ISO 14001:2015

ENVIRONMENTAL MANAGEMENT SYSTEM IMPLEMENTATION GUIDE

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ENVIRONMENTAL MANAGEMENT SYSTEM IMPLEMENTATION GUIDE

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14001:2015 ENVIRONMENTAL MANAGEMENT SYSTEM IMPLEMENTATION GUIDE
Contents
Introduction to the Standard P04
Benefits of implementation P06
PDCA cycle P07
Risk based thinking / audits P08
Annex SL P10
SECTION 1: Scope P11
SECTION 2: Normative references P12
SECTION 3: Terms of definition P13
SECTION 4: Context of organization P14
SECTION 5: Leadership P16
SECTION 6: Planning P18
SECTION 7: Support P20
SECTION 8: Operation P22
SECTION 9: Performance evaluation P24
SECTION 10: Improvement P28
Get the most from your management P30
Next steps once implemented P32
How else can we assist P33

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 INTRODUCTION
TO THE STANDARD
The International Standard ISO 14001:2015 ISO 14001 requires effective demonstration that
defines criteria for an Environmental a systematic approach has been taken to prevent
pollution and to have processes in order to manage
Management System (EMS); which if environmental risk. Once a policy framework has
implemented and maintained effectively, been put into place along with processes to facilitate
can provide an organization with the organizations’ commitment, the Standard then
asks an organization to audit, review and improve
reassurance that environmental risk is
the system to affirm that a commitment to continuous
being managed and improved. improvement is being achieved.
ISO 14001 is applicable to any organization The Standard fundamentally comes in two parts;
regardless of size, sector or geographical location. “The Standard” and then “Annexes” which provide
Whilst the Standard sets out a framework for help and explanation.
environmental management, it has been devised
to give flexibility to apply to all companies and
organizations.

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A Brief history of ISO 14001
Back in the 1970’s, ‘80’s and ‘90’s, The ISO 14001 Standard has been • Strengthening of the leadership
an ever increasing worldwide through a number of revisions since commitment from “Top Management”.
concern for protecting the it was first published in 1996. ISO
Standards are reviewed every five years • Environmental management to
environment was emerging.
to establish if a revision is required in be more aligned with the strategic
As a result of this, a number direction of the organization.
order to keep them current and relevant.
of international treaties and
country specific “codes of The current Standard, ISO 14001:2015, • Clearer and effective communication,
practice” were published to responds to the increasing need for driven through a communications
provide organizations with a management systems to be integrated plan.
framework for environmental by using “Annex SL”, a common format
• A life-cycle perspective of the
pollution mitigation. In 1992, for management ISO’s. Other key
organization.
the British Standards Institute improvements in the 2015 Standard
published BS 7750 (based on the include:
then quality Standard BS 5750 • Asking for an appreciation of
– now ISO 9001). This provided external and internal elements that
the foundations and template may influence how environmental
as to what became ISO 14001- management is conducted.
Environmental management
systems - Specification with • Understanding the needs of internal
and external parties who may interact
guidance for use.
with the organization and the EMS.

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 BENEFITS OF
IMPLEMENTATION
All “management ISO’s” have a similar fundamental benefit. They provide a framework of
action that; if implemented appropriately, provides internal control. In the case of ISO 14001
the execution of the standard provides control for an organization’s activities, products or
services and the interaction with the environment. This, in turn can increase the long term
viability of the organization and where appropriate a higher regard for its asset value.

Whilst there other numerous benefits to achieving ISO 14001 3. Internal audit and Management Review
(and some will be more appropriate depending upon what
sector an organization operates) the following benefits are ISO 14001 provides the framework to check what controls
likely in most cases: have been put into place through the use of internal audit
and provides a way in which to monitor and improve. A
1. Demonstration of Leadership Management Review process then allows Top Management
to take a “step back” and determine how well the system is
By testing environmental controls against the internationally working within the context of the organization and whether
recognized environmental Standard, an organization it requires modification to meet future changes in a process,
demonstrates ethical environmental leadership to their resources or regulatory framework. Internal audits and
Stakeholders which includes customers, employees and Management Reviews when combined with an audit from a
Regulators. The achievement of 14001 also provides certification body, such as NQA, provide assurance that the
assurance to a Board of Directors, Trustees or owners that EMS is meeting the requirements of the organization and the
there is management control regarding environmental risks ISO 14001 Standard.
inherent within an organization.

2. Economic benefit
In a global market place where all sectors have to compete in
some form or other, demonstration of ethical environmental
leadership through “good environmental stewardship”, can
be the deciding factor for being selected to supply the goods
or services that an organization provides. Having ISO 14001
also may give a Unique Selling Point (USP) that increasingly
provides one of the fundamentals when promoting an
organization.

A fundamental part of the Standard is conformance

to appropriate environmental regulatory requirements
or other obligations that are deemed as important as
a regulatory requirement. A system which checks on
adherence to legislation mitigates the risk of environmental
liability prosecution. Whilst this is not a direct saving to
an organization, the outcome of unregulated activities
that deleteriously affect the environment will result in ever
increasing fines.

Most organizations or businesses consume resources of

one form or another. Whilst the Standard doesn’t direct an
organization to measure something specifically, examining
the resources that are consumed, for example energy,
together with waste produced can lead to changes in use and
fundamental savings.

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PDCA CYCLE
Plan-Do-Check-Act (PDCA) is an iterative, four-stage approach for achieving continual
improvement. It involves systematically testing possible solutions, assessing the results, and
implementing the ones that are shown to work.
At the “heart” of this approach is leadership. The importance of leadership at all levels, but particularly by Top Management,
cannot be underestimated to operate an EMS successfully, to achieve performance levels required and generate
continual improvement.

In the context of an EMS, PDCA is translated into the following:

Plan: Do: Check: Act:

Understand the context of the organization, Implement the Monitor, measure and Take actions
establish environmental objectives and processes as planned evaluate environmental to continually
processes necessary to deliver results to include operational performance to include improve to include
in accordance with the organization’s planning and control internal audit and addressing non
environmental policy, understand risk and and emergency Management Review. conformity.
opportunities and determine the support preparedness and
required to achieve the outcomes required. response.

CONTEXT OF THE ORGANIZATION

SCOPE OF THE ENVIRONMENTAL MANAGEMENT SYSTEM

SUPPORT &
OPERATION

Plan Do
NEEDS AND
INTERNAL & EXPECTATIONS
EXTERNAL ISSUES OF RELEVANT
PLANNING LEADERSHIP PERFORMANCE
INTERESTED
EVALUATION
PARTIES

Act Check
IMPROVEMENT

INTENDED OUTCOMES OF THE

ENVIRONMENTAL MANAGEMENT SYSTEM

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 RISK BASED
THINKING/AUDITS
The Plan-Do-Check-Act (PDCA) cycle for process improvement, as described above,
corresponds to proven risk management approaches. Many organizations have the process of
risk management as a fundamental process particularly around information technology, finance
and occupational health and safety.

Context: Planning – risk and

The first step of implementing an EMS, as described below, is opportunities:
to gain an understanding the “context” of the organization or,
paraphrasing, the macro issues that affect and are affected by Those organizations that need further assistance in ensuring
an organization. As an organization is subject to a variety of that their risk assessment process is comprehensive can
influences, which can change, this can lead to risks in the form look towards ISO 31000 Risk management - Principles and
of potential threats and opportunities. Determining the risks guidelines. This provides generic guidelines although it is not
that derive from this drives an organization to consider such intended to promote uniformity of risk management across
changes or events, analyse their impacts and chances of an organizations. Of course, the design and implementation of
event occurring and then encouraging a planning or mitigation risk management plans and frameworks will need to take
strategy. into account the varying needs of a specific organization, its
particular objectives, context, structure, operations, processes,
functions, projects, products, services, or assets and specific
Environmental aspects and practices employed.
operational control:
Following the determination of the macro issues, 14001 asks an Continual improvement:
organization to determine the aspects and impacts of activities, A risk based philosophy means that an organization can be
products and services in some form of risk assessment process. better prepared for the impacts of uncertainty, which in turn
This analysis informs an organization where there are significant means greater resilience. Moreover, risk-based thinking implicitly
issues (risks or opportunities) that need careful management, results in continual improvement, as an organization is always
where objectives need setting, controls that need designing or examining potential influences and changes.
where and to what frequency internal audits need carrying out.

Planning – compliance
obligations:
Surrounding the determination of aspects and impacts is the
assessment of whether an organization is complying with
their legal framework. The concept of maintaining knowledge
and understanding of its compliance status has built in risk
assessment principles so that an organization can determine
its compliance status and, per se, understand where it is not
complying and therefore devise strategies to minimise the risk.

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PROCESS BASED
THINKING/AUDIT
Some organizations that implement an EMS will look to integrate it with their Quality
Management System (QMS). If this is the case, they will have heard of “process based”
thinking. However, if not, it might be less understood how the process approach is
applicable to the EMS requirements in ISO 14001:2015.

The ISO 9001 requirements for a QMS are founded on seven • Performance and monitoring:
quality management principles, and one of these is the In order to determine how successful a process is the result of
“process approach”. It is explained fully in the introduction of the process (good/bad) needs to be evaluated.
ISO 9001:2015, but as a paraphrased summation; a process
approach is where more consistent results can be attained when • Support/competence:
consideration and management of activities are carried out as In order to undertake a process, or a number of processes
interrelated processes, which together, make up a system. effectively, a person needs to be competent. When
determining environmental competence needs, competence
The process approach applies to an EMS because a will need to be obtained or matched to the needs of the
comprehensive appreciation of an organizations processes and particular processes. If competence is not proven or
their interrelation needs to be known. The following are the main appropriate to a particular process this could result in adverse
areas in an EMS where process thinking is attributable: environmental impact.

• Context: • Internal audit:

A comprehensive appreciation of processes needs to be The processes which comprise the EMS need to be
understood when considering the macro environmental systematically audited over a time and frequency to determine
issues which interrelate between the organization and the whether they perform effectively.
environment.
• Corrective action:
• Environmental aspects and operational controls: A corrective action is an opportunity to correct a problem
In order to determine environmental aspects and impacts, identified in an EMS. A process approach to this will start
risks and opportunities, an analysis of the inputs, activities at root cause and finish at an appropriate and satisfactory
and outputs needs to be determined. As part of the analysis sustainable solution.
the interactivity of one or more of the processes may need
to be taken into account. If it is not, this environmental risk
assessment may omit environmental aspects and impacts
which in turn would result in no controls being devised. This
could result in a deleterious impact upon the environment.

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 ANNEX SL
Annex SL provides the new common architecture for ISO Management System Standards.
It replaces ISO’s Guide 83, which provided a structure and text for management system
Standards. Guide 83 started to address the issues that many organizations had when
integrating such Standards as ISO 9001, ISO 14001 and ISO 27001.

Annex SL takes the principles within Guide 83 and creates a

universal high-level structure, identical core text, and common
terms and definitions for all management system Standards High Level Structure
which make the integration of management systems when
according to a particular Standard easier.
Annex SL high level structure comprises
Note: the “SL” in Annex SL doesn’t stand for anything – it’s just the following:
the way that ISO numbers things!
1. Scope
2. Normative References
3. Terms and Definitions
4. Context of the Organization
5. Leadership
6. Planning
7. Support
8. Operation
9. Performance Evaluation
10. Improvement
Numbers 1 to 3 provide a background to the Standard
itself and it is not until number 4 that the requirements
or “clauses/sections” of the Standard are set out.

Whilst clauses 4 to 10 are common to all Management

System Standards, ISO 14001 specifically relates to
environmental topics. So, whilst there is commonality,
there are processes to be established, implemented
and maintained such as an organizations’
understanding of a policy framework around
protection of the environment or “aspects and
impacts” and “life cycle perspective” which are unique
requirements to ISO 14001.

A good use of Annex SL and an example of an

integrated management system (IMS) is one that
simultaneously handles the requirements of ISO 9001
and ISO 14001.Typically, the processes required
in each Standard for document control, internal
audits, dealing with nonconformities, corrective
actions, or management review are shared, so that
the requirements of each Standard are met without
duplicating effort i.e. having two processes - one for
ISO 9001 and one for ISO 14001.

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SECTION 1:
SCOPE
There are no specific requirements
for an organization to adhere to
within this section. However, it
sets out the parameters within
which ISO 14001 can be used
and provides the overall intended
outcome of an EMS as being:

• Providing value for the environment,

the organization itself and interested
parties,
• Enhancement of environmental
performance;
• Fulfilment of compliance
obligations;
• Achievement of environmental
objectives
The section also sets out that
the Standard is applicable to any
organization, regardless of size, type
and nature.

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 SECTION 2:
NORMATIVE
REFERENCES
ISO/IEC Directives, Part two, Section 6.2.2, defines the inclusion of a normative reference
as, “This conditional element [of the Standard] shall give a list of the referenced
documents… in such a way as to make them indispensable for the application of
the document.”

In other words, by citing something as a normative reference,

it is considered as indispensable to the application of that
particular Standard. However, unlike ISO 9001, there are no
normative references in ISO 14001.

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SECTION 3:
TERMS AND
DEFINITIONS
This section sets out the terms and definitions that are used in the Standard which may
need further clarification in order to apply the Standard to a particular organization.

They are listed according to the hierarchy of the concepts If an electronic version of the Standard has been purchased
(reflecting the sequencing of their introduction in the the definitions are hyperlinked to other definitions so that there
Standard). Terms are grouped by major clause title (i.e. interrelationship can be seen.
Context of the Organization, Leadership, Planning, etc.). ISO/
TC 207/SC 1/WG 5 agreed to order terms within the groupings The following sections, 4 to 10, provide the requirements of
such that: the Standard. When reading the Standard it is important that
as with past ISO 14001 versions, the word “shall” indicates
i. discipline-specified terms are presented consecutively the mandatory requirements that an organization must meet
after its generic form, and to the extent possible. and external auditors, such as NQA, are required to verify
conformance and effectiveness against.
ii. present terms in the order in which they appear in the
text. WG5 inserted an “Alphabetical index of terms”, In order to understand how each of the following clauses
which may be modified to reflect alphabetical listings in applies to each other the remaining text applies to the
another language. following diagram:

In addition to the term or definition there are also notes that

seek to provide further information and clarity.

PLAN DO CHECK ACT

4 9
5 6 7 8 10
Context of the Performance &
Leadership Planning Support Operation Improvement
organization evaluation

4.1 6.1 Actions to 9.1 Monitoring, 10.1

8.1 Operational
Understanding 5.1 Leadership address risks measurement, Nonconformity
7.1 Resources planning and
the organization & commitment & opportunities analysis and and corrective
control
and its context (inc. Aspects, evaluation action
impacts &
5.2 compliance 8.2 Emergency
4.2 10.2 Continual
Environmental obligations 7.2 Competence Preparedness & 9.2
Understanding improvement
policy response Internal audit
the needs and
expectations of 6.2
interested parties 5.3 Environmental
Organizational objectives and 9.3
7.3 Awareness
roles, planning to Management
4.3 responsibilities achieve them review
Determining and authorities
the scope of
the EMS 7.4
Communication

4.4 EMS

7.5 Documented
information

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 SECTION 4:
CONTEXT OF THE
ORGANIZATION
This is a new concept in terms of ISO 14001:2015. Some organizations, prior to the introduction of
“context” had performed a “baseline review”, which in some cases, provided a broad understanding
of an organization prior to working out the “nuts and bolts” of trying to manage (in some form) the
environmental impacts.

The clause is sequential as there is need to understand the organization and context (4.1), prior to identifying interested parties
and understanding their needs and expectations (4.2), the output of both 4.1 and 4.2 allows determination of scope (4.3), and then
ultimately designing the EMS (4.4):

4.1 4.2 4.3 4.4

Understanding of Understanding the Determining Environmental
the organization needs & expectations the scope of management
and context of interested parties the EMS system

4.1 Understanding of the organization and context

The intent of “Context” is to provide a high-level, conceptual understanding of the important issues that can affect, either positively
or negatively, the way an organization manages its environmental responsibilities. To put it another way, it is a comprehensive
appreciation of the macro processes (and their interrelation) which can affect or be affected by an organization. From ISO
14001:2015 Annex A, it suggests that the following are also appreciated when understanding “context”:

• environmental conditions related to climate, air quality, water quality, land use, existing contamination, natural resource
availability and biodiversity
• external cultural, social, political, legal, technological, economic, competitive circumstances, where it operates
• internal characteristics or conditions of the organization, and its capabilities

There are a number of methodologies that can be used to determine context. A good way of achieving this is to formulate a matrix
setting out the requirements of the Standard (and Annex A) and then perform a series of interviews with appropriate employees,
so that the knowledge of an organization can be harnessed. Where appropriate, this could be turned into a report. The benefit of
this is that it provides a cohesive explanation and a good reference to support present and future business strategy. (It can also be
reflected upon when undertaking a Management Review (See Section 9 Performance evaluation below).

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 4.2 Understanding
the needs and
REGULATORY
expectations of BODIES
workers and other
interested parties CERTIFIERS EMPLOYEES
Whilst the term “interested parties”
may not be new within ISO 14001,
most organizations will probably
understand the term “Stakeholder”
better. From an understanding of the
context i.e. the conceptual or macro AN
important issues in the organization, ORGANIZATION
SUPPLIERS AND
determination of the stakeholders CUSTOMERS
DISTRIBUTORS
or interested parties will provide an
understanding of who can be affected
by the environmental impacts of the
organization.

Determination of interested parties TRADE

THE PUBLIC
can be formulated by creating ASSOCIATIONS
a “Map” i.e. those internal and
external parties who interact with an
organization in some way:

Once this has been created then the interested parties relevant needs and expectations need to be
determined. There again, this can just be an iterative process, listing the interested parties needs and
expectations e.g. as customer may require ISO 14001. What is important though is the drawing out of
issues from interested parties that an organization may consider to become compliance obligations
(see later for a description of compliance obligations).

undertaken. Where, the scope is relatively straight forward

4.3 Determining the scope of then a good place to have it is in the Environmental Policy
the EMS Statement. As a publically facing document, the Environmental
Policy Statement may provide a good location for describing
From an understanding of the context, interested parties and scope. A clear description of the scope within the Policy
the interested parties needs and expectations, the scope of the Statement can inform the reader succinctly of who the
EMS can be determined. The “scope” sets out a description company is, what it does and what the remainder of the policy
of the extent and breadth of the EMS. Sometimes, at the relates to. Of course you may choose to have scope defined
initial stages of an implementation, it can be problematic to in both places but if the scope changes, both statements will
finalise the scope because sometimes there needs to be more have to be changed!
knowledge of the organization through implementation of
the remainder of the Standard (particularly when determining
environmental aspects and impacts from the activities,
4.4 Environmental
products and services of an organization). management system
However, the scope should be documented in some form The final section in clause 4 sets out that as a result of the
within the EMS. Where a scope is particularly complicated, above, an organization then has to determine, implement and
perhaps because certain parts of a business are excluded continually improve an EMS. The remainder of this document
from the EMS because of legitimate reasons, then a clear will look at the how this is to take place.
description in a manual or other document should be

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 SECTION 5:
LEADERSHIP
The Standard states that top management must demonstrate leadership, commitment and
take accountability for the “effectiveness of the EMS.” This sets the tone for Section 5 and the
operation of the whole of the EMS.

It’s overall success and environmental performance level

will depend upon the extent to which top management Whilst the main thrust of leadership requirements
are committed in most aspects of the establishment, is within Section 5, as the Standard is holistic, there
implementation and continual improvement of the EMS. are other implied “leadership” requirements in the
following sections:
The following examples are how leadership can be
demonstrated within an EMS:
• Ensuring that the strategic plans of the organization and the Planning:
EMS objectives are compatible and integrated within the An appropriate understanding of the environmental
organization. aspects, actions, and compliance obligations and the
• Provision of appropriate resources. corresponding risks and opportunities, require strategic
• Considering and integrating environmental concerns in guidance from Top Management.
business planning and strategy.
• Understanding what good environmental performance is or Support:
“looks-like” and then responding appropriately. There are many instances where it is Top
• Facilitating the culture of continual improvement. Management’s role to provide a steer or “sign off” in
• Communicating appropriately amongst interested parties. order to support the aims of the EMS. This includes
provision of resources, gaining competence, ensuring
One potentially “public facing” example of demonstration
awareness, effective communication, and appropriate
of leadership is of course Top Management signing the
documented information.
Environmental Policy Statement, to say that as a Leader of
the organization, “this is what we are going to achieve”...or...
“these are our intentions”. Whilst this alone cannot solely been Operation:
seen as a demonstration of leadership, it provides a framework Certain operational control and emergency planning
so that the actions as described above can be implemented. need in many cases Top Management’s insight and
strategy.

Performance evaluation:
Top Management need to understand the output of
internal audit, measurement and monitoring results
and be actively involved in the Management Review
process.

Improvement:
Top Management influences the culture of continual
improvement and has the power to enable effective
continual improvement and ultimately have the final say
on how poor results are dealt with. For example, this
could be approval of monies for additional resources or
realigning the organizational strategy.

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 SECTION 6:
PLANNING
This section sets out a framework that asks an organization to analyse itself to determine the
aspects, impacts, risks and opportunities of its activities, products and services and then how
to manage the result of this analysis.

a) Aspects, impacts, risk, opportunities After generating a list of aspects, the aspects need to
be “sieved” to determine which can have a significant
and compliance obligations environmental impact. The principal reason for doing this is to
work out which are the most important and need either control/
This is a fundamental part of the EMS, as without
management or need their impact reducing to an acceptable
understanding the environmental implications of an
level.
organization’s activities, products and services there can be
no plans to either minimise, mitigate or manage environmental
The Standard says that in order to determine significance an
impact.
organization should use “...established criteria”. In assessing
A good approach to understanding the environmental the significance it is suggested though that the following are
implications of an organization is by starting to understand considered:
the business itself. The parameters of the organization have
already been understood in the determination of scope. • The likelihood of the impact occurring
Therefore, it is a matter of “filling in the gaps” with the detailed • The scale of the environmental damage
activities, products and services (processes) which comprise • The level of concern within interested parties
the organization. • The requirements of appropriate compliance obligations
(legal and other requirements).
Assembling this information together into a matrix allows
consistency and the data to be presented logically. If Each of the above can be quantified in some way and scored.
appropriate this information could be referenced to a location At the end of this process it is important to sense check that
plan of the organization so that referencing to physical location what has been scored as significant - is significant!
can be achieved.

From determination of activities, products and services the

environmental aspects and impacts need to be determined.
Environmental aspects are defined as “element of an Potential Severity Rating
organization’s activities or products or services that interacts or
can interact with the environment”. Environmental impacts are
defined as the “change to the environment whether adverse or Minor Moderate Significant Catastrophic
beneficial, wholly or partially resulting from an organization’s
environmental aspects”. This process should take into account
potential emergency situations.
Likelihood severity occurs

Very Likely Moderate High Extreme Extreme

An example of an interaction of a process causing an

aspects and impact:
Likely Low Moderate High Extreme

Aspect: Unlikely Very Low Low Moderate High

Process: Impact:
Emissions
Heating Air pollution
from boiler
Rare Very Low Very Low Low Moderate

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In order to determine the appropriate compliance obligations The Standard sets out explicitly the framework it requires for
and how they apply to the organizations processes achieving objectives and a good way of depicting this, meeting
and aspects a great deal of research may be needed, the Standard and having an “Action plan” to manage the
particularly if the organization is complex or highly potentially objectives is to form a table of the Standards’ requirements:
environmentally damaging. This is sometimes where
organizations need specialist help. However, from the list of
What When How will the
compliance obligations there may be areas where lack of What will
resources will
Who will be
will it be results be
compliance or non-compliance is a risk to an organization and be done?
be required?
responsible?
completed? evaluated?
it is important to identify this and put into place appropriate
plans to bring the process into compliance.

From the aspects and impacts analysis, “risks” will

be produced (as defined in the Standard as “effect of
uncertainty”). However, there may also be opportunities The latter column in the table above - “How will result be
i.e. where there is an activity that gives rise to significant evaluated?” is an interesting requirement that is worthy of
environmental impact there may be an opportunity to reduce consideration. The Standard directs an organization into
environmental impact. Whilst this appears to be a process including indicators for monitoring progress towards achieving
that is undertaken just once, in reality it needs to be proactive its objectives. Whilst the intimation is that there needs to be a
and reactive. It needs to be proactive in order to determine the quantitative measure, it is quite reasonable for the evaluation to
environmental implications of planned or new developments. be qualitative e.g. if an organization had set an objective to say
It also needs to be reactive; to determine when a process produce a report – an organization will know when the objective
changes or when a compliance obligation changes. has been met if the report is produced!

b) Environmental objectives and The overall theme of ensuring that the EMS is integrated within
the business is inherent within this part of the Standard. The
planning to achieve them best objectives will, of course, be meaningful to the business
and therefore be integrated into the organizations’ processes.
The Standard says that an organization has to “establish
environmental objectives at relevant functions and levels
taking into account...significant environmental aspects and
associated compliance obligations and considering...risks and
opportunities”. If the analysis (above) has been undertaken
comprehensively, it should be obvious what needs to be worked
on and where an objective needs to be set to bring about
change. Of course, an organization’s objectives do not need to
derive from the above analysis – but it’s a good place to start!

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 SECTION 7:
SUPPORT
This section looks at the resource, communication and documentation of an EMS. The
requirements really underpin an EMS and ensure that it runs effectively.

a) Resources including competence b) Communication

and awareness
Effective and efficient internal and external communication is
In order to operate an EMS there are a variety of resources “key” to running an EMS. The Standard is helpful in providing
required which can include financial resources, inventory, a framework in order to depict the communication process
human skills, production resources and information/computer within an organization. By turning this into a table and with
technology. As considered in Section 5, “buy-in” from reference to the “interested parties” or “stakeholder” analysis
Top Management is essential, as ultimately they have the undertaken in 4.2 a communications “plan” can be formed:
decision to deploy or invest in the resources for the EMS.
An organization also has to identify the correct resources it
With whom
requires. As part of identifying resources, an organization What will be When will it be
will it be
How will it be
needs to look at the information produced within Section 6 to communicated? communicated?
communicated?
communicated?

acknowledge the risks/opportunities and resulting objectives

that have been identified and need deployment of resources to
mitigate or manage them.

Usually, the greatest challenge is to provide competent and

knowledgeable personnel to support the requirements of Of course, the columns can be re-arranged if necessary!
the EMS. This is especially so when an EMS is first being
implemented. Creating a “training-needs” matrix based One important stakeholder, particularly in connection with
upon what competency or awareness is required amongst compliance obligations, are Regulators. If an organization
organizations’ personnel will highlight when competency is heavily regulated and perhaps has a permit or discharge
has been achieved or is required. For example, if it has been consent then there may be a communications plan between
identified that there is a spill risk, then there needs to be organization and Regulator solely for the discharge of the
appropriate competency and materials to deal with such conditions – and to remain in compliance.
a situation.
One area that is often forgotten is communication with
“persons doing work under the organization’s control”.
As a “rule of thumb” it is advisable to treat contractors or
outsourced operations as if they were “direct” employees
and communicate in a manner that is effective and so that
the communication is two-way. By adopting this philosophy it
ensures that the “persons doing work under the organization’s
control” can contribute to continual improvement.

20 ISO 14001:2015 ENVIRONMENTAL MANAGEMENT SYSTEM IMPLEMENTATION GUIDE

c) Documentation
The Standard gives clear direction as to what documentation it requires. The 2015 Standard is less prescriptive than other
iterations although it still requires the following:

Clause Documentation Requirement

4.3 (Scope) The scope shall be maintained as documented information and be available to interested parties.

5.2 (Policy) The environmental policy shall be maintained as documented information.

6.1.1 (General) The organization shall maintain documented information of its:

• risks and opportunities that need to be addressed;
• processes needed in 6.1.1 to 6.1.4, to the extent necessary to have confidence they are carried out as
planned.

6.1.2 (Environmental aspects) The organization shall maintain documented information of its:
• environmental aspects and associated environmental impacts;
• criteria used to determine its significant environmental aspects;
• significant environmental aspects

6.1.3 (Compliance obligations) The organization shall maintain documented information of its compliance obligations.

6.2.1 (Environmental objectives) The organization shall retain documented information on the environmental objectives.

7.2 (Competence) The organization shall retain appropriate documented information as evidence of competence.

7.4.1 (Communication - General) The organization shall retain documented information as evidence of its communications, as appropriate.

7.5.1 (Documented information – The organization’s environmental management system shall include: a) documented information required
General) by this International Standard; b) documented information determined by the organization as being
necessary for the effectiveness of the environmental management system.

NOTE: The extent of documented information for an environmental management system can differ from
one organization to another due to:

• the size of organization and its type of activities, processes, products and services;
• the need to demonstrate fulfilment of its compliance obligations
• the complexity of processes and their interactions;
• the competence of persons.

8.1 (Operational planning and The organization shall maintain documented information to the extent necessary to have confidence that
control) the processes have been carried out as planned.

8.2 (Emergency preparedness The organization shall maintain documented information to the extent necessary to have confidence that
and response) the process(es) is carried out as planned.

9.1.1 (Monitoring, measurement, The organization shall retain appropriate documented information as evidence of the monitoring,
analysis and evaluation – measurement, analysis and evaluation results.
General)

9.1.2 (Evaluation of compliance) The organization shall retain documented information as evidence of the compliance evaluation result(s).

9.2.2 (Internal audit programme) The organization shall retain documented information as evidence of the implementation of the audit
programme and the audit results.

9.3 (Management review) The organization shall retain documented information as evidence of the results of management reviews.

10.1 (Non-conformity and The organization shall retain documented information as evidence of:
corrective action) • the nature of the nonconformities and any subsequent actions taken;
• the results of any corrective action.

After these mandatory requirements, it is up to the organization to decide whether it requires further documentation. ISO
14001 says that the organization should determine appropriate documentation “as being necessary for the effectiveness of the
environmental management system”. Therefore, it is up to the organization to decide when and where they need documentation
and of course what form that should take, whether it be a procedure, flow chart or some other way of describing and managing the
way in which a particular process is carried out.

Where documented information is produced it needs to be created, updated and controlled consistently. An organization should
look to do this in as simple a way as they can as the greater degree of complexity - the more it can go wrong! As a minimum, a
version number, date and page numbers should be on each document.

ISO 14001:2015 ENVIRONMENTAL MANAGEMENT SYSTEM IMPLEMENTATION GUIDE 21

 SECTION 8:
OPERATION
One of the foundations of the Standard is mitigation, management and control of an
organization’s environmental impact and that is why designing, implementing and continually
improving the way in which processes or operations occur is essential to an effective EMS.

a) Operational planning and control

The Standard also states, in line with only having
The extent of operational control will be dependent on the appropriate and relevant documentation that:
organization’s activities, products and services and specific
compliance obligations. Also factored into this is the analysis “The organization shall maintain documented
described earlier to determine significant aspects. An information to the extent necessary to have
organization would want to look at controlling its significant confidence that the processes have been
aspects as a minimum so that they do not increase in magnitude carried out as planned.” This, in itself, is a
(or potentially cause pollution). This could be undertaken by judgement call for the organization but one that
writing a procedure and ensuring that people are competent. is important to make to ensure that an EMS is
not overloaded with ineffective “paperwork”.
Operational control and competency go hand in hand and
whatever form operational control takes the people operating in
that process should be able to carry it out effectively.
b) Emergency preparedness
and response
There are different types of operational Planning for unexpected events is a good all-round
control, including: organizational discipline. In ISO 14001, the aspects and impacts
• Electronic or mechanical technology to analysis will have highlighted potential emergency situations
reduce emissions where a negative environmental impact potentially could take
• Routine preventive maintenance programs to place. It is up to an organization, therefore, to determine the
reduce wear and breakdown of equipment plans that can be put in place in order to avoid or minimise
• Monitoring and observation of equipment environmental damage.
performance
• Procedures • Signs • Log Books Typical emergency preparedness includes having a good
• Check lists • Flow charts understanding of what may go wrong and then the measures
in place to mitigate the impacts. A good example is that within
the aspects and impacts analysis a particular activity may have
Operational control should also cover those activities that been identified as having the potential for spills. Emergency
preparedness knows what to do if there is a spill; people are
are outsourced. The Standard acknowledges that in some
circumstances an organization will be able to control the competent (have the appropriate experience/training) in dealing
outsourced activities e.g. when say a contractor is working with a spill; there is the right equipment e.g. spill kits and that
there has been a test (where practicable) to ensure that the
directly on the organizations site but in some circumstances the
process will work! As best practice there should also be process
influence of the organization will be limited.
in place that if an emergency situation has taken place a post
When devising operational control, ISO 14001 states that an mortem occurs so that if appropriate the emergency process
organization should have a “life cycle perspective”. A life cycle can be improved.
perspective includes consideration of the environmental aspects
of an organization’s activities, products, and services that it Once again, the Standard, says that documented information
can control or influence. Typical stages in a life cycle include is required only to the extent necessary to have confidence
that the emergency preparedness and response process is
acquisition of raw materials, design, production, transportation/
delivery, use, end of life treatment, and final disposal. The carried out.
organization should consider those stages, from an operational
control perspective, in the life cycle over which it has the
greatest control or influence as these may offer the greatest
opportunity to reduce resource use and minimise pollution
or waste.

22 ISO 14001:2015 ENVIRONMENTAL MANAGEMENT SYSTEM IMPLEMENTATION GUIDE

ISO 14001:2015 ENVIRONMENTAL MANAGEMENT SYSTEM IMPLEMENTATION GUIDE 23
 SECTION 9:
PERFORMANCE
EVALUATION
Performance evaluation comprises; measuring and evaluating an EMS to ensure that it is
effective and it helps continual improvement.

a) Monitoring, measurement, analysis In practice, this means referring to the list of compliance
obligations (see Section 6) and determining if compliance
and evaluation is being achieved. In many organizations this will entail “an
audit(s)”, perhaps annually or more depending upon the type
An organization should check, review, inspect and observe its
of organization to determine that the specific legal and other
planned activities to ensure that they are occurring as intended.
requirements are being met for each and every activity, product
An organization must make sure they have determined the
or service.
appropriate processes so that they can evaluate how well they
are performing. Monitoring generally indicates a process or The result of such an audit will establish the “compliance
processes that can check whether something is occurring as status”. If this can be translated into say a Pie chart, so that
intended or planned. an organization can see their percentage of compliance, this
can be very powerful in provoking change. This can lead to
For example, a monitoring process may comprise checks
prevention of prosecution due to breach of environmental law.
for good housekeeping at a frequency of say once a week.
Measurement tends to mean that the size or magnitude of
a particular process is measured i.e. calculated with the
assignment of a numerical value. The type of measuring and
monitoring will differ from organization to organization. In high
energy use organizations, how much electricity and gas and
related carbon dioxide output may be critical to the business
operation. In other organizations the amount of potable
process water used may be more appropriate. In administrative
environments how much paper is consumed per person may be
an appropriate indicator. It is up to the particular organization to
decide.

Additionally, any equipment used to determine the

measurement “indicator” should be calibrated so that a high
level of confidence is gained that the numbers are indeed a true
representation of the facts.

The Standard also asks an organization to determine

a process to “evaluate the fulfilment of its compliance
obligations”. In so doing, the organization has to:

• determine the frequency that compliance will

be evaluated;
• evaluate compliance and take action if
needed;
• maintain knowledge and understanding of its
compliance status.

24 ISO 14001:2015 ENVIRONMENTAL MANAGEMENT SYSTEM IMPLEMENTATION GUIDE

b) Internal audit compliance obligations, where this is turned into percentage
compliance (with the Standard) this can be an effective way of
demonstrating performance and reporting upon it.
A fundamental to continual improvement and a As explained previously, the principal of plan, do, check and
dynamic EMS is an effective internal audit process. act is inherent within ISO 14001. The same is true within
The expectation of internal auditing by organizations this section. The Standard asks an organization to produce
should be to determine whether the performance of the documented information as evidence of the implementation of
organization conforms to the: an audit programme and audit results. An audit programme in
its simplest form sets out when and what is going to be carried
• organization’s own requirements
out over a period of time. Organizations may have programmes
• requirements of ISO 14001.
which cover many years (or perhaps a certification cycle) but
as a suggestion a minimum of a programme covering twelve
months should be produced.
Therefore, an organization needs to check “are we doing - what
we say we are doing?” To carry an internal audit out effectively The Standard also says that auditors should conduct audits to
an auditor should use ISO 19011:2011 guidelines for auditing ensure objectivity and the impartiality of the audit process. This
management systems as a framework. This sets the Standard is sometimes inherently difficult as internal auditors (by their
for carrying out an audit and should be part of the competency name) have a close relationship with the organization being
requirements of internal auditors. audited. However, sensible guidelines so that internal auditors
do not audit their own processes should be strived for.
An audit should check that an organization is meeting the
requirements of ISO 14001. Some organizations mistakenly When an audit has been carried out and the results of that
think that this can be carried out as part of certification activities audit produced (in a documented form e.g. an audit report) it is
that companies such as NQA carry out. This is not the case; important that they are efficiently communicated to appropriate
an organization should determine, through internal audit, stakeholders including appropriate management. Some of the
that they are meeting the requirements of the Standard (at a best performing organization ensures that the results (which can
suitable frequency). Many organizations undertake this kind of include non-conformities – see section 10 below) are fed also
audit on a yearly basis and do so by turning the Standard into into “Top Management”. This can be important, especially where
a questionnaire and then systematically going through each an audit has found deficiencies within the system and resources
part of the EMS to determine if particular requirement within are needed to rectify the situation.
the Standard is being met. In a similar way to evaluation of

ISO 14001:2015 ENVIRONMENTAL MANAGEMENT SYSTEM IMPLEMENTATION GUIDE 25

 c) Management Review
The most wide ranging and strategic evaluation of performance is the management review process. The management review must
be carried out by Top Management and should essentially be based upon factual input (generated by the system) in order to make
recommendations and improvements going forward (outputs).

The Standard is helpful in providing a framework of what a management review should entail and it is suggested that these headings
are used in the documented information that is produced by an organization:

Note: comments on each section have been included to provide guidance when carrying out the Management Review.

Excerpt from 9.3 of ISO 14001 Comment

a) the status of actions from This should be a summary to what extent previous management review actions have been
previous management reviews; carried out or not carried out and the reasons why. Some organizations produce a comparative
table.

b) changes in:

1) external and internal issues that This is a review of the context review detailed in section 4. Changes in relation to external and
are relevant to the environmental internal issues should be explained.
management system;

2) the needs and expectations of Again, this is a review of the context review detailed in section 4. Changes in relation to the
interested parties, including needs and expectations of interested parties, including compliance obligations will need to be
compliance obligations; noted.

3) its significant environmental If there have been any changes to significant aspect they should be explained. This will of
aspects; course depend realistically if there have been any changes to processes.

4) risks and opportunities; If there are any different or changes to the risks within the EMS these should be noted and
explained. Any opportunities should also be brought out although this can be brought out in g)
below.

c) the extent to which environmental Reviewing whether environmental objectives have been achieved needs to be carried out. It is
objectives have been achieved; suggested that the formulation of a table to show the extent of objective realisation is included
within the Management Review. This will allow a review of performance and the extent of
continual improvement achieved.

d) information on the organization’s

environmental performance,
including trends in:

1) nonconformities and corrective This should be a review of the non-conformities and corrective actions that have taken place
actions; since the last management review. If there have been particular trends in either corrective
actions or non-conformities they should be brought out as there may be decisions needed to be
taken to mitigate there occurrence.

2) monitoring and measurement As detailed earlier in this section, a depiction should be created to determine whether the
results; monitoring and measurement that is carried out is meeting the expectations of the organization.
Where the information that is provided shows underperformance then the Management Review
process can provoke change.

3) fulfilment of its compliance Whether an organization is meeting its compliance obligations is fundamental to an EMS. To
obligations; satisfy this part of the Standard, it can be as simple as saying that the organization is “meeting
its compliance obligations”. However, if an organization has decided to depict (as detailed
above) a pie chart to show its “compliance status” then inserting this into the documented
information will meet this requirement. On a practical level, if a particular compliance obligation
is proving tricky to comply with then this should be highlighted too.

4) audit results; The results of audits carried out since the last Management Review should be appraised. To
cover this comprehensively it should include both internal and external audits. The depth to
which this is carried out will differ from organization to organization and the quantity of audits
carried out.

e) adequacy of resources; A review as to whether resources are adequate to run the EMS broadly or resources to carry out
individual process should be appraised. Very often “Top Management” need to informed about
inadequacy of resources (in whatever form) so that change can be provoked.

f) relevant communication(s) from There may have been comments, complaints or other communications from interested parties.
interested parties, including By reviewing them this may give an external perspective as to how well the EMS is performing.
complaints; If there is a particular issue that needs resolving that has been highlighted by an interested party
“Top Managements” assistance to resolve it may be required.

g) opportunities for continual Opportunities for continual improvement may have been brought out of other sections of the
improvement. Management Review although any other opportunities for improved environmental performance
should be reflected upon.

26 ISO 14001:2015 ENVIRONMENTAL MANAGEMENT SYSTEM IMPLEMENTATION GUIDE

Following the review, the Standard asks for the following “outputs”:

The outputs of the management review shall include:

- conclusions on the continuing suitability, adequacy and This should be a wide ranging appraisal whether the EMS
effectiveness of the environmental management system; is suitable, adequate and effective.

- decisions related to continual improvement opportunities; This can include changes to the EMS in its entirety, or
specific parts of the EMS.

- decisions related to any need for changes to the environmental From the appraisal above it should be obvious what
management system, including resources; decisions need taking.

- actions, if needed, when environmental objectives have not Where environmental objectives have not been met,
been achieved; decisions whether they were too hard, or whether they
could not be achieved for specific legitimate reasons need
to be brought out where appropriate.

- opportunities to improve integration of the environmental This should be an appraisal as to whether the EMS is
management system with other business processes, if needed; integrated within the organization or whether further
integration is required. To be an effective EMS the closer
the integration is to the organization and its processes the
more environmental benefit is likely to be achieved.

- any implications for the strategic direction of the organization. Finally, really as a “catch-all” an organization should
provide whether there are any implications as to the
strategic direction. This can be far ranging in realigning
the business say for greater environmental protection
or perhaps removing a process which is say particularly
environmental damaging.

ISO 14001:2015 ENVIRONMENTAL

O MANAGEMENT SYSTEM IMPLEMENTATION GUIDE 27
 SECTION 10:
IMPROVEMENT
• Implement any action needed;

This section draws together • Review the effectiveness of any corrective action taken;
the fundamentals for achieving • Make changes to the environmental management system,
continual improvement i.e.: if necessary”.
• Those items within section 9 in relation to the results The Standard says that this process should be documented.
from analysis and evaluation of environmental There are various ways to achieve this but usually this
performance, evaluation of compliance, internal audits comprises a “Corrective Action Request” (CAR) for each
and management review. corrective action and a “log” which is essential to record and
manage the CAR’s. This is especially useful where numerous
• Non conformity and corrective action. corrective actions are raised.

The “log” can be as simple as:

If the EMS has been designed well, continuous improvement
opportunities should arise, be captured and actioned in
a timely manner. Key to this is pulling into an appropriate Audit
Non
When Action
Date non
conformity Responsibility: conformity
location those actions that provide continual improvement. date: due: taken:
description: closed:
Some organizations use their environmental programme
framework to keep their continual improvement actions
managed and so that they can be reviewed as part of
this process.

a) Non conformity and corrective action More complex systems can “code” different types of non-
conformity. This can then be used to generate trend data that
The audit process, whilst evaluating the performance of an can be useful in on-going performance appraisal of the EMS
organization, can bring about non conformities and resulting and the Management Review process.
correction actions.

A non-conformity can occur in an organization at any time

b) Continual Improvement
whilst undertaking its processes. A methodology to capture, The Standard says that:
manage and resolve needs to be undertaken and the Standard
asks for the following:

• React to the nonconformity and, as applicable: “The organization shall continually

1) take action to control and correct it; improve the suitability, adequacy and
2) deal with the consequences, including mitigating effectiveness of the environmental
adverse environmental impacts;
management system to enhance
• Evaluate the need for action to eliminate the causes of environmental performance.”
the nonconformity, in order that it does not recur or occur
elsewhere, by:

1) reviewing the nonconformity; In practice, if all the above sections are established and
2) determining the causes of the nonconformity; implemented then continual improvement will occur.
3) determining if similar nonconformities exist, or
could potentially occur;

28 ISO 14001:2015 ENVIRONMENTAL MANAGEMENT SYSTEM IMPLEMENTATION GUIDE

ISO 14001:2015 ENVIRONMENTAL MANAGEMENT SYSTEM IMPLEMENTATION GUIDE 29
 GET THE MOST
FROM YOUR
MANAGEMENT
SYSTEMS
Top tips to get the most out of your health and safety
management system:

1. To have an effective EMS ensure that 7. Use the ISO 14001 Standard
“Top Management” is committed to as a means to design
its establishment, implementation and your EMS.
continual improvement.

8. Have a robust methodology for

2. Use the Standard to help bring assessment of aspects, impacts, risks
environmental management to and opportunities as this underpins
the boardroom. the EMS.

3. Use “Context” to understand the 9. Ensure you have a good process

environmental impacts affecting the in place to determine and assess
organization and how the organization your compliance obligations.
affects the environment on a
macro level.
10. Use the EMS to provide a
sustainable approach to
4. Integrate the EMS into your work organizational work processes.
processes so that it is not another
thing to do – it’s just what you do!
11. See audits as a measure and
means in which to improve
5. Be prepared to be flexible in performance.
approach to achieve the outcomes
of your EMS.
12. Use management review
to provide strategic direction.
6. Use the data that is captured
through your EMS to see if you
are improving.

30 ENVIRONMENTALMANAGEMENT
14001:2015ENVIRONMENTAL
ISO 14001:2015 MANAGEMENTSYSTEM
SYSTEM IMPLEMENTATION
IMPLEMENTATION GUIDE
GUIDE
AQUATERRA
ENERGY CASE
STUDY
From seabed to surface, Aquaterra Energy is the oil and gas industry’s first choice for
offshore products, systems, and projects around the world. Swift, flexible, and responsive,
Aquaterra Energy’s engineers and analysts create the solutions that customers need, while
delivering operational improvements and efficiency gains.

Simon Hatson, Aquaterra Energy’s Head of QHSE

& Business Improvement explains the benefits for
implementing their management systems and gaining
certification within their company:

Many of the team involved use the

process as a genuine opportunity
to review how we are performing
against our own requirements as
well as identifying opportunities to
improve. We like to keep the wider
team involved to show that audits
are not something to be afraid of,
but rather an opportunity to share
what we are doing.

Operating across the UK, Egypt and Norway, the company

currently employs 67 full-time members of staff, along with an
established team of on and offshore contractors that support
NQA AND AQUATERRA
the delivery of projects as required. ENERGY GROW TOGETHER
Working in highly volatile marine environments, Aquaterra “It has been a long-standing commitment of the business to
Energy’s customers understandably demand the highest ensure our systems and provisions have been checked and
Standards in safety, quality, project delivery and responsive verified by a credible body. When considering the platforms,
customer service. This is why they turned to NQA to audit riser systems and associated systems that we supply to the
and provide them with ISO 9001:2015 (Quality Management offshore industry, a UKAS accredited NQA certificate provides
System), ISO 14001:2015 (Environmental Management assurance to our clients that our systems enable us to provide
System) and OHSAS 18001:2007 (Health & Safety to the highest level of quality.”
Management System) certifications.
Aquaterra Energy achieved certification to ISO 9001 in 2006,
and followed this shortly with ISO 14001 and OHSAS 18001.
Their expert in-house teams of analysts, designers and
Their integrated system, as well as their relationship with NQA
engineers cover:
is longstanding and has enabled them to develop and improve
• Design: conceptual, FEED, analysis, their operations as the business has evolved and grown.
3D modelling.
Interested in creating a case study for your certification
• Procurement: specification, manufacturing, inspection,
achievements, get in touch: [email protected]
construction, FAT/SIT.
• Installation: procedures, supervision, commissioning,
testing, handover.

SO 14001:2015 ENVIRONMENTAL
ISO MANAGEMENTSYSTEM
ENVIRONMENTAL MANAGEMENT SYSTEMIMPLEMENTATION
IMPLEMENTATION GUIDE
GUIDE 3
31
 NEXT STEPS ONCE
IMPLEMENTED
AWARENESS TRAINING INTERNAL AUDIT
• Your organization should raise awareness about • A robust internal audit system for the organization is
various Standards covered under IMS. essential. Internal Auditor Training is recommended
• You should hold separate training meetings for top and NQA can provide Internal Auditor Training for the
1 management, middle management and junior level
management, which will help to create a motivating 6 Standard(s) that you are implementing.
• It is important to implement corrective actions for
environment, ready for implementation. improvements, in each of the audited documents, in
order to bridge gaps and ensure effectiveness of IMS.

POLICY AND OBJECTIVES ORGANISE A MANAGEMENT ‘SYSTEM’

REVIEW MEETING
• Your organization should develop an Integrated
Quality Policy/Environment Policy/Health & Safety • Top level management must review various official
Policy/Information Security Policy and relevant business aspects of the organization, which are

2 objectives to help meet the requirements.

• By working with top level management your company
7 relevant to the Standards being implemented.
• Review the policy, objectives, results of internal
should hold workshops with all levels of management audit, results of process performance, results of
staff to outline the integrated objectives. complaints/feedback/legal compliance, results of risk
assessment/incidents and develop an action plan
following the meeting - which must be minuted.

INTERNAL GAP ANALYSIS THOROUGH GAP ANALYSIS OF

IMPLEMENTED SYSTEMS
• Your organization should identify and compare the
level of compliance of existing systems against • A formal pre-certification gap analysis should be
requirements of the Standards under your new IMS. conducted to assess effectiveness and compliance of

3 • Relevant staff should all understand the operations of 8 system implementation in the organization.
• This final gap analysis will prepare your organization
the organization and develop a process map for the
activities within the business. for the final certification audit.

CORRECTIVE ACTIONS
DOCUMENTATION / PROCESS DESIGN
• Organization should be ready for final certification
• The organization should create documentation audit, providing that the gap analysis audit conducted
of the processes as per requirements of relevant in the last step and all the non-conformities (NC)
Standard(s).
4 • You should write and implement a manual, functional
9 have been assigned corrective actions.
• Check that all the significant NCs are closed and the
procedures booklet, work instructions, system organization is ready for the final certification audit.
procedures and provide associated terms.

FINAL CERTIFICATION AUDIT

DOCUMENTATION / PROCESS • Once completed, your organization is hopefully
IMPLEMENTATION recommended for registration to
ISO 9001/14001/ISO 45001.
• Processes / Documents developed in step 4, should
be implemented across the organization covering all 10 • CONGRATULATIONS!
5 the departments and activities.
• The organization should hold a workshop on the
implementation as per applicable for the ISO
Standard requirements.

32 SO 14001:2015 ENVIRONMENTAL
ISO MANAGEMENTSYSTEM
ENVIRONMENTAL MANAGEMENT SYSTEMIMPLEMENTATION
IMPLEMENTATION GUIDE
GUIDE
ENVIRONMENTAL
MANAGEMENT
TRAINING
Using ISO 14001:2015 as a framework, learn how to implement, audit and improve your
environmental management system and reduce impacts. Our courses suit the needs of
new environmental managers implementing ISO 14001 for the first time through to auditors
and professionals.

COURSE DETAILS LEVEL DURATION PRICE

NQA ISO 14001:2015 EMS (Environmental) E-Learning Introduction Training 1 0.5 Days £150.00

NQA ISO 14001:2015 EMS (Environmental) Introduction Training 1 1 Day £399.00

NQA ISO 14001:2015 EMS (Environmental) 2 1 Days £399.00

Transition and Implementation Training

NQA ISO 14001:2015 EMS (Environmental) Implementation Training 2 1 Days £399.00

NQA ISO 14001:2015 EMS (Environmental) Internal Auditor Training 2 1 Days £399.00

CQI IRCA ISO 14001:2015 EMS (Environmental) Internal Auditor Training 2 2 Days £699.00

NQA ISO 14001:2015 EMS (Environmental) New Manager Training 2 2 Days £699.00

CQI IRCA ISO 14001:2015 EMS (Environmental) Lead Auditor 2 3 Days £950.00
Conversion Training

CQI IRCA ISO 14001:2015 EMS (Environmental) Lead Auditor Training 3 5 Days £1350.00

NEXT STEPS FOR

FURTHER ACCREDITATION

ISO 14001 ISO 5001

Once you hold certification to ISO 14001, the ‘basic framework’ is already
there and the benefits of ISO 50001 are also within reach. Including
compliance to ESOS in the UK.

SO 14001:2015 ENVIRONMENTAL
ISO MANAGEMENTSYSTEM
ENVIRONMENTAL MANAGEMENT SYSTEMIMPLEMENTATION
IMPLEMENTATION GUIDE
GUIDE 33
 NOTES

34 SO 14001:2015 ENVIRONMENTAL
ISO MANAGEMENTSYSTEM
ENVIRONMENTAL MANAGEMENT SYSTEMIMPLEMENTATION
IMPLEMENTATION GUIDE
GUIDE
NOTES

SO 14001:2015 ENVIRONMENTAL
ISO MANAGEMENTSYSTEM
ENVIRONMENTAL MANAGEMENT SYSTEMIMPLEMENTATION
IMPLEMENTATION GUIDE
GUIDE 35
 USEFUL LINKS
IEMA – Transforming the world sustainability
https://www.iema.net/

edie.net
https://www.edie.net/

Environmental Management Training

https://www.nqa.com/en-gb/training/environmental-management

ISO - International Organization for Standardization

https://www.iso.org/home.html

Authored on behalf of NQA by: Andrew C Fletcher

www.nqa.com