For executives who manage risk, ensuring that appropriate standards and practices are maintained and refreshed throughout far–flung, diverse operations has never been easy. In the early 1990s, it got a lot tougher. External pressures and requirements for more detailed, documented risk management systems escalated in the wake of well–publicized industry accidents. Internal requirements for risk management also multiplied as senior leadership set forth new environmental, health, and safety objectives. At the same time, many companies began to undergo massive reorganizations: decentralizing, delayering, reengineering, and often downsizing. For most risk management executives, these converging forces have meant doing more and doing it better than ever before – with the same or fewer resources.