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The ISO Show

De: Blackmores UK
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  • Blackmores is a pioneering consultancy firm with a distinctive approach to working with our clients to achieve and sustain high standards in Quality, Risk and Environmental Management. We'll be posting podcasts discussing ISO standards here very soon!
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Episodios
  • #183 How can ISO Standards help with ESG Compliance?

    #183 How can ISO Standards help with ESG Compliance?
    Jul 17 2024
    ESG compliance has fast become a focus for many organisations looking to address their wider sustainability profile. However, its broad framework has left many scratching their heads on exactly where to start with evaluating and addressing various elements of Environmental, Social, and Governance compliance. For those looking for some direction, you may already have a solid foundation in place if you’re certified to one or many ISO Standards. Today Steph Churchman will explain what ESG is, how it can be scored and what role ISO Standards can play in ESG compliance. You’ll learn · What is ESG? · What scoring systems are available for ESG? · How can ISO Standards support ESG compliance? · What ISO Standards can support each pillar of ESG? Resources · Isologyhub In this episode, we talk about: [00:30] Join the isologyhub – To get access to a suite of ISO related tools, training and templates. Simply head on over to isologyhub.com to either sign-up or book a demo. [02:05] Episode summary: Steph will be breaking down what ESG compliance means, how ISO Standards can support ESG compliance and give some examples of what ISO Standards can support each pillar of ESG. [02:50] What is ESG? – ESG stands for Environmental, Social, and Governance. Analysis and evaluation against these three elements help organisations to consider different areas within their overall sustainability profile. The Environmental section looks at issues surrounding climate change and actions to address an organisation’s environmental responsibility. This includes monitoring and management of your energy consumption, waste management and pollution. It also seeks to tackle how organisations can address, reduce and mitigate their overall environmental impact. The Social aspect is based around the relationships an organisation has with its stakeholders. This is focused on employees and looks at a broad range of topics including employee wellbeing, fair and competitive pay, benefits and human resource related policies. Considerations can also include wider business relationships such as supplier relations, local community and government work. Governance criteria focuses on creating a business environment that is fair, transparent, and accountable. Considerations in this area include board composition, fairness in pay structures and executive compensation, business ethics and risk management. [04:15] An evolution of CSR – CSR (Corporate Social Responsibility) is very similar to ESG, but is less sustainability focused. It also lacked substance in the form of effective and accountable scoring systems that held businesses to account. This is where ESG differs, with many scoring systems, certifications and even mandatory requirements driving businesses to address their compliance. [04:45] ESG scoring – There are many schemes, scoring systems and certifications available for ESG, some of which are specific to industry sectors and company sizes. What one you pick will be up to you (note that some many be mandatory in select countries), however, here are a few examples: The S&P Global ESG Score – This assesses a company's performance and management of ESG risks and opportunities using a combination of company disclosures, media analysis, and industry-specific questionnaires. A score of 0-100 is given based on their findings and are relative within a company’s industry sector. Fitch Ratings ESG Relevance Scores - Fitch Ratings assigns ESG Relevance Scores alongside their traditional credit ratings. These scores assess how ESG factors could impact a company's creditworthiness. Their scores range from 1-5, with 5 indicating the highest ESG relevance to credit risk. MSCI – They offer ESG ratings for a broad range of companies, it’s not really limited by sector or size. They use a letter grade system, going from AAA-CCC, to assess a company's relative ESG risks and opportunities compared to its peers. The scoring for this one assigns companies as either an ESG leader, average or laggard within their industry. [06:10] How can ISO Standards support ESG Compliance – It's important to clarify that there's no single ISO standard that guarantees ESG compliance because ESG is a broad framework. However, ISO standards provide a strong foundation for implementing many aspects of an ESG strategy. [06:35] Supporting ESG – Structure and Framework: ISO standards offer a structured approach to managing environmental, social, and governance practices. This helps companies identify key areas for improvement and develop a systematic plan to address them. [07:10] Supporting ESG – Improved Performance: By following ISO standards, companies can demonstrably improve their environmental performance, social responsibility, and governance structures by putting in frameworks that align with best practice standards [07:30] Supporting ESG – ...
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    19 m
  • #182 ISO 20121:2024 updates – What you need to know ahead of your transition

    #182 ISO 20121:2024 updates – What you need to know ahead of your transition
    Jul 10 2024
    ISO 20121:2012, the Standard for Sustainable events management, was originally created and launched in coordination with the London 2012 olympics. 12 years on, it seems only fitting that its next revision would applied to the 2024 Paris Olympic Games. 10 Years on from it’s original release, the Standard has received a substantial update to not only bring it in-line with other ISO Standards, but to also address additional elements within event management, such as human rights and legacy. Today Steph Churchman will explain the changes to ISO 20121:2024, what certified companies must do to transition and the consequences of not doing so before the deadline. You’ll learn · What is ISO 20121? · What are the changes to ISO 20121:2024? · What steps should certified companies take to complete their transition? · What should you be updating? · What are the consequences for not completing your transition ahead of the deadline? Resources · Isologyhub In this episode, we talk about: [00:30] Join the isologyhub – To get access to a suite of ISO related tools, training and templates. Simply head on over to isologyhub.com to either sign-up or book a demo. [02:05] Episode summary: Steph will be discussing the changes to the Sustainable Event Management Standard, ISO 20121:2024, in addition to outlining what you should be updating ahead of your transition to the latest version of the Standard. [02:30] What is ISO 20121? – . The Standard for Sustainable events management was originally created and launched in coordination with the London 2012 olympics. When it came to planning the 2012 Olympic Games, they took a step back and considered the impact of required development and construction would have on biodiversity, as well as how they could reduce their Greenhouse Gas emissions and general waste in the preparation and running of the event. 12 years on, it seems only fitting that it’s next revision would applied to the 2024 Paris Olympic Games. ISO 20121 specifies the requirements for an Event Sustainability Management System to improve the sustainability of events. The standard applies to all types and sizes of organisations involved in the events industry – from caterers, lighting and sound engineers, security companies, stage builders and venues to independent event organisers and corporate and public sector event teams. [04:45] A high-level overview of the changes to ISO 20121:2024 – One of the biggest and most welcomed changes is the fact that the Standard is now aligned with the familiar High Level Structure that many other ISO’s follow. This means it will be easier to integrate with other Standards like ISO 9001 and ISO 14001. Next, there is a bigger focus on climate change, legacy and human rights. These elements weren’t necessarily missing from the previous version, but they weren’t a key focus either. [05:10] Climate Change in ISO 20121:2024 – , ISO 20121:2024 now explicitly requires considering climate change and its impact on your event and stakeholders. So, this might involve carbon emission reduction strategies and adapting to potential climate-related disruptions. Biodiveristy may also fall under this, especially if your events require construction, or take place in an outside venue such as a park or field. A quick reminder that 31 common ISO Standards also received a Climate Change Amendment, so if you haven’t addressed that yet, check out our podcast episode and workshop recording to learn about what you need to do. What does this focus on climate change mean for certified companies?: · It provides an opportunity for event professionals and event organisers to demonstrate leadership in taking action around climate change · Certified organisations are required to ensure that any carbon offsetting completed via carbon credits are credible · ISO 20121:2024 Standard facilitates the process of taking credible action and aligns ISO 20121 with big changes relating to climate change [06:55] Human Rights in ISO 20121:2024 – The new version also expands beyond environmental concerns to encompass human and child rights, social impact (including mental health and diversity), and digital responsibility. Your management system will need to address these aspects throughout the event lifecycle. What does the increased focus on human rights in ISO 20121 mean for certified organisations?: · Certified organisations will need to demonstrate and adhere to UN Guiding Principles on Business and Human Rights. · The revised standard also now references social impact in its definitions – primarily in the definition for Sustainable Development and Stewardship. · A new Annex has been added – Annex D: Guidance on Human and Child Rights. · Added guidance states that event organisers should consult with Human and Child ...
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    21 m
  • #181 The Integral Role of Leadership within ISO

    #181 The Integral Role of Leadership within ISO
    Jul 3 2024
    ISO Standards provide a framework to help businesses manage various aspects of their activities. Whether that’s quality, risk, environmental or Information Security management, they provide invaluable guidance to establish an effective Management System. One element that is key, no matter the Standard or subject area, is Leadership. Without this driving force, your Management System will not get the momentum it needs to truly benefit your way of working. Today Ian Battersby will explain the integral role of leadership within the Implementation and maintenance of an ISO Management System, and how their active participation benefits the whole business. You’ll learn · What is Leadership? · Where is Leadership referenced in ISO Standards? · How do Leadership get involved with the Implementation and Management of ISO Standards? · How does Leadership participation benefit the business? Resources · Isologyhub In this episode, we talk about: [00:30] Join the isologyhub – To get access to a suite of ISO related tools, training and templates. Simply head on over to isologyhub.com to either sign-up or book a demo. [02:05] Episode summary: Ian will be discussing the role of Leadership within ISO Management Systems and how their active participation can benefit the business as a whole. [02:30] What is Leadership? – Leadership is central to success in achieving any goal in business. It involves motivating a group of people toward a common pursuit, and it certainly isn’t straightforward without leadership believing in what it’s doing. Without showing that belief, why would the workforce sit up and take note: ‘If it’s not important to you, why should it be to me?’ [03:30] Why should Leadership get involved? – The need for leadership has been recognised by Standards bodies, hence why it’s been made central to all Management System Standards. For many years, Management Systems were separate from the day-to-day activities of running a business, often boiled down to just a person in a room with manuals, getting through certifications and earning a nice shiny badge.But this had little to no impact on the bottom line (be honest)! But, a well-run Management System can have huge impacts and benefits on all types of organisation, and updated ISO standards aim to deliver that impact more readily, so leadership gets its own clause (Clause 5 – Leadership) [05:25] Clause 5.1 Top management shall demonstrate leadership & commitment – This boils down to taking accountability for effectiveness of the system, but how do you do this? Firstly, the system can only be effective if it is designed correctly, so leadership must ensure it fits with its context of the organisation, which is required in Clause 4. There are ways of doing this, but we favour a SWOT and PESTLE. This is simply to ensure that those establishing context don’t do it in a vacuum, opening up the floor to get input from everyone effected by the Management System. This is key because Senior Managers need active involvement to understand how the system works, its resource needs and its performance. [07:25] Ensuring quality policy and objectives are established and compatible with context and strategic direction – The quality objectives must contribute to the business, so there's a role for senior managers to ensure that they are aligned and have a measurable contribution to the business. What measures are included in your objectives which can demonstrably show that they affect the business in some way in a good way? That's what senior management have to do to link quality objectives with strategic organisational business objectives. [08:20] Ensuring integration into the organisation’s business processes – The quality objectives must contribute to the business, so there's a role for senior managers to ensure that they are aligned and have a measurable contribution to the business. They must ensure integration into the organisations’ business processes, which in turn must be aligned with the context. They must also be relevant to the way the organisation runs and senior management needs to oversee a system which allows processes to do that. [05:20] Promoting use of the process approach and risk-based thinking – This requires senior management to actually do some promotion – which is stipulated as ‘Shall Promote’. For those that don’t know, whenever the word ‘Shall’ is used in an ISO Standard, that essentially means you MUST do it. In this instance, that means actually contributing the communications and raising of Management System Awareness. Senior Management have to be involved in the process of describing to people what's important, why the standards are important and that risk and process are central to the organisations operations. [09:35] Providing resources for the system – There’s a number of resources that Senior ...
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    25 m
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