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As the new ISO standards emerged since 2015, Context of the organisation is a new requirement that the business needs to consider in establishing the direction of the management system. The standard leads to 2 aspects that need to be considered and these aspects are mapped throughout the other clauses

• – Understanding the organisation and its context

• – Understanding the needs and expectations of interested parties

Understanding the organisation and its context

This requires the company to determine external and internal issues that are relevant to its purpose and its strategic direction and that affect its ability to achieve the intended results of the management system.

To determine external context, you should consider issues arising from its social, technological, environmental, ethical, political, legal, and economic environment. Examples of external context may include

• – Change in legislation
• – Economic shifts in the market
• – Competition
• – Corporate image
• – Technology

Internal context is the environment in which the company aims to achieve its objectives and may include

• – Governance
• – Organisational structures, roles and responsibilities
• – Contractual relationships with customers and external parties.
• – Objectives, policies and strategies
• – Resource capabilities and knowledge

The context can include positive and negative factors or conditions to consider and may be detailed through varied methods such as SWOT (strengths, weaknesses, opportunities and threats) and PEST (political, economic, social and technological) analysis tools. This process needs to be completed with management and may form part of a business / strategic plan.

Understanding the needs and expectations of interested parties

Next the company needs to identify relevant interested parties, internal and external stakeholders who impact or could potentially impact the company. Ask the question, “if it goes wrong, who will be asking questions?” Once interested parties are identified, the company needs to determine each stakeholders needs and expectations – what do they want? Examples could include

• – Customers looking for quality, value or on time
• – Shareholders looking for financial performance
• – Government agencies require legislative compliance
• – Employees looking for stability and value

Once the above are determined . the information identified helps with

• – Determining the scope of the management system
• – Determining the management system and its processes
• – Links to Risk and Opportunity

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– Life cycle perspective

– Aspects and impacts

– Significant environmental aspects

Life cycle perspective

“Life cycle” is the consideration of a product or service from concept to disposal – cradle to grave – and includes acquisition of raw materials, design, production, transportation/delivery, use, end-of-life treatment and final disposal.

The business needs to consider the life cycle in the context of what can be controlled or influenced such assessment energy efficiency when purchasing equipment, raw materials sources in products (such as recycled paper), sharing of information (electronic over paper), choice of products (such as biodegradable oils) and recycling capabilities after use (such as printer cartridges).

https://www.epa.vic.gov.au/-/media/epa/files/publications/1110.pdf

Aspects and Impacts

A business’ activities, products and services that interact with the environment are referred to as “aspects”, which may have a negative or positive impact on the environment. 

An environmental impact is defined as any change to the environment, whether adverse or beneficial, resulting from the business’ activities, products, or services.Use of chemicals – contamination or waterways

– Consumption of water – wastage

– Consumption and emissions from fuels – energy efficiency and air contamination

– Disturbance of vegetation – affects on fauna

– Production of dusts – air quality

– Production of waste – landfill

– Use of paper and other consumables – waste and consumption

– Noise – affects to the public

Significant Environmental Impacts

The standard discusses that the Environmental Management System must manage all aspects which are found to be significant.  There is no single accepted method for evaluating significance.  What is significant for one business will not necessarily be significant to another. 

When determining which aspects are significant, the business needs to adopt an approach that works for its specific circumstances considering its size, the site, and the natural of the works conducted.  The approach taken should consider the significance of each aspect under the following circumstances:

– Normal operating conditions

– Abnormal operating conditions (e.g. start-up, shutdown, maintenance)

– Incidents

– Past activities

– Planned activities

A register of significant environmental aspects is usually produced to meet the requirement to maintain documented information of environmental aspects and associated impacts and of significant environmental aspects.  The register must be kept up to date, and will need to be reviewed periodically (e.g. at management review) or when new aspects are identified; when processes are changed or in the event of an environmental incident, accident or emergency.

Assistance to Business

CCIQ ecoBiz is a free program, funded by the Queensland Government, that helps businesses save money across their energy, water and waste bills.

https://ecobiz.cciq.com.au/

For any questions about ISO 14001 get in touch with the Astute Business Certification team here.

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