5468_14001pitfalls_0206.qxd 5/6/06 9:36 AM Page 4
THE ROUTE TO 14001:2004 THE ROUTE TO 14001:2004
Avoiding the Pitfalls Avoiding the Pitfalls
INTRODUCTION After this evaluation process the Environmental Policy for the
organisation can be drafted, since it will now be based on the
This booklet gives a brief introduction to ISO 14001 and points
particular issues found to be relevant for the organisation.
out some of the common pitfalls in implementation and preparing
*Clause of ISO 14001:96
for third-party audit.
The pitfalls noted are all real; that is why there are no direct
EVALUATE AND RANK POLICY
FOR SIGNIFICANCE 4.2*
references to the sites or companies concerned. 4.3.1*
The international standard ISO 14001 specifies a model for
an environmental management system (EMS) which may be
applied to any type or size of organisation. It is based on an Now comes the ‘DO’ part of the implementation cycle. All of
implementation model of PLAN ~ DO ~ CHECK ~ REVIEW these significant issues must now be managed. For this there
and follows a simple and logical sequence. is a choice: either they can be earmarked as improvement
projects and subject to Objectives, Targets and Management
The ‘PLAN’ part of the process starts by understanding the
Programmes, or they can be controlled by Operational Control
effects or impacts which the organisation’s activities have upon
procedures. (On some occasions both these mechanisms can
the environment and by identifying the legal and other similar
be applied.)
constraints on the organisation. This must include the
organisation’s usual operating conditions and also reasonably In addition, those issues identified as potential emergencies will
foreseeable emergencies need to be managed by processes of emergency prevention and
possibly by emergency plans and procedures.
IDENTIFY RELEVANT LEGAL
IDENTIFY EFFECTS ON THE
AND OTHER
ENVIRONMENT
REQUIREMENTS
4.3.1*
4.3.2*
Once the environmental impacts and applicable legal
IMPROVE EMERGENCY CONTROL
MANAGEMENT
requirements have been identified, the impacts must be
evaluated to decide which of them rate as ‘significant’ for
the organisation and therefore require to be managed. This can OBJECTIVES
OPERATIONAL
EMERGENCY
be likened to a process of sieving to separate the ‘significant’
TARGETS &
CONTROL
PLANS
PROGRAMMES
PROCEDURES
4.4.7*
from the ‘not currently significant’. This process of evaluation is
4.4.6*
crucial to the further development of the EMS since it is upon
the results of this that the management system will be founded.
EVALUATE AND RANK FOR
SIGNIFICANCE
4.3.1*
Now comes the ‘CHECK’ part of the process. This includes
measuring, monitoring and calibration procedures to ensure that
the controls and programmes are functioning as intended. It also
includes a check on compliance with legislation.
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