The document summarizes the key changes between the existing ISO 14001 standard and the revised version. Some of the major changes include a stronger focus on leadership and strategic planning, broader consideration of environmental context and stakeholder needs, specific commitments to sustainable development, extending environmental management to suppliers, and an increased emphasis on compliance, risk, and performance tracking. The revisions require a more holistic and process-oriented approach to environmental management.
Proposed Amendments to Chapter 15, Article X: Wetland Conservation Areas
What do the changes to ISO14001 mean for business?
1. YOUR HEADING
HERE
10.05.2011
ISO 14001 revision: what do the changes mean for
business?
A focus on strategic aspects
Colleen Theron, director
14 July 2015
4. Setting the scene
• Societal expectations have evolved of increasingly
stringent legislation, restraint natural resources,
supply chain challenges
• Increased international focus on companies and
how they manage risk
• Greater focus on stakeholder engagement
• Leadership key in attainment of resilient
companies
• ISO- normal review process
5. Basics of 14001
• Plan, Do, Check, Act approach
• Demonstrates iterative process for
organisations to achieve continual
improvement
• Benchmark environmental standard but
previously more of a tick box exercise
6. ISO revision timeline
• Proposed changes been on sale since 2 July
2014
• Final DIS released in April 2015
• Final standard in Autumn of 2015
7. To whom does the standard apply?
• Large and small business and industry
• Service sectors
• Government organisations
• All types of organisations
8. Key changes
• Greater expectation for top management to
understand the organisations environmental issues
• Broader strategic consideration of organisations
environmental context, including the interests of
stakeholders
• Specific commitments to sustainable development
• Extending environmental influence in the supply
chain
• Demonstrating environmental compliance
• Using KPIs to track improvement
9. New structure detail
• Significant change
• Context
• Leadership
• Processes rather than procedures
• Compliance obligations
• Need to view the requirements in a more
holistic manner
11. Seven key changes
1. Greater expectation top management
2. Broader strategic consideration of organisations
environmental context
3. Specific commitments to sustainable development
4. Extending environmental influence to the supply
chain
5. Embracing opportunities for using environmental
design as a tool for improvement
6. Demonstrating environmental compliance
7. Using performance indicators to track performance
12. Context
• Organisations to understand the internal and
external issues of an organisation
• AND the needs and expectations of interested
parties
13. Leadership
• Requirement strengthened - commitment and
active support / be accountable
• Provide adequate resources
• Expected to create a culture and environment
that encourages leadership roles
• Integrate EMS into business processes
14. Processes rather than procedures
• Multiple connections between different parts
of the new standard
• Not written in a linear implementation way
• Terminology- e/g ‘consider vs ‘take into
account’ ‘appropriate vs ‘applicable’
• Change management
15. Broad concept of risk
• Organisation to understand the risk associated
with threats and opportunities
• Also link risk to compliance
16. Interested parties
• Standard requires the identification of
interested parties
• Can include customers, regulators,
shareholders, investors and internal (e.g.
marketing, finance, employees)
• Must understand their needs and
expectations
• Not prescriptive on how the needs or
expectations are evaluated
17. Tracking performance
• Broadly align environmental objectives with
top management commitments
• Aligned with environmental policy
• Selection of indicators to achieve measureable
objectives
• Indicators can be aligned with any regulatory
requirements
18. Extending environmental influence –
procurement implications
• Specific requirement to address
environmental issues in procurement:
– evaluating the supply of goods, services and
outsourced processes, taking a lifecycle
perspective
– specifying environmental requirements in
procurement of goods (DO shorts book)
– communicating requirements to contractors
19. What does this mean in practice?
• Holistic approach
• Understand what internal and external
issues give rise to risk ( materiality? )
• Gain an understanding of internal and
external stakeholders
• Not limited to solely environmental
factors
20. Challenges facing users
• How to interpret the new requirements
• How to get more business value out of the
system
• Aligning the system with the business drivers
• Competence and capability
• Implementing the new standard from scratch
21. What should you be doing now?
• Start planning for the transition
• Consider training requirements
– Auditors/ management/ operational managers
• Consider key changes to way business
operates
– Stakeholder engagement, identifying material risk,
changes to procurement
• Undertake a gap analysis
– Tool available: www.clt-envirolaw.com
23. ISO 14001 REVISION: WHAT DO THE CHANGES MEAN
FOR BUSINESS?
A FOCUS ON COMPLIANCE OBLIGATIONS
14 JULY 2015
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www.imbewuregisters.co.za
http://clt-envirolaw.com/