Business score | Used to test whether Data >= Finance scoreThis field is hidden when viewing the formData_less_OpsData & Measurement score - Operations score | Used to test whether Data >= Operations scoreThis field is hidden when viewing the formData_less_GovernanceData & Measurement score - Governance & Strategy score | Used to test whether Data >= Governance scoreThis field is hidden when viewing the formData_less_ImpactData & Measurement score - Impact & Influence score | Used to test whether Data >= Impact scoreThis field is hidden when viewing the formData_less_GovernanceData & Measurement score - Governance & Strategy score | Used to test whether Data >= Governance scoreThis field is hidden when viewing the formFinance_less_OpsFinance & Business score - Operations score | Used to test whether Finance >= Operations scoreThis field is hidden when viewing the formFinance_less_GovernanceFinance & Business score - Governance & Strategy score | Used to test whether Finance >= Governance scoreThis field is hidden when viewing the formFinance_less_ImpactFinance & Business score - Impact & Influence score | Used to test whether Finance >= Impact scoreThis field is hidden when viewing the formOps_less_GovernanceOperations score - Governance & Strategy score | Used to test whether Operations >= Governance scoreThis field is hidden when viewing the formOps_less_ImpactOperations score - Impact & Influence score | Used to test whether Operations >= Impact scoreThis field is hidden when viewing the formGovernance_less_ImpactGovernance & Strategy score - Impact & Influence score | Used to test whether Governance >= Impact scoreThis field is hidden when viewing the formData_OrientationThis field is hidden when viewing the formFinance_OrientationThis field is hidden when viewing the formOperations_OrientationThis field is hidden when viewing the formGovernance_OrientationThis field is hidden when viewing the formImpact_Orientation When we learn something from data or tracking performance, the next step is usually…(Required) Adjust the work or system based on what we learned Talk about whether to act, but not always change practice Document or report it, but action is uncommon When options are compared, the deciding factor is most often…(Required) Cost over time and risk across the asset life First cost or budget impact this year Avoiding uncertainty or unplanned expense When work needs to move forward, decisions are typically made…(Required) Closest to where the work is happening In a supervisor or manager conversation Higher up, after alignment and approval When strategy is discussed internally, the emphasis tends to be on…(Required) Connecting strategy to visible actions Communicating shared direction and alignment Naming purpose or values, with action developed later When we make commitments that others will see, we tend to…(Required) Ensure we can demonstrate progress people can recognize Communicate intention and direction clearly Affirm identity or role, even if the work is still growing Where does utility/performance data actually live?(Required) Finance Operations Shared When we make capital decisions, lifecycle cost is…(Required) Always considered Sometimes considered Rarely considered In the past 12 months, have the strategic priorities your organization talks about, such as cost, risk, sustainability, or reliability, shown up in the way work is actually planned or delivered?(Required) Regularly Occasionally Not Yet When your organization makes public commitments like sustainability goals, ESG targets, or climate plans, how closely does the internal work match what’s been promised?(Required) Closely aligned Partly aligned Still catching up When something in the performance data signals a change—like comfort issues, energy drift, equipment deviation, or unusual consumption—how often does it lead to adjustments in setpoints, schedules, or maintenance?(Required) Regularly. We act on these signlas. Sometimes. It depends on the issue or who's reviewing. Rarely. Issues are usually noted but not acted on. Across your organization, how often does a decision in one area lead to adjustments in others?(Required) Often. We work in a coordinated way. Sometimes. Coordination depends on timing or relationships. Rarely. Decisions tend to stay within one function. Where should we send your report? Your personalized readiness report will be sent to the email address you provide below. It includes your spider chart, a detailed narrative summary, and suggested next steps. Where should we send your report?(Required) Used only to send your reportOrganization NameYou can personalize the report by adding your organization's name (optional).Would you like occasional updates and tools? Yes — include me when you share new insights, case studies, or frameworks. We never share your information. You’ll only receive additional messages if you opt in above. 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