Management system guidance
7.0 Support
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7.4 Communication
Organizations need to develop and implement a process (i.e., communication strategy) to determine which matters to communicate whilst taking into account applicable requirements and the quality (reliability and consistency) of the communicated information. If you need a procedure to help manage and control your business's communication process, click here.
Communications may relate to the organization’s ongoing compliance to various obligations, milestone achievements, or sustainable resourcing. You should seek evidence to confirm that your organization has identified the necessary internal and external communications that are relevant to the QMS. The requirements of 7.4 are unchanged in ISO 9001:2026.
You should confirm how your organization has determined:
- What it needs to communicate;
- When it will communicate;
- With whom it will communicate;
- How it will communicate;
- Who will do the communicating.
Annex A of ISO 9001:2026 adds two useful clarifications. First, communication can be planned and its effectiveness evaluated, taking account of the risks and opportunities that affect intended results; for example, did the customer receive and act on the delivery update, or did the team understand the procedure change? Second, communication is not only between people: it can include automated interactions between devices and systems, such as machine alerts to operators, EDI order acknowledgements, or system-generated notifications to customers. Where these automated communications matter to the QMS, include them when you determine what, when, with whom, how and who.
The key to successful implementation is often through the involvement of all people within the organization; let everyone in the company know that you have started to introduce a new management system by holding basic awareness sessions for all employees. Make sure you retain records of attendance as this action will contribute towards satisfying the clause.
Communication is the key; communicate goals, plans, progress and milestones. Listen first then ask for feedback. Lack of communication seems to be one of the main root causes for errors in business. Keep people informed of the progress of the project; e.g. what’s been done, what’s to be done next and how the project is progressing against the plan.
Make this process transparent and visible to all concerned; for example, place progress charts on the walls and notice boards. Employees that are not part of the implementation team may not be hearing as much about what is going on with the project and may think the project has faded away. Communicate its progress via newsletters, bulletin boards or meetings.
Your organization needs to ensure that procedures to control internal and external communications and interfaces are in place. Particular care needs to be taken when dealing with communications from external parties, which might well include enforcement authorities, lawyers/solicitors, insurance companies, etc. Communications with customers and regulators about product or service problems, complaints or recalls can have serious consequences, so the need to manage the communication process is critical.
More information on PDCA
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