To tell a comprehensive value creation story, integrated reporting requires organizations to identify the interdependency between all elements — internal and external — that materially affect their ability to create value over time. Seeing this connectivity requires integrated thinking as opposed to “silo thinking.” All the operating and functional units of an organization, as well as the capitals that it uses to create value, must be considered. This leads to integrated decision-making and actions. The integrated report is the product of the processes of connectivity and integrated thinking in the organization. Integrated reporting is therefore not just about the report, but about the process of the organization’s unique approach to value creation.To translate integrated thinking into integrated reporting the organization should convey a holistic view of strategy, governance, performance and prospects. The integrated report should also bridge time horizons. Therefore integrated reporting can be used as a governance tool for performance-oriented management.