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- Keshav Ram Singhal
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keshavsinghalajmer@gmail.com
Blog on 'Quality Concepts and ISO 9001: 2008 Awareness' at http://iso9001-2008awareness.blogspot.in

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Tuesday, March 19, 2024

Transforming Traditional Quality Management System (Traditional QMS) To Digital Quality Management System (Digital QMS)

Transforming Traditional Quality Management System (Traditional QMS) To Digital Quality Management System (Digital QMS)

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Please read the earlier blog article on "Quality Management System (QMS) and Digital Quality Management System (Digital QMS) by clicking THIS LINK










Certainly, transforming a traditional quality management system (traditional QMS) to a digital quality management system (digital QMS) can streamline processes, enhance efficiency, and improve overall quality management system of an organization. Here are a few steps an organization can take to transition to a digital quality management system (digital QMS):

 

(1)  Forming a Task Force: Begin by forming a task force that will supervise and guide the transition from traditional quality management system (traditional QMS) to digital quality management system (digital QMS). Forming a task force to supervise and guide the transition to a digital quality management system (digital QMS) is indeed a wise approach. The task force can play a crucial role in ensuring the success of the transformation initiative. Individuals with strong understanding of digital technology and the organization’s processes should be included in the task force for effective planning, implementation, and monitoring. A few personnel that could be included in the task force may be a project manager (responsible for overall coordination, planning and execution of the transition project), a quality management expert, an IT specialist, process owners (representatives from various departments or functional areas), training and change management specialist (responsible to develop training programmes, communication plans, and strategies to address resistance and promote adoption of the digital quality management system), compliance officer (having knowledge on regulatory requirements, industry norms and standards to ensure that the digital quality management system of the organization remains compliant with relevant regulatory and standard’s requirements), employees’ representatives (who can provide end-users inputs and feedback), and a senior executive (who can provide strategic guidance and support to the transition initiative). By forming a task force comprising individuals with diverse expertise and perspectives, the organization can leverage their collective knowledge and skills to navigate the complexities of transitioning to a digital quality management system (digital QMS) successfully. Regular meeting of the task force members, clear communication channels, and defined roles and responsibilities will be better for the task force to function effectively.

 

(2)  Assessment and Planning: The task force should evaluate the current traditional quality management system (traditional QMS) to identify its strengths, weaknesses, and areas for improvement. The task force should develop a clear understanding of the organization's goals and objectives for implementing a digital quality management system (digital QMS). The task force should create a detailed plan outlining the transition process, including timelines, resources, and key stakeholders involved.

 

(3)  Selecting the Right Digital QMS Platform: The task force should research and evaluate different digital quality management system (digital QMS) platforms available in the market. The task force should look for features that align with the organization's specific needs, such as documented information management, compliance tracking, audit management, and reporting capabilities. The task force should consider factors like scalability, ease of use, integration with existing systems, and cost-effectiveness.

 

(4)  Training and Change Management: The task force should provide comprehensive training to employees on how to use the new digital quality management system (digital QMS) effectively. The task force can organize workshops, seminars, and online tutorials to ensure that everyone in the organization understands the features and benefits of the new system. The task force should implement change management strategies to address any resistance or challenges during the transition period. The task force should take steps to provide appropriate training to internal auditors of the organization to audit the digital quality management system (digital QMS).

 

(5)  Data Migration and Integration: The task force should take steps to transfer existing data and documentation from the traditional quality management system (traditional QMS) to the digital platform. The task force should ensure seamless integration with other relevant systems, such as Enterprise Resource Planning (ERP) software, Customer Relationship Management (CRM) systems, and supply chain management tools. The task force should validate data accuracy and consistency throughout the transition process.

 

(6)  Customization and Configuration: The task force should take steps to customize the digital quality management system (digital QMS) platform to align with the organization's unique requirements and workflows. The task force should take steps to configure settings, permissions, and access controls based on roles and responsibilities within the organization. The task force should take steps to tailor forms, templates, and workflows to reflect the organization's quality processes and standards.

 

(7)  Continual Improvement and Optimization: The task force should take steps to establish mechanisms for ongoing monitoring, evaluation, and optimization of the digital quality management system (digital QMS). The task force should take steps to collect feedback from users and stakeholders to identify areas for improvement and enhancement. The task force should take steps to implement regular updates, patches, and upgrades to keep the system current and secure. The task force should also take steps to leverage analytics and reporting tools to track key performance indicators (KPIs) and drive continual improvement initiatives.

 

(8)  Compliance and Certification: The task force should take steps to ensure that the digital quality management system (digital QMS) complies with relevant industry standards, applicable regulations, and certifications, such as ISO 9001:2015 QMS standards, etc. The task force should take steps to conduct regular internal and external audits and assessments to verify compliance and maintain certification status. The task force should take steps to keep abreast of changes in regulatory requirements and update the quality management system (QMS) accordingly.

 

By following above steps, the organization can successfully transition from a traditional quality management system (traditional QMS) to a digital quality management system (digital QMS), thereby enhancing quality management practices and driving operational excellence.

 

Regards,

Keshav Ram Singhal 

Monday, March 18, 2024

Quality Management System (QMS) and Digital Quality Management System (Digital QMS)

Quality Management System (QMS) and Digital Quality Management System (Digital QMS) 

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Quality Management System (QMS)

 

In ISO 9000:2015 standard, the definition of a "quality management system (QMS)" is described as a set of interrelated or interacting elements of an organization to establish policies and objectives, and processes to achieve those objectives.

 










This definition emphasizes the structured approach organizations should take to ensure quality in their processes, products, and services. It involves establishing clear policies and objectives related to quality management and implementing processes to achieve those objectives effectively.

 

In simple words, we can say that a quality management system (QMS) is a clearly defined set of processes and responsibilities that makes business of an organization run how it’s supposed to. Each organization tailors its own quality management system, comprising a formal set of policies, processes and procedures established to elevate consumer satisfaction. A quality management system (QMS) guides organizations as they standardize and enhance quality controls across manufacturing, service delivery and other key business processes.

 

A quality management system, often called a QMS, is a set of internal rules that are defined by a collection of policies, processes, documented procedures, and records. This system defines how an organization will achieve the creation and delivery of the products and services they provide to their customers.

 

What is a digital quality management system (Digital QMS)?

 

A quality management system (QMS) can be delivered digitally rather than using paper checklists and forms. This saves organizations time, mitigates risk and minimizes the chance of human error. Implementing a digital quality management system (Digital QMS) requires meticulous planning and execution, and needs to be designed to comply with relevant regulations and industry standards, incorporating robust digital security measures to protect data.

 

A digital quality management system (Digital QMS) is a software-based solution designed to help organizations manage and improve their quality processes, procedures, and documentation in a digital environment. It leverages technology to streamline quality-related tasks, data management, and compliance efforts. A digital quality management system (Digital QMS) is a modernized version of the traditional or normal quality management system (QMS) that leverages digital technologies for enhanced efficiency and effectiveness. 

 

How a digital quality management system (Digital QMS) differs from a traditional or normal quality management system (QMS)?

 

Accessibility and Centralization: Digital quality management system (Digital QMS) platforms provide centralized access to quality-related documented information and processes. Unlike traditional paper-based or manual systems, digital quality management system (Digital QMS) solutions allow stakeholders (including QMS auditors) to access relevant data and documentation from anywhere with an internet connection.

 

Automation: Digital quality management system (Digital QMS) platforms often incorporate automation features to streamline repetitive tasks such as documentation control, risk-based approach, corrective and preventive actions (CAPA), audit management, and training management. Automation helps reduce manual effort, minimize errors, and enhance efficiency.

 

Data Analytics and Reporting: Digital quality management system (Digital QMS) systems typically offer robust analytics and reporting capabilities. These analytics and reporting capabilities enable organizations to gather, analyze, and visualize quality-related data to identify trends, areas for improvement, and compliance gaps more effectively. These insights can inform strategic decision-making and continual improvement efforts.

 

Integration with Other Systems: Digital quality management system (Digital QMS) solutions can integrate with other business systems such as Enterprise Resource Planning (ERP) software, Customer Relationship Management (CRM) systems, and supply chain management platforms. This integration enhances data exchange and interoperability, facilitating smoother business operations and quality management processes.

 

Collaboration and Communication: Digital quality management system (Digital QMS) platforms often include collaboration tools and features to facilitate communication and collaboration among team members, departments, and stakeholders. This fosters transparency, accountability, and teamwork in quality management initiatives.

 

Scalability and Flexibility: Digital quality management system (Digital QMS) solutions are typically scalable and adaptable to accommodate the evolving needs and growth of an organization. They can support small businesses as well as large enterprises operating in various industries.

 

Overall, while traditional quality management system (QMS) approaches rely on manual processes and paper-based documentation, digital quality management system (Digital QMS) solutions leverage technology to enhance efficiency, effectiveness, and compliance in quality management practices. The coming time will be of digital quality management system (Digital QMS) and organizations will adopt digital quality management system (Digital QMS).

 

Kind regards,

Keshav Ram Singhal


Sunday, March 3, 2024

Newly ISO President’s Vision

Newly ISO President’s Vision: Enhancing Global Impact Through Innovation and Collaboration

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Dr. Sung Hwan Cho, who hails from Korea, assumed the role of ISO President in January 2024 for a two-year tenure. In his inaugural address, he outlines his vision for ISO’s pivotal role in addressing global challenges and fostering collaboration.

 










Five Key Pillars

 

Dr. Cho wishes to focus on many issues including five key pillars, namely (1) ISO Governance, (2) Commitment to climate-aligned international standards, (3) Addressing the dangers of misuse of artificial intelligence (AI) to bring positive societal change, (4) More participation and empowering of developing countries through ISO’s action plan, and (5) Building stronger bridges among ISO, business and consumers.

 

Building Trust and Collaboration Through Standards

 

Dr. Cho emphasizes, “Standards have a pivotal role to play in steering the world towards a better future. The power of standards is clear and far-reaching. And yet, for many businesses and organizations, standards are invisible; they exist much like the air around us – unseen but essential.”

 

Empowering Response to Global Challenges

 

Dr. Cho identifies key global challenges, including climate change and emerging technologies like Artificial intelligence (AI), and highlights ISO's commitment to addressing these challenges through robust governance and climate-aligned standards development.

 

ISO is committed to addressing climate change and emerging technologies like artificial intelligence (AI) through robust governance and standards development.

 

Ensuring Equitable Participation

 

Recognizing the importance of inclusivity, Dr Cho champions ISO's Action Plan for developing countries, aiming to empower their effective participation in standardization processes through capacity building and collaboration.

 

Strengthening Connections with Stakeholders

 

Dr. Cho underscores the importance of building stronger bridges between ISO, businesses, consumers, and other stakeholders worldwide. He outlines plans to enhance communication efforts and expand ISO's global presence.

 

Fostering Strategic Partnerships

 

Dr. Cho emphasizes the significance of strategic partnerships with international organizations, policymakers, and standards bodies to foster harmonization and alignment across the standards ecosystem.

 

Promoting Standards Education

 

Dr. Cho advocates for the establishment of a comprehensive standards education system to raise awareness and understanding of ISO standards among people of all ages and backgrounds.

 

Digital Transformation for Greater Agility

 

Highlighting the importance of digital transformation for greater agility, Dr. Cho discusses initiatives like SMART (Specific, Measurable, Achievable, Relevant and Time-bound) projects. These projects, such as the collaboration with the International Electrotechnical Commission (IEC), are aimed at revolutionizing standards interaction for greater adaptability and inclusivity. The SMART approach ensures that initiatives are well-defined, achievable, and aligned with organizational goals, fostering innovation and efficiency within ISO’s operations.

 

Conclusion

 

Dr. Sung Hwan Cho concludes his message with a commitment to partnering, protecting, and innovating to further the progress of ISO. He reaffirms ISO's dedication to positive change, contributing to a better, more equitable, and sustainable world. I wish him a successful tenure as ISO President.

ISO President's message can be read at ISO website. 

Best wishes,

Keshav Ram Singhal

Saturday, March 2, 2024

Understanding the Urgency of Climate Change

Understanding the Urgency of Climate Change

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Climate change is no longer a distant threat relegated to the future; it's a reality that affects both the affluent and the impoverished, transcending national boundaries and socioeconomic divides. As industrial systems continue to churn out waste, depleting natural resources, the toll on our planet becomes increasingly evident. The wake-up call has been sounded by a confluence of crises – from the global pandemic to erratic weather patterns, devastating forest fires, failed crops, and extreme weather events.










What's alarming is that these occurrences, once projected for the distant future, are now our present-day reality. Climate change operates on many fronts. The staggering impact climate change has on ecosystems and economies alike, along with the stark scientific data, underscores the urgency of our predicament. It's as if the clock of climate change is ticking faster than anticipated, signaling the imminent end of the Industrial Age.

 

Now, more than ever, we must heed this call to action. Leaders across all sectors – from industry to government, academia to activism – bear a collective responsibility to awaken society, industry and government to the gravity of the climate crisis. It's imperative that we not only listen to what the science tells us but also act decisively to mitigate its effects and transition to a sustainable future.

 

In this pivotal moment, let us harness our collective efforts resolve and innovation to confront the challenges posed by climate change. The time for complacency is over; the time for concerted action is now. Together, let us forge a path toward a greener, more resilient world for generations to come.


Regards,

Keshav Ram Singhal 


Management System Standards and Climate Change

Management System Standards and Climate Change

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Gist of the article written by Nigel H Croft, JTCG Chair, and published at the ISO website on 16 February 2023

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The ISO Joint Technical Coordination Group for Management System Standards (JTCG) has been actively discussing the implications of ISO’s “London Declaration on Climate Action” since early 2022. Instead of forming a Task Force, JTCG held a series of meetings to decide how ISO’s suite of Management System Standards (MSS) can contribute to climate action.

 










Nigel H Croft, JTCG Chair, outlines three categories of changes being introduced to emphasize climate change in MSS:

 

(1) Changes to Guidance for MSS Writers:

 

-     Recommendations to consult guidelines on sustainability and climate change.

-     Addition of "future generations" and climate-related considerations to interested parties' list.

 

(2) Changes to Harmonized Structure:

 

-     Introduction of text in Clause 4.1 emphasizing the organization's need to determine climate change relevance.

-     Emphasis on climate change-related requirements for interested parties in Clause 4.2.

 

(3) Inclusion of Climate Change in Justification Study:

 

-     Discussion on incorporating climate change-related questions in the justification study for new MSS proposals.

 

The focus of these changes is not to impose new climate change requirements on organizations but to highlight its potential impact on organizational context and management system effectiveness. The changes aim to address the growing importance of climate change in organizational operations and stakeholder expectations.

 

The deployment schedule for these changes into all ISO Management System Standards is yet to be defined, but there's an agreement that waiting for the next revision cycle might be impractical. ISO is also considering specific standards like ISO 14001, ISO 50001, and ISO 55001 for revision to reinforce climate change aspects.

 

Committees like TC176/SC2 are providing inputs on proposed changes relevant to ISO 9001, with decisions on ISO 9001 changes to be made by TC176/SC2 separately. It should be noted that ISO TC176 is the technical committee formed by ISO on Quality Systems. ISO TC176/SC2 is the ISO Subcommittee for TC176 Quality Systems, responsible for the development of "ISO 9001 Quality management systems – Requirements" standard, the most widely used International Standard in the world.

 

Regards,

Keshav Ram Singhal

Courtesy source of information – ISO Website

Friday, March 1, 2024

ISO's Pioneering Climate Change Agenda: A Commitment to a Sustainable Future

ISO's Pioneering Climate Change Agenda: A Commitment to a Sustainable Future

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ISO General Assembly approved and signed the London Declaration in September 2021, marking a monumental step towards combatting climate change and solidifying ISO's unwavering commitment to addressing climate change through the requirements of international standards, setting a clear pathway towards a sustainable future by 2050. ISO's pioneering climate change agenda is a commitment to a sustainable future.

 









The significance of International Standards cannot be understated, particularly in the context of climate action. ISO's Standards play a pivotal role in underpinning the global economy, creating trust on all aspects of international trade. ISO has a number of standards that are essential in supporting the climate agenda. These standards help adapt to climate change, quantify greenhouse gas emissions and promote the dissemination of good practices in environmental management. 

 

The urgency of the climate crisis is unequivocal, demanding immediate and concerted efforts to mitigate emissions and bolster resilience against its impacts. ISO has recognized this imperative and pledges to collaborate closely with its members, stakeholders, and partners to accelerate progress towards key global frameworks, including the Paris Agreement, the United Nations Sustainable Development Goals (SDGs), and the United Nations Call for Action on Adaptation and Resilience.

 

At the heart of ISO's climate change agenda lies a commitment to integrating climate science and associated transitions into the development of all new and revised ISO Standards and publications.  Central to ISO's climate change agenda is the integration of climate science into the development of new and revised standards.

 

Moreover, ISO is dedicated to fostering inclusivity by actively engaging civil society and marginalized communities, who are disproportionately affected by climate change, in the standard-setting process. This inclusive approach ensures that the voices of those most vulnerable to climate impacts are heard, and their unique perspectives are reflected in the standards that shape our collective response to the crisis.

 

Central to the implementation of ISO's climate change agenda is the development and publication of an Action Plan and Measurement Framework. This comprehensive roadmap will outline concrete actions and initiatives to be undertaken by ISO and its partners (national standardization bodies), along with a robust reporting mechanism to track progress towards ISO's shared climate goals.

 

The signing of the London Declaration at the ISO General Assembly 2021 marks a pivotal moment in the global fight against climate change. It signals ISO's unwavering commitment to harnessing the power of international standards to drive meaningful and lasting change. As ISO forge ahead on this transformative journey, ISO will remain steadfast in its dedication to building a more sustainable and resilient world for generations to come.

 








In conclusion, the London Declaration 2021 mentions ISO's pivotal role in advancing the global climate agenda and reaffirms its commitment to leveraging international standards as a catalyst for positive change. Through collaboration, inclusivity, and decisive action, ISO is leading the charge towards a more sustainable future, where humanity and the planet thrive in harmony.

 

Best wishes,

Keshav Ram Singhal 

Thursday, February 29, 2024

ISO 9001:2015 QMS Standard And Climate Change - 02

ISO 9001:2015 QMS Standard And Climate Change - 02

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Determining Issues and Determining If Climate Change Is A Relevant Issue For The Organization

 

Clause 4.1 of ISO 9001:2015 QMS standard deals with the requirements of understanding the organization and its context that requires organization to determine internal and external issues, positive and negative factors or conditions, relevant to the organization’s purpose, strategic direction and that can affect organizational ability to achieve intended results. With the amendment (dated 24 February 2024) in the standard, now the organization needs also to specifically require to determine if climate change is a relevant issue for the organization. The organization needs to monitor and review such information (data) on the determined external and internal issues, and climate change impact. The amendment to the Standard also adds a note to clause 4.2 of the Standard, indicating that relevant interested parties may have requirements related to climate change. 

 










There are many issues that can help or make easier the understanding the external context of the organization. Such issues may arise from legal, technological, competitive, cultural, social, economic and climatic environments and that can be global, national, regional or local.

 

There are many issues that can help or make easier the understanding the internal context of the organization. Such issues may relate to the organization’s values, culture, knowledge and performance.

 

ISO 9001:2015 QMS standard does not provide direction on the method to determine such issues and if climate change is a relevant issue for the organization. It is for the organization to apply its own suitable method. One such method to determine, monitor and review the internal and external issues, and determining if climate change is a relevant issue for the organization, may consist of following steps:

 

(i)                  The top management of the organization should constitute a team of identified person, who are well versed with the organization and its processes, and also with the climate change impacts.

 

(ii)                The team members should think individually as well as collectively and identify if climate change is a relevant issue for the organization. The team should also identify positive and negative factors and conditions that are relevant and that can affect achievement of organization’s goals and objectives.

 

(iii)               All such issues should be summed up. As such, the team should make a list of all such issues with necessary details.

 

(iv)               The top management should also assign responsibility to monitor and review such issues to the team, so that the team monitor and review identified issues from time to time and take effective decision for improvement of the organization’s quality management system. It is better to define the scope of monitoring and reviewing process, including the issues that will be tracked, the frequency of reviews, and the objectives of the process, the method of data collection, analysis and interpretation of data and reporting of findings.

 

(v)                 The team should identify the sources of information that will be used to monitor and review the external and internal issues, and to determine if climate change is a relevant requirement for the organization. These sources can include customer feedback, employee surveys, industry reports, market analysis, and other relevant sources of information.

 

(vi)               All outcomes should be summed up and necessary decision be taken for improvement.

 

(vii)             Take action – Based on the findings of monitoring and reviewing of organization’s issues and processes, the organization should take action to address any issues or trends that could impact the organization’s ability to achieve the organization’s objectives. This could include changes to policies, procedures or processes, as well as additional training or resources for employees.

 

(viii)           Continually improve – Finally, the organization should continually improve its monitoring and reviewing processes, incorporating feedback and making adjustments to the plan as needed to ensure it remain effective and relevant over time.

 

There are a few relevant points on which team members should take its attention. Relevant sources of information may include scientific reports, industry trends, customer feedback, stakeholder expectations, and organizational performance. The team members may use appropriate tools and methods, such as SWOT analysis, PESTLE (Political, Economic, Sociological, Technological, Legal, and Environmental) analysis, scenario planning, and risk matrix. A better approach for the team members would be to use a structured and participatory process, such as brainstorming, surveying, interviewing, or focus group discussion, to collect and analyse data and information from various sources. The team should evaluate organization’s greenhouse gas emissions and energy consumption. The team should review relevant regulations and stakeholders’ expectations.

 

By following the above steps, an organization can effectively determine, monitor and review both external and internal issues, and take proactive steps to address any factors that could impact organization’s ability to achieve organization’s objectives.

 

CLICK HERE for the previous article on this subject. 

 

Best wishes,

Keshav Ram Singhal

 

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Wednesday, February 28, 2024

Video - Unpacking the ISO 9001 2015 Amendment

 Video - Unpacking the ISO 9001 2015 Amendment 

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According to information gathered from online sources, the International Organization for Standardization, which we call ISO for short, has published an amendment to clause 4.1 of ISO 9001:2015 QMS standard on February 24, 2024, along with all other management system standards, the organization an additional requirement has also been added for. An organization needs to determine whether climate change is a relevant issue. It is the organization's responsibility to determine when internal and external issues are relevant to the organization's purpose and which affect the ability of its management system to achieve its intended results. The amendment to the Standard also adds a note to clause 4.2 of the Standard, indicating that relevant interested parties may have requirements related to climate change. This amendment has come into effect immediately. ...... 


Please watch the video and comment / react.

Click Here to Open the Video.  

All images in the video are symbolic. 


Best wishes,

Keshav Ram Singhal 


Tuesday, February 27, 2024

ISO 9001:2015 QMS Standard And Climate Change - 01

ISO 9001:2015 QMS Standard And Climate Change  - 01

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Amendment To ISO 9001:2015 QMS Standard

 

As per information gathered from online sources, ISO has published on 24 February 2024 an amendment to clause 4.1 of ISO 9001 (ISO 9001:2015/ Amd1:2024), along with all other management system standards, adding an additional requirement for the organisation to determine if climate change is a relevant issue (when determining the issues relevant to its purpose and that affects its ability to achieve the intended results of its management system). The amendment also adds a note to clause 4.2 of the standard, indicating that relevant interested parties may have climate change related requirements. This change takes effect immediately.

 










The amendment to clause 4.1 now additionally requires an organization to determine if climate change is a relevant issue for the organization. This determination should be done at the time of determining external and internal issues (positive and negative factors or conditions) that are relevant to the organization’s purpose and strategic direction and that affect the organization’s ability to achieve the intended result(s). If climate change is a relevant issue, then the organization needs to monitor and review information (data) about the climate change impacts.

 

Clause 4.2 of the standard stipulates requirements related to the understanding needs and expectations of interested parties. Although there is no change in the requirements of this clause, however, a clarifying note has been added indicating that interested parties may have climate change related requirements. The impact of this addition is that the organization needs to monitor and review information (data) of such climate related needs and expectations of interested parties.

 

Climate Change A Relevant Issue For An Organization

 

Climate change can be a relevant issue for an organization, if it affects the organization’s ability to:

 

(1)    deliver products and services that meet customer and applicable legal (= statutory + regulatory) requirements, or

 

(2)    achieve its objectives.










There may be many instances, where climate change can be a relevant issue for sector specific organizations. A few of them are as under:

 

-          For an organization in the agriculture sector, climate change can affect the availability and quality of water, soil, seeds, crops, and livestock, as well as occurrence and severity of pests, diseases, and natural disasters.

 

-          For an organization in the energy sector, climate change can affect the demand and supply of energy, the reliability and efficiency of energy infrastructure, the feasibility and profitability of renewable energy source, and the environmental and social impacts of energy production and consumption.

 

-          For an organization in the tourism sector, climate change can affect the attractiveness and accessibility of destinations, the seasonality and variability of tourism demand, the health and safety of tourists and workers, and the preservation and promotion of natural and cultural heritage.  

 

-          For an organization in the packaging industry, climate change can have significant impacts in various ways. It can affect the quality of raw materials used in the packaging production.

 

In general, climate change can have significant impacts on organizations, a few of them are mentioned below:

 

-          Climate change can impact the availability and cost of resources, such as water, energy, and raw materials, affecting production and financial stability. Government may impose carbon taxes, thus more cost to the organization.

 

-          Compliance to present and forthcoming regulations on emissions, waste management, and resource usage can necessitate changes in organizations operations. An organization may face new regulations and reporting requirements related to greenhouse gas emissions, energy consumption, or climate adaptation plans.

 

-          Climate change can impact the reputation and brand image of an organization. Consumers and stakeholders are increasingly concerned about sustainability, and organizations with weak climate practices may face reputational risks. Consumers increasingly demand sustainable products and services that influence market trends and brand reputation of the organization. 

 

-          Climate change can impact the supply chain disruptions. Extreme weather events and resource scarcity, such as water scarcity, or resource depletion can disrupt supply chains, impacting organization’s production, delivery and cost.

 

-          Climate change can impact the operational risks for an organization. Increased heatwaves, floods, rising sea levels, and other climate related phenomena can damage infrastructure and disrupt operations of an organization, resulting financial loss to the organization.

 

-          Climate change can impact the employee health and safety of an organization. Extreme heat, air pollution, and other climate anxiety can affect employee health and safety resulting productivity of the organization.

 

-          Climate change can impact the product and service adaptation. Changing consumer preferences and regulations may necessitate adapting products and services to be more sustainable.

 

Thus, we find that the climate change can be relevant for an organization in numerous ways, depending on its sector, location and activities.  

 

Rest in the next article …..

 

Best wishes,

Keshav Ram Singhal

 

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