ABSTRACT
This chapter explores not only identifying how to begin the transition, but also how different factors must be taken into account when dealing with different stakeholder groups interested in different aspects of organizational performance. Clearly, organizations and management teams seeking to implement an integrated reporting framework must engage in a comprehensive dialogue internally, but this is only half of the necessary debate. Stakeholder management, or the development and maintenance of relationships with external user groups of information, is a responsibility and duty of management, which represents a high profile example of an existing duty that will continue to evolve over time. Integrated reporting, by the nature of a more holistic and comprehensive approach to managing an organization and allocating financial resources, aligns with the medium and long-term value creation process. Sustainable development and business, rather, encompass the broader idea of doing business in a manner that is replicable, consistently achievable, and relevant to the industry.
