In the search for better efficiency of the different management models implemented by companies worldwide, Integrated Management Systems (SIG) are born as an important alternative, to strengthen the processes of each of these and thus face the needs of the new markets, allowing itself to continue being part of these and continuously improving its processes in a more efficient way. Hence, more and more companies make use of these models, to strengthen their corporate strategy and obtain competitive advantages, since it is precisely competitiveness that distinguishes the business field, to the extent that they are able to perceive changes and evolve together with these, adopting management methods appropriate to the new circumstances. Alternatives that, in order to be effective, must consider the comprehensive nature of the risks in the same dimension and processes of the Integrated Management System, so that performance and impact are comprehensively measured. Since only if the identification, analysis, evaluation and control of risk is integrated into the integrated management systems, it can be said that these are really effective, an example of this is that for this project the integration of four standards and a decree whose focus is largely on risk control and the growing need for organizations to become aware of this urgent need.