Trialogue provides support on embedding material environmental, social and governance (ESG) elements of sustainable business based on our holistic integrated thinking model. Analysis of a corporate performance against this model assists companies in identifying actions and processes that can be improved to advance internal integrated thinking and ESG performance across the business. The following are our key areas of support:

• Integrated thinking – We support companies to embed elements of sustainable business based on our holistic integrated thinking model. Analysis of a corporate performance against this model assists companies in identifying actions and processes that can be improved to advance internal integrated thinking across the business.

• Sustainability management framework: Based on our integrated thinking principles is the development of a group-wide management framework that integrates financial and ESG material matters into a foundational organisation framework that underpins the strategy. Trialogue plays a crucial role in advising and developing management frameworks for organisations.

• TCFD advisory – Complementary briefing sessions on climate change, focusing on the Task Force on Climate-Related Financial Disclosures. We provide additional bespoke advisory services to assist companies embed TCFD into their organisation.

• Strategy formulation and implementation – Development of a sustainability strategy and roadmap, incorporating management workshops to reflect on performance, identification of easy wins and development of a roadmap plan

• Stakeholder engagement frameworks and reports – Research across external and internal stakeholders to inform companies of material issues, stakeholder perceptions and facilitation of stakeholder frameworks.
• Double materiality determination process – We have a tried-and-tested approach in assisting companies to identify, assess and priotise material issues. The approach draws from the Integrated Reporting Framework, SASB and the GRI. Our approach includes a gap assessment and benchmarking to identify issues. It also includes engagements, workshops, training and tools that companies can adopt and embed into their own processes.

• Benchmarking and analysis – We provide benchmarks and gap analysis, based on established standards (e.g. King IV, JSE Sustainability Disclosure Guidance, GRI, SASB, ISSB) as well as Trialogue’s own review frameworks. Specifically, we have developed and applied a model for analysing integrated thinking within a business.
• Conscious adoption of standards and codes – We run workshops with clients to educate and empower organisations to adopt codes and standards once fully considering the purpose and consequences of their selection decisions.
• Webinars – The ESG advisory team designs and facilitates webinars focused on sustainability issues. We partner with clients and other stakeholders to engage with broad range of professionals seeking to develop their knowledge and skills regarding the embedment and integration of sustainability into their organisations.
• Partnerships – We are members of the ESG Exchange technical committee and advisory committee. The ESG Exchange is a collaborative organisation, whose members are aiming to provide ESG learning, implementation and support to over 5 million professionals in 135 countries. This collaboration enables us to engage with global leaders in the industry to ensure we are continuously innovating and embedding the latest thinking into our approach.

Trialogue’s integrated thinking framework can be used to assess the status of adoption of integrated thinking within a business. This framework can be applied as a gap analysis tool, based on public reporting, or through additional engagement with a business.

The analysis serves to identify levels of adoption and to frame a roadmap for advancing integrated thinking practices. This can be set out as a sustainability strategy and roadmap, that combines aspirations, priorities, capacity and resources and timelines. It also enables a company to identify ‘quick wins’ and make conscious choices about where practices are to be improved and over what time period.

The tool is ideally applied between reporting cycles, so that year on year tangible gains can be demonstrated. Unless internal practices are advanced, progress in reporting will constrained. Furthermore, preparers of reports will continue to be frustrated in their effort to locate and extract information in accordance with the principles and elements of integrated reporting.

The following are five principles that underpin the framework:

Principle 1: Purpose and strategic ambition

The business has a purpose, informed by the operating context, that reinforces holistic value generation and is aligned to strategic ambition and culture.

Principle 2: Leadership directive

Visibility of leadership commitment to purpose, organisational behaviour change and strategic alignment,
with diverse experience of leadership.

Principle 3: Governance processes and structures

Organisational structures, systems and processes enable the effective delivery of a purpose-led strategy.

Principle 4: Performance metrics, management and assurance

Performance management of targets and KPIs is balanced and integrated to express the holistic and comprehensive performance of the organisation’s purpose-led issues.

Principle 5: Communication and messaging

Communication to external and internal stakeholders offer an accurate, holistic, balanced and integrated view of the organisation’s performance and ability to meet its purpose and create sustainable value over the short-; medium and long term.

The Value Reporting Foundation released prototype integrated thinking principles in 2021, focusing on purpose, strategy, risks and opportunities, culture, governance, and performance. Trialogue’s integrated thinking framework and principles align with these principles, as well as the VRF’s Framework content elements and guiding principles.