In my previous post, I briefly discussed the integrated quality, safety, and environmental management system (QSEMS) at the Cannes Convention Center. The trend toward integrated management systems, including ISO’s movement toward a generic management system model for wide application, will provide a new tool for organizational risk management.
As evolved as risk management methods and models are, organizations struggle with integrating risk management practices. A silo phenomenon challenges risk managers as it has EHS managers for many years. In current non-financial risk management writings and research, the need for risk management integration and “silo-busting” is highlighted. An integrated risk management system can provide a way to bust silos in an organization. Read More
A goal of business functions such as quality, EHS/S, and CSR is to become embedded in the core business. This is also talked about in terms of becoming fully integrated in the business. 
Many EHS/S management system experts believe that one of the most important components of an integrated MS is management review. Management review is the time during which the overall strategy of an integrated EHS/S MS is assessed. Said differently, it is a time to see if the MS’s purpose and desired outcomes are being fulfilled. Management review is commonly framed as a performance evaluation activity. While this is correct, I would suggest that there is much more available through management reviews—that is, these are strategic opportunities to impact an organization’s Strategic Risk Management (SRM) process, and possibly start developing an SRM MS.
The McKinsey Quarterly 
Continual improvement is a term we hear a lot about in business these days. It is a notion that is central to management system approaches rooted in the quality and ISO arenas. As central as this concept has become, I find that organizations struggle with how to define it and then practice it.
As a living system, a company’s risk profile is continually shifting. The growing attention on sustainability and corporate responsibility (CSR) has stretched companies as they wrestle with ways to characterize and manage their sustainability and CSR risks.
McKinsey & Company recently published findings from its February 2010 survey, 
It’s common knowledge that sustainability is a big deal. It is a multidimensional issue that impacts all sectors of society. Companies wrestle with how they are going to respond beyond the obvious of energy conservation and waste reduction, when sustainability begins to blur with corporate social responsibility (CSR).