ISO 14001:2015
The latest version of the
international standard for environmental management systems has been published.
ISO 14001:2015 is the replacement for ISO 14001:2004 was published in September 2015.
ISO 14001:2015 is the replacement for ISO 14001:2004 was published in September 2015.
WHAT
ARE THE CHANGES TO ISO 14001?
Thanks to a new common structure ISO
14001:2015 has a higher level of compatibility with other management system
standards, such as ISO 9001:2015, ISO 27001:2013 and the
forthcoming ISO 45001:2016 which will make integration more effective.
There have been changes to the
structure, key concepts and terminology of the standard - these are explained
below.
TRANSITION
OVERVIEW
- Three years to transition (deadline of 15 September 2018)
- Existing certifications can be upgraded at any point in the three years
- New certifications can be to either standard
- ISO 14001:2004 certificates will have valid until dates of the transition deadline.
CHANGES
TO STRUCTURE
The new standard will follow the ten
section structure defined in Annex SL:
- Scope
- Normative References
- Terms and Definitions
- Context of the Organization
- Leadership
- Planning
- Support
- Operation
- Performance Evaluation
- Improvement
KEY
CONCEPTS
Below is an overview of the key
changes between the 2004 and 2015 version of ISO 14001 – there
are several new requirements in addition to changes to key definitions. You will need to prepare for change and adapt your environmental management system to meet the new requirements and transition timelines.
are several new requirements in addition to changes to key definitions. You will need to prepare for change and adapt your environmental management system to meet the new requirements and transition timelines.
Context
of the Organisation
This is a new requirement to
identify the internal and external factors and conditions that affect an
organisation. Examples of internal issues could include an organisation’s
culture and capabilities, whilst external issues could include the
effects of climate change, flooding and the availability of
natural resources to name but a few. The organisation needs to
identify the stakeholders of its EMS and any requirements they have.
Tip: The context will influence the type and complexity of management system needed.
Tip: The context will influence the type and complexity of management system needed.
Leadership
There is an explicit and enhanced
requirement for top management to demonstrate leadership and commitment relating
to the system.
Tip: Top management will need to take accountability for the effectiveness of the EMS and provide support and resources as necessary.
Tip: Top management will need to take accountability for the effectiveness of the EMS and provide support and resources as necessary.
Strategic
Environmental Management
Top management needs to ensure that
the environmental policy and environmental objectives are consistent
with the overall business strategy, and that management
review outputs include any implications for the strategic direction
of the organisation.
Tip: This will be new territory for ISO 14001 audits and in conjunction with the above, more audit time may need to be devoted to discussions with the organisation’s leaders.
Tip: This will be new territory for ISO 14001 audits and in conjunction with the above, more audit time may need to be devoted to discussions with the organisation’s leaders.
Risk
and Opportunities
This is a new concept introduced in
the ‘planning’ section of the standard. It requires the organisation to
identify the risks and opportunities associated with aspects and impacts,
compliance obligations (previously known as legal and other requirements), and
other necessary issues or requirements, and take action to address them.
Tip: “Risk and opportunities” can be thought of as potential adverse deviations from the expected (threats) or potential beneficial deviations from the expected (opportunities).
Tip: “Risk and opportunities” can be thought of as potential adverse deviations from the expected (threats) or potential beneficial deviations from the expected (opportunities).
Life-cycle
Perspective
The identification of aspects and
impacts should now be done whilst considering a life cycle perspective,
i.e. from raw material acquisition, or generation from natural resources
to end-of-life treatment. A life cycle perspective should also be
taken when establishing value chain controls (see below).
Tip: A life-cycle perspective does not require a detailed life cycle assessment; a simple consideration of the life cycle stages which can be controlled or influenced would be sufficient.
Tip: A life-cycle perspective does not require a detailed life cycle assessment; a simple consideration of the life cycle stages which can be controlled or influenced would be sufficient.
Value
Chain Control and Influence
Environmental requirements need to
be established and considered throughout the procurement and design
activities of the organisation’s products and services.
Tip: Design processes would include development, delivery, use and end-of-life treatment.
Tip: Design processes would include development, delivery, use and end-of-life treatment.
Performance
Evaluation
There is a new emphasis on the need
for evaluation in addition to the current requirements for monitoring,
measurement and analysis.
Tip: Evaluation is the interpretation of results and analysis. This is not new to managers but is made explicit in the standard for the first time. Processes may be well defined and effective, but do they yield optimum results? This may be a new challenge for internal audits.
Tip: Evaluation is the interpretation of results and analysis. This is not new to managers but is made explicit in the standard for the first time. Processes may be well defined and effective, but do they yield optimum results? This may be a new challenge for internal audits.
AUDITING
The standard is written for the
benefit of organisations, not auditors. Auditors will need to understand
and recognise the extent and type of evidence that would be acceptable
to confirm conformity compliance to the 2015 requirements.
ISO 14001:2015 auditors will be engaging in dialogue with business leaders, seeking understanding and explanations from them about policy, strategy and environmental objectives, and ensuring these are compatible. The audit experience from the client perspective is likely to be different, but revisions to the audit process will deliver more added value to the organisations being audited.
ISO 14001:2015 auditors will be engaging in dialogue with business leaders, seeking understanding and explanations from them about policy, strategy and environmental objectives, and ensuring these are compatible. The audit experience from the client perspective is likely to be different, but revisions to the audit process will deliver more added value to the organisations being audited.
OUR
CONCLUSION
ISO 14001:2015 incorporates more
business management terminology and concepts and will ensure that
systems will be integrated into the organisation’s overall business
processes rather than being separate entities. The changes will require
effort from organisations to implement, however the overall result will be
a more effective management system capable of achieving better results
in environmental performance.
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