Welcome to ISO 14001:2015

and ISO 45001 IA Program

Schedule Day 1 and Day 2
 Session1 10-11.30 AM
 Break 11.30 – 11.45AM
 Session 2 11.45 – 1.15PM
 Lunch 1.15 to 2 PM
 Session 3 2-3.30 PM
 Break 3.30-3.45 PM
 Session 4 3.45 to 5PM
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Schedule Day 3
 Session1 10-11.30 AM
 Break 11.30 – 11.45AM
 Session 2 11.45 – 1.15PM
 Lunch 1.15 to 2 PM
 Exam Prep 2- 2.30
 Exam 2.30 to 4.30
 Exam Submission 4.30 to 5PM
4
Coverage Day 1
 Introduction
 Introduction to ISO 14001
 ISO 14001 Standard and Developing
Check Lists for IA
 Group Exercises

5
Coverage Day 2
 Introduction to ISO45001
 ISO 45001 Standard Detailed Discussion
and Developing Checklists for IA
 Group Exercises and Role Plays

6
Coverage Day 3
 Auditing
 Principles of Auditing
 Qualities of Audiitors
 IA Audit Process
 Challenges
 Role Plays
 Exams
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What is Annex SL?
• Who has worked with different
management systems?
• What are the problems faced?
• Why are organizations considering
(some implemented) an Integrated
management systems?
Brainstorming
Session
What is Annex SL?
Meaning: Purpose:
In simple terms then, Annex SL is a •Standardize terms and
high level structure for all future requirements hence
development of ISO standards to reducing confusion
follow. It applies to every ISO between ISO standards.
standard, meaning that they will •Cut down on repeat
all have the same structure. processes.
The revised ISO 9001 and ISO •Reduce bureaucracy
14001, as well as the new ISO
•Improve efficiency.
45001 is based on Annex SL’s high
level structure.
What is Annex SL?
Common Clauses:
History of ISO 14001
BS7750 1994,
ISO 14001: 1996,
ISO 14001: 2004.
ISO 14001:2015

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Annex SL
 High Level Structure
 Scope
 Normative references
 Terms and definitions
 Context of the organisation
 Leadership
 Planning
 Support
 Operations
 Performance evaluation
 Improvement

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Main changes to systems.
 No requirement for a ‘manual’ or
‘documented procedures’
 No requirement for a ‘Management
Representative’
One ghost which has been laid to rest is
the belief that everyone needs work
instructions no matter how experienced
or senior they are in the organisation.

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ISO 14001 -2015 Key changes
 Context of the organisation
 Interested parties- more specific
 Scope – more specific
 Leadership – some specifics

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4.0 Context of the
organisation
 Scope – fully define?
 Interested parties – who? What?
 Threats and Opportunities What?
 Compliance obligations What?

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Threats and Opportunities
 SWOT analysis
 PEST analysis
 Listing and dealing with the outcomes

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 Interested Parties
Customers
The Media
Shareholders/ Public
Owners

Regulators NGO’s - non industrial

NGO’s - industrial
Competitors

Industrial federations Management

Unions P

Banks System
Staff Academia

Insurance companies Science

Pressure groups The WI
Governments
Emergency Responders
 …and how to gather their
requirements.
 Neighbours – Open Day
 Commercial Partners – Supplier day
 Local Officials – ask them
 Regulatory Bodies – the official websites, visit/inspection
 Employees – suggestion schemes
 Shareholders – AGM
 Emergency Responders – Practice drills
 Other Industries – Internet
 Customers – Surveys, social media
 Suppliers of Raw Materials – Contracts
 Designers – Design reviews
 Non Government organizations (Industrial) – Trade fairs
 Non Government organizations (Non-Industrial) – they
usually tell you!
Political Economic Social Technological

home economy lifestyle trends competing

ecological/ technology
situation demographics
environmental development
home economy consumer research funding
issues trends attitudes and associated/
current specific industry opinions dependent
legislation home factors media views technologies
market customer/end- law changes replacement
technology/
future legislation user drivers affecting social
solutions
taxation specific factors
international maturity of
to brand, company,
legislation technology
product/services technology image manufacturing
regulatory bodies seasonality/ consumer buying maturity and
and processes weather issues patterns capacity
government fashion and role information and
models communications
policies
major events and consumer buying
influences mechanisms/
technology
ethical issues
technology
legislation
innovation potential
technology access,19
licencing, patents
5.0 Leadership
 5.1 Leadership and commitment
 5.2 Policy
 5.3 Organisational roles responsibilities
and authorities.
Top management now have to demonstrate greater
involvement in the operation of the management
system.
Policy more specifics and includes internal communication
and available to interested parties

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6 Planning
 Action to address risks
 Compliance Obligations-
and opportunities and was legal and other
needs and expectations requirements –no real
of interested parties change.
 Environmental aspects
 Planning action – take
– life cycle perspective, action to address
interested parties? significant aspects,
compliance obligations
and risks and
opportunities

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6 Planning (Continued)
 Environmental Objectives and planning
to achieve them – no real change apart
from need to state method of
evaluation

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7 Support
 Documented
 Resources- no change information – no
 Competence - no real need for manual and
change procedures –BUT…
 Awareness –no real
change
 Communication –what,
when, how, who?
Reliable and accurate

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8 Operation
 No real change on  Emergency
the need for and preparedness and
extent of operational response – no great
control with respect change but now a
to design, purchase requirement to
and operation ‘periodically review’

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9 Performance Evaluation
 Monitoring  Evaluation of
measurement and compliance – no real
evaluation of change
environmental  Internal audit –no
performance – real change.
what, how, when +  Management review
analysis and – as before + review
communication. of context etc.,

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10 Improvement
 Non-conformance and corrective action
–no real change
 Continual improvement – no real
change- continually improve the
suitability, adequacy and effectiveness
of the EMS to enhance environmental
performance.

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THE END
 Any further questions?

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