Management system guidance

7.0 Support

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7.4.3 External Communication

Externally, your organization needs to communicate as required by its compliance obligations. Additionally, organizations may choose to communicate on other issues, as appropriate. The process has to ensure that all received communications are responded to appropriately.

In most instances, external interested parties (such as consumers, stockholders, neighboring communities, etc.) are the main driving forces for organizations to implement an management system.

The appropriate external communications may establish environmental and safety credibility and satisfy stakeholder requests by presenting objective information on the organization’s significant aspects, its management system, or its performance. The various processes or means of external communication may include:

  1. Annual reports or newsletters of performance sent to external stakeholders;
  2. Open house meetings for interested parties and focus groups;
  3. Availability of regulatory submissions, or results of audits;
  4. Policies published in the media and industry association publications and press releases.

The various means of such communication are endless. Such communication may benefit your organization in several ways, including improved employee morale and increased market exposure, either of which can lead to increased profits.

You must first determine whether or not your organization will initiate and establish communication regarding the organization’s significant aspects. You may decide not to communicate such information. The organization’s decision must be recorded to meet the requirement in this section. Your organization should:

  1. Consider processes for external communications of its significant environmental or health and safety issues;
  2. Record its decision on whether it will or will not proceed with external communications.

In most instances, external interested parties (such as consumers, stockholders, neighboring communities, etc.) are the main driving forces for organizations to implement a management system.

The appropriate external communications may establish environmental and safety credibility and satisfy stakeholder requests by presenting objective information on the organization’s significant aspects, its management system, or its performance. The various processes or means of external communication may include:

  1. Annual reports or periodic newsletters of environmental performance sent to external stakeholders;
  2. Open house meetings for interested parties;
  3. Availability of regulatory submission of environmental data, or results of audits;
  4. Policy published in the media and industry association publications and press releases;
  5. Focus groups.

The various means of such communication are endless. Such communication may benefit your organization in several ways, including improved employee morale and increased market exposure, either of which can lead to increased profits. The company will communicate with our interested parties through the supply of health, safety and environmental information upon request, e.g.:

  1. Requests from insurers for health, safety and environmental management systems;
  2. Requests from Enforcing Authorities for information on health, safety and environmental performance.

Determine whether your organization has developed and implemented a process (e.g. communication strategy) to determine which management system matters it wishes to communicate - taking into account: risks and opportunities; quality issues (reliability and consistency) of the communicated information.

Confirm that the organization has identified the necessary internal and external communications that are required for the operation of the management system.

More information on PDCA

Planning

ISO 9001:2015 ISO 14001:2015 ISO 45001:2018
4.1 Organizational Context 4.1 Organizational Context 4.1 Organizational Context
4.2 Relevant Interested Parties 4.2 Relevant Interested Parties 4.2 Relevant Interested Parties
4.3 Management System Scope 4.3 Management System Scope 4.3 Management System Scope
4.4 QMS Processes 4.4 EMS Processes 4.4 OH&S Management System
 
ISO 9001:2015 ISO 14001:2015 ISO 45001:2018
5.1 Leadership & Commitment 5.1 Leadership & Commitment 5.1 Leadership & Commitment
5.2 Quality Policy 5.2 Environmental Policy 5.2 OH&S Policy
5.3 Roles, Responsibilities/Authorities 5.3 Roles, Responsibilities/Authorities 5.3 Roles, Responsibilities/Authorities
    5.4 Consultation & Participation
 
ISO 9001:2015 ISO 14001:2015 ISO 45001:2018
6.1.1 Address Risks & Opportunities 6.1.1 Address Risks & Opportunities 6.1.1 Address Risks & Opportunities
6.2.1 Quality Objectives 6.1.2 Environmental Aspects 6.1.2 Hazard Identifcation
6.2.2 Planning to Achieve Objectives 6.1.3 Compliance Obligations 6.1.3 Legal & Other Requirements
6.3 Planning for Change 6.1.4 Planning Action 6.1.4 Planning Action
  6.2.1 Environmental Objectives 6.2.1 OH&S Objectives
  6.2.2 Planning to Achieve Objectives 6.2.2 Planning to Achieve Objectives
 

Doing

ISO 9001:2015 ISO 14001:2015 ISO 45001:2018
7.1.1 Resources - General
7.1 Resources 7.1 Resources
7.1.2 People 7.2 Competence 7.2 Competence
7.1.3 Infrastructure
7.3 Awareness 7.3 Awareness
7.1.4 Operational Environment 7.4.1 Communcation - General 7.4.1 Communcation - General
7.1.5 Monitoring & Measuring 7.4.2 Internal Communcation 7.4.2 Internal Communcation
7.1.6 Organizational Knowledge 7.4.3 External Communcation 7.4.3 External Communcation
7.2 Competence 7.5 Documented Information 7.5 Documented Information
7.3 Awareness    
7.4 Communcation    
7.5 Documented Information    

 

ISO 9001:2015 ISO 14001:2015 ISO 45001:2018
8.1 Operational Planning & Control
8.1 Operational Planning & Control 8.1.1 General
8.2.1 Customer Communication 8.2 Emergency Preparedness 8.1.2 Eliminating Hazards
8.2.2 Determining Requirements
  8.1.3 Management of Change
8.2.3 Reviewing Requirements   8.1.4 Outsourcing
8.2.4 Changes in Requirements
  8.2 Emergency Preparedness
8.3.1 Design Development - General    
8.3.2 Design Development - Planning
   
8.3.3 Design Development - Inputs    
8.3.4 Design Development - Controls    
8.3.5 Design Development - Outputs    
8.3.6 Design Development - Changes    
8.4.1 External Processes - General    
8.4.2 Purchasing Controls    
8.4.3 Purchasing Information    
8.5.1 Production & Service Provision    
8.5.2 Identification & Traceability    
8.5.3 3rd Party Property    
8.5.4 Preservation    
8.5.5 Post-delivery Activities    
8.5.6 Control of Changes    
8.6 Release of Products & Services    
8.7 Nonconforming Outputs    
 

Checking

ISO 9001:2015 ISO 14001:2015 ISO 45001:2018
9.1.1 Performance Evaluation 9.1.1 Performance Evaluation 9.1.1 Performance Evaluation
9.1.2 Customer Satisfaction 9.1.2 Evaluation of Compliance 9.1.2 Evaluation of Compliance
9.1.3 Analysis & Evaluation 9.2 Internal Audit 9.2 Internal Audit
9.2 Internal Audit 9.3 Management Review 9.3 Management Review
9.3 Management Review    
 

Acting

ISO 9001:2015 ISO 14001:2015 ISO 45001:2018
10.1 Improvement - General 10.1 Improvement - General 10.1 Improvement - General
10.2 Nonconformity & Corrective Action 10.2 Nonconformity & Corrective Action 10.2 Incident, Nonconformity & Corrective Action
10.3 Continual Improvement 10.3 Continual Improvement 10.3 Continual Improvement
 

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