In 2026, new editions of the two most widely used management system standards were published: the ISO 9001:2026 quality management standard and the ISO 14001:2026 environmental management standard. The changes affect hundreds of thousands of certified organisations worldwide. Although three years are available for the transition, it is worth starting preparations early.

The purpose of revising the standards is to ensure that management systems are better aligned with the changing business and operating environment. Over the past decade, organisational adaptability, the management of operational risks, sustainability and responsible corporate governance have become significantly more important. The expectations of customers, regulators and other interested parties have also become more complex.

The newly published standards do not fundamentally transform the familiar management systems. Rather, they clarify the requirements and strengthen the connection between corporate strategy, leadership responsibility, risk management and actual organisational performance.

Why did the standards need to be updated?

The previous, 2015 editions of ISO 9001 and ISO 14001 were already based on risk-based thinking, a process approach and continual improvement. Since then, however, a number of business and environmental challenges have come to the fore, justifying a review of the requirements and guidance on their application.

Companies’ operations are increasingly influenced by the vulnerability of supply chains, changing customer needs, climate change, resource availability and stricter sustainability expectations. The updated standards aim to ensure that management systems remain effective tools for corporate risk management, the implementation of strategic objectives and the improvement of long-term business performance.

ISO 9001:2026 (quality management) – greater emphasis on leadership responsibility and quality culture

The new ISO 9001 retains the basic structure of the previous standard and its process-based, risk-based approach. The amendments primarily support clearer interpretation and more consistent application of the requirements.

The most important changes:

• Quality culture and ethical conduct: greater emphasis is placed on the role of top management in shaping commitment to quality, ethical behaviour and organisational culture.
• Management of risks and opportunities: the standard makes a clearer distinction between the assessment of risks and opportunities and the actions associated with them.
• Leadership responsibility and accountability: greater importance is attached to quality management operating as part of management decision-making rather than as a separate corporate function.
• Clearer requirements: the standard’s new explanatory Annex A supports understanding of the purpose and practical application of individual requirements.
• Easier integration: the updated harmonised structure facilitates the alignment of ISO 9001 with other management system standards.

For certified companies, these changes may primarily require a review of existing risk management practices, management processes and organisational responsibilities. The objective is not necessarily to create new documentation, but to assess how effectively the current system supports the achievement of quality objectives.

ISO 14001:2026 (environmental management) – a closer connection between environmental challenges and corporate strategy

The new edition of ISO 14001 also retains the principles of the previous environmental management system, while reflecting more precisely the environmental challenges affecting companies’ operations.

The most important changes:

• Climate change, biodiversity and resources: greater attention is paid to factors relating to climate change, biodiversity and the availability of water and other resources when analysing the context of the organisation.
• Environmental risks and opportunities: the relationship between environmental aspects, compliance obligations, and risks and opportunities becomes clearer.
• Life cycle perspective and value chain: organisations receive more precise guidance on taking account of environmental impacts associated with products, services and external providers.
• Management of changes: greater emphasis is placed on assessing organisational and operational changes from an environmental perspective.
• Leadership responsibility and performance evaluation: the connection between environmental objectives, corporate strategy and measurable environmental performance is strengthened.

ISO 14001:2026 therefore does not introduce an entirely new set of requirements either; instead, it helps organisations apply existing requirements more effectively by clarifying them and improving the related guidance.

For companies, the transition can provide a good opportunity to review their environmental aspects, risk assessments, environmental objectives and performance indicators, as well as their connection with sustainability strategy and ESG reporting.

How much time is available for the transition?

The international transition rules provide a three-year transition period for both standards. During this period, organisations that are already certified must demonstrate that their management system meets the requirements of the new edition.

Certificates issued to the previous, 2015 editions of the standards will become invalid at the end of the transition period if the organisation has not met the new requirements by that time.

In agreement with the certification body, the transition may take place as part of the next surveillance or recertification audit, or through a separate transition audit.

Although the final deadlines may seem distant, the time required for preparation can be significantly influenced by the size of the organisation, the complexity of its operational processes, the maturity of its existing system and the scope of the necessary improvements.

How should preparation begin?

The most important step in preparing for the change in standards is not the immediate rewriting of documentation, but a targeted review of the existing management system.

Understanding the new requirements

As a first step, it is worth reviewing the changes to the standards with the relevant managers and those responsible for the systems, and identifying which corporate processes may be affected.

Performing a GAP analysis

By comparing the existing management system with the new standard requirements, it is possible to identify compliance gaps and areas where current practices are already adequate but further clarification or documentation is needed.

Preparing a transition action plan

Based on the gaps identified, it is advisable to define the necessary improvements, responsibilities, deadlines and resource requirements. It is particularly important to coordinate the tasks with planned internal and external audits.

Preparing the system and employees

The necessary changes may affect risk assessment, management processes, procedures, performance indicators and operational activities. Alongside implementing the amendments, organisations must ensure that the employees concerned receive appropriate information and training.

Internal audit and management review

Before the transition audit, it is advisable to verify compliance with the new requirements through an internal audit, and then assess the system’s readiness and the remaining improvement tasks during the management review.

What deserves particular attention during the transition?

The simultaneous revision of the two standards provides a particularly good opportunity for companies operating an integrated quality and environmental management system.

The analysis of the context of the organisation, risk management, leadership responsibilities, internal audits and performance evaluation processes contain numerous common elements. Reviewing these in a coordinated way can avoid duplicate tasks and make preparation more efficient.

In the case of ISO 14001, the connection with sustainability reporting deserves particular attention. Proper integration of environmental risk assessments, energy and resource consumption data, environmental objectives and performance indicators can contribute to the reliability of ESG data collection and the verifiability of reporting processes.

The transition should therefore be viewed not merely as a certification obligation, but as an opportunity to improve corporate operations and existing management systems.

How can Grant Thornton help with the transition?

Grant Thornton’s Management Systems and Certifications experts provide comprehensive support in preparing for ISO 9001:2026 and ISO 14001:2026.

Our services range from professional training and workshops presenting the new requirements to GAP analyses, the development of transition action plans, system improvements, internal audits and preparation for certification.

In our advisory approach, we pay particular attention to ensuring that the necessary amendments build on the organisation’s existing processes and, alongside compliance with the standards, also support improvements in operational efficiency, risk management and sustainability performance.

If your company already holds ISO 9001 or ISO 14001 certification, it is worth starting to plan the transition early. Our experts help assess the necessary changes and develop a preparation schedule aligned with your organisation’s operations and certification cycle.