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After a lengthy revision process, the new ISO 14001 standard was published on September 15, 2015. This standard adopts the new document structure known as "High Level Structure: HLS", which is common to management system standards such as ISO 9001 and the future ISO 45001 (occupational health and safety).
The ISO (International Organization for Standardization) wanted to revise this standard, which dates back to 2004, in order to take account of market developments and society's expectations:
- Public expectations in terms of environmental management much more precise than in 2004
- The need for greater transparency on the environmental performance of organizations
- Desire to harmonize management systems (ISO 9001, ISO 50001, etc.)
- The desire to position environmental approaches at the heart of corporate strategy
This new standard therefore takes a more global approach. Environmental impacts must no longer be assessed solely in a local context, but must be put into perspective with the environmental impacts of the product's entire value chain. The notion of environmental protection is now clearly put forward. Thus, the identification of environmental aspects and impacts must be carried out from a life-cycle perspective, taking into account in particular the impacts associated with product transport, use and end-of-life.
Management commitment is redefined, and the standard requires stakeholders' expectations to be taken into account. The idea is to place environmental issues at the heart of corporate strategy, and to make environmental performance a lever for growth. In fact, ISO positions this standard as a tool designed to contribute to the environmental pillar of sustainable development (see Feedback on the implementation of ISO 14001 v2015).
ISO 14001: identifying stakeholder expectations
The standard requires organizations to
- identify their relevant stakeholders (DREAL[1], local residents, local authorities, employees, shareholders, etc.)
- determine their expectations
- select from these expectations those that are to become compliance obligations (i.e. requirements, in the same way as regulatory obligations can be)
This marks a real change compared with the 2004 version of ISO 14001, which mainly called for relevant external requests to be dealt with (complaints, etc.).
Here, ISO 14001 imposes a proactive approach and invites companies to identify the expectations of their stakeholders in order to understand their needs and the associated issues. It should be noted that the standard does not impose any specific methodology or means for carrying out this work. It is therefore up to each company to implement an appropriate approach, depending on its specific context.
It should also be noted that the standard now requires voluntary external communication. It is no longer possible to state in the environmental manual or in the minutes of a management review that the company does not engage in external communication on its significant environmental aspects. ISO14001-certified companies will have to establish a communication process and communicate externally the relevant information relating to their environmental management system.
[1] DREAL: Direction Régionale de l'Environnement de l'Aménagement et du Logement (Regional Department for the Environment, Planning and Housing)
Understanding the organization and its context
Another new feature introduced with this 2015 version is the obligation to identify external and internal issues likely to influence the achievement of expected environmental results. For example, environmental conditions related to climate, air quality, existing pollution and biodiversity may have an impact on the company's purpose, or be affected by the company's environmental impacts.
Internal issues such as skills management, the ability to implement new technologies and the management of management systems may also need to be taken into account. This understanding of environmental issues at the highest level of the company should help reinforce (or at least ensure consistency) between the company's strategic orientations and its environmental approach.
ISO 14001 thus repositioned the management system at top management level, with the aim of ensuring that it is truly integrated into governance processes, and not just supported by the environmental department.
The tools implemented as part of our CSR approach (relevance and materiality tests) enable us to meet this new requirement.
Note: once again, ISO 14001 does not prescribe a methodology for defining external and internal issues. Each company will need to define an approach that is adapted to its own context.
Identifying risks and opportunities
The standard requires the company to identify its risks and opportunities and take them into account in its environmental management system when :
- the definition of its objectives,
- of its action program,
- management reviews.
This involves carrying out a risk analysis and identifying potential negative and beneficial effects (i.e. threats and opportunities).
Example (source: Annex to ISO 14001): compliance obligations can create risks and opportunities, such as non-compliance (which can damage the company's reputation or lead to legal action) or performance in excess of compliance obligations (which can enhance the company's reputation).
In the same way, the presence of historical soil pollution can represent a risk (making it impossible to use certain sites, or even worse, potentially obliging the company to clean them up); conversely, the commissioning of a biomass boiler can represent an opportunity, particularly in terms of the company's image.
Environmental analysis from a life cycle perspective
Depending on the scope of certification, companies will have to carry out their environmental analysis from a life-cycle perspective. It should be pointed out here that the standard does not require LCA (Life Cycle Assessment) of manufactured products. However, serious thought must be given to the life-cycle phases controlled or influenced by the company.
In this case, the identification of environmental aspects and impacts will have to take into account the acquisition of raw materials, design, production, transport, use, treatment and end-of-life disposal. The life-cycle phases to be taken into account will vary according to the activity, product or service and organization of the company.
For many companies, this development will have a significant impact on their procedures for identifying environmental aspects and impacts.
ISO 14001: Environmental performance assessment
The organization will have to assess its environmental performance and ask itself what levels of results it has achieved. The standard specifies that performance can be assessed through quantitative or qualitative results.
The first step is to define monitoring, measurement and analysis methods, as appropriate, to ensure the validity of results.
Secondly, the criteria by which the organization will assess its environmental performance will need to be defined.
New indicators therefore need to be devised for companies currently certified to the 2004 version of ISO 14001. The ISO 14031 standard can be an interesting tool. This standard proposes a methodology for identifying relevant indicators and assessing environmental performance.
Through these 5 evolutions :
- reflect on environmental issues in the context of global, economic and social challenges,
- greater consideration of environmental stakeholders,
- investment by management in the promotion of environmental management, based on a process approach,
- application of the standard to the entire product value chain (processes, products and outsourced services) within a lifecycle approach,
- improved environmental performance,
The 2015 version of ISO 14001 aims to adapt to new challenges and offer companies an ambitious, yet pragmatic approach, making it the environmental pillar of a CSR approach.