Integrated Reporting (IR) is transforming corporate disclosure by fostering transparency and strategic risk communication. To support IR adoption, the International Integrated Reporting Council (IIRC) provides principle-based guidance through its International Framework (IIRF), outlining key principles and content elements for preparing an integrated report. IR encourages organisations to integrate reporting and disclosure within well-established risk management frameworks. Preparing risk disclosure within an integrated report involves multiple organisational actors and departments. For instance, the finance department may gather information from risk management, while other departments work to link risks with business strategy and performance. This study explores the organisational mechanisms of change underlying reporting challenges related to risk disclosure. Through an in-depth analysis of a multinational chemical company that has published annual integrated reports since 2013, the study examines interactions between organisational actors, the role of risk management frameworks, and the preparation process. Interviews with IR preparers and analysis of reports from 2012 to 2020 provide insights into these dynamics. The study identifies three main challenges in IR risk disclosure: (1) identifying key risks associated with value creation, (2) clarifying risk sources and management strategies, and (3) explaining how key risks connect to strategy and value creation. To address these challenges, organisations employ mechanisms of change such as cross-functional teams, stakeholder engagement, and benchmarking. Findings highlight the performative role of the IIRF and risk management frameworks, which act as facilitators of organisational dialogue rather than mere guidelines. Practical implications suggest leveraging collaborations and diverse expertise to enhance risk disclosure and strategic decision-making in IR.
