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New Already prepared for ISO 9001:2026

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40+ ISO 9001 certifications coordinated 300+ organizations served
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2026 versions ISO 9001 · ISO 14001 implementation and transition

Main areas

Where Focel consulting works

ISO 9001:2026 (QMS)

Implementation, maintenance, recertification and transition from the 2015 version.

ISO 14001:2026 (EMS)

Implementation, maintenance, recertification and transition from the 2015 version.

Process Mapping and Quality Management

Process analysis and improvement, standardization, AI automation and auditing. 4 fronts
  1. 01 Process Mapping and Improvement Survey of processes, identification of bottlenecks, failures and rework, and implementation of improvements to increase operational efficiency.
  2. 02 Standardization and Documentation Drafting and review of procedures, SOPs, work instructions, flowcharts, forms and other process documents.
  3. 03 Process Automation with Artificial Intelligence Identification and automation of tasks and routines using AI agents, reducing manual work, errors, costs and execution time.
  4. 04 Audits and Compliance Internal audits, requirements assessment, identification of nonconformities and follow-up of action plans.

Operations Management

Productivity, production capacity, KPIs and operational routine.

Financial Management

Matrix Management of Expenses (GMD), Costs (GMC) and Revenue (GMR).

People Management

Leadership, succession, positions and careers, competencies and performance. 4 fronts
  1. 01 Leadership Development Training leaders in team management, communication, feedback, follow-up and decision-making.
  2. 02 Development and Succession Planning Individual development plans (IDPs), preparing successors, talent retention and succession planning.
  3. 03 Job and Career Structuring Job descriptions, professional levels, responsibilities and progression criteria.
  4. 04 Competency and Performance Management Competency mapping, probation and performance reviews, and gap identification.

Strategic Management

Planning, management by policy (GPD), business plans and strategic projects. 4 fronts
  1. 01 Strategic Planning Defining objectives, priorities, targets and action plans.
  2. 02 Implementing GPD – Management by Policy (Hoshin Kanri) Cascading strategies into targets, KPIs, responsibilities and actions for every level of the company.
  3. 03 Business Plan Development and Analysis Structuring and assessing the strategic, market, operational and economic-financial feasibility of new businesses, products, units or projects.
  4. 04 Strategic Project Management Organizing and monitoring priority initiatives, ensuring deadlines, owners and results.

Innovation Management

Assessment, innovation process, AI automation and an improvement culture. 4 fronts
  1. 01 Innovation Assessment and Strategy Evaluating the company's maturity and defining innovation priorities, objectives and opportunities.
  2. 02 Structuring the Innovation Process Implementing methods to capture, evaluate, select, test and implement new ideas.
  3. 03 Automation and Innovation with Artificial Intelligence Identifying and deploying technologies, automations and AI agents to improve processes and results.
  4. 04 Project Management and Innovation Culture Leading innovative projects, building teams and developing a culture focused on continuous improvement.

Corporate Governance

Management model, shareholders' agreement, boards, risk and compliance. 4 fronts
  1. 01 Governance Structure and Management Model Defining decision levels, responsibilities, approval authorities and the relationship between partners, executives and managers.
  2. 02 Ownership Structure and Shareholders' Agreement Support in defining rules for ownership, rights, responsibilities and conflict resolution, together with legal counsel.
  3. 03 Setting Up Boards and Management Committees Defining composition, duties, agendas, meetings and follow-up of decisions.
  4. 04 Risk Management, Internal Controls and Compliance Identifying risks, implementing controls, internal policies, a code of conduct and compliance mechanisms.

Business Succession

Family governance, successor preparation and management transition. 4 fronts
  1. 01 Family and Corporate Governance Structure Defining roles, responsibilities, decision criteria, boards and the relationship between family and business.
  2. 02 Successor Preparation and Development Competency assessment and development plans for future leaders.
  3. 03 Management Transition Plan Organizing the stages, timelines and responsibilities for the gradual transfer of leadership and knowledge.
  4. 04 Business Continuity and Professionalization Standardizing processes, defining KPIs and reducing dependence on the founders.

And more

Don't see your need on the list? Tell us about your company's situation and we'll point you to the best path.

New ISO standards

We're already prepared for ISO 9001:2026

ISO 9001:2026, published in September, replaces the 2015 version, and ISO 14001:2026 was published in April. Certified companies have 3 years to migrate — time to train the team and adapt the management system documents to the new requirements.

Focel leads your company's transition with the experience of having coordinated more than 40 ISO 9001 certifications and recertifications.

Plan the transition See ISO training
  1. April 15, 2026 ISO 14001:2026 published New version of the environmental management system (EMS) standard.
  2. September 16, 2026 ISO 9001:2026 published Replaces ISO 9001:2015 for the quality management system (QMS).
  3. 3-year deadline Transition for certified companies Period to migrate the management system to the new version.
Team training Training on the standard's new requirements.
Document updates Review of the QMS and EMS according to the new version.

ISO 14001:2026

What changes in the new version

The revision broadens the standard's view beyond climate and tightens requirements on the supply chain, change management and top management involvement. Five pressures explain why it was revised:

Climate change is no longer a secondary concern but a central business risk, affecting operations, supply chains and financial performance. Biodiversity loss and ecosystem degradation are now recognized, alongside climate change, as relevant environmental problems. Resource scarcity — water, raw materials and energy — is reshaping procurement and operational strategies. Regulatory expectations have intensified, with frameworks such as the European Union's CSRD and the SEC's proposed climate disclosure rules raising the bar for environmental transparency. Stakeholder pressure — investors, customers and supply chain partners — now demands credible, verifiable environmental management.

Clause-by-clause summary

Clause 4 · Context of the Organization

Context, interested parties and EMS scope. 3 changes
  1. 4.1 Understanding the organization and its context There is a greater focus on environmental conditions beyond climate change. Organizations now need to consider how biodiversity, pollution levels, resource availability and ecosystem health affect — and are affected by — their operations. Review and update your context analyses to include these broader environmental conditions.
  2. 4.2 Needs and expectations of interested parties A new note clarifies the types of interested parties with examples that align ISO 14001 with ISO 9001, making it easier to identify who has relevant expectations. Review and update your stakeholder maps.
  3. 4.3 Determining the scope of the EMS Scope decisions must now explicitly adopt a life-cycle perspective, ensuring that upstream and downstream impacts the organization can control or influence are not overlooked. Review and update your scope definition to reflect this.

Clause 5 · Leadership

Personal involvement of top management. 1 change
  1. 5.1 Leadership and commitment Top management must demonstrate personal involvement and remain accountable even when tasks are delegated. Leadership support is expected across all functions, not only in management positions. Update your environmental policy, job descriptions and communication materials to reflect greater leadership accountability.

Clause 6 · Planning

Environmental aspects, risks and the new change clause. 3 changes
  1. 6.1.2 Environmental aspects A new note explains how to apply the life-cycle perspective. Potential environmental emergencies must now be determined separately from normal operational aspects.
  2. 6.1.4 – 6.1.5 Risks and opportunities Risk-based planning has been restructured. Item 6.1.4 is now called "Risks and opportunities", and the renamed item 6.1.5 strengthens the link between aspects, compliance obligations and planned actions. Review and update risk registers and planning documentation.
  3. 6.3 Planning of changes New This is one of the few genuinely new clauses. Organizations must now plan and manage EMS-related changes methodically to preserve the intended outcomes. Introduce or formalize change management controls, such as procedures and flowcharts.

Clause 8 · Operation

Operational control extended to suppliers. 1 change
  1. 8.1 Operational planning and control The scope of operational control has expanded from "outsourced processes" to "externally provided processes, products or services". The EMS must define the level of control in documented information. Review and strengthen supplier management and procurement processes.

Clause 9 · Performance Evaluation

Management review reorganized, with no new requirements. 1 change
  1. 9.3 Management review The clauses were restructured into "General", "Inputs" and "Results" subclauses, making audit trails easier to follow. No new requirements were introduced. Minor formatting updates to management review documentation may be needed, but the content should not change.

Clause 10 · Improvement

Continual improvement incorporated and renumbered. 1 change
  1. 10.2 – 10.3 Continual improvement The standalone continual improvement clause was incorporated into clauses 10.2 and 10.3 and renumbered. The requirements themselves remain the same. Review and strengthen root cause analysis and improvement follow-up processes.

What this means for your company

Broader environmental scope

Your company will need to show consideration for biodiversity, resource use and pollution — not just climate in isolation.

Tighter supply chain controls

The shift from "outsourced processes" to "externally provided processes, products and services" extends the EMS to procurement and supplier management.

Formalized change management

With the new clause 6.3, ad hoc approaches — informal, improvised and reactive, with no standardized process — will no longer satisfy auditors.

More visible leadership

Auditors expect to see evidence of top management's personal involvement, not just delegation of tasks.

Better integration with other standards

The updated alignment with the harmonized structure makes it easier to implement ISO 14001 alongside ISO 9001 and ISO 45001, or as part of an integrated management system.

Standout 2018 trophy presented to Grupo Focel, Business Consulting category, by the Rotary Club Santa Cruz do Sul Oeste and Gazeta Grupo de Comunicações

Recognition

Standout 2018 in Santa Cruz do Sul

“In recognition of its work toward the growth and promotion of our city.”
Category
Business Consulting
Awarded by
Rotary Club Santa Cruz do Sul Oeste and Gazeta Grupo de Comunicações
Standout 2018 certificate: Grupo Focel, Business Consulting, in recognition of its work toward the growth and promotion of our city. Rotary Club Santa Cruz do Sul Oeste and Gazeta Grupo de Comunicações.
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Specialized services

From assessment to restructuring

01 Assessment
02 Audit
03 Technical and operational management support
04 Company restructuring projectsMarket, operational and financial.
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See also

Other Focel services

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Training

Management and technical training for your team.

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Repositioning

Feasibility studies for launching products and services.

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Technology

Software, Power BI, automation and AI agents.

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Room rental

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Talk to Focel

Which challenge will we solve together?

Tell us where your company's management gets stuck today. A senior consultant will reply with the way forward — assessment, project or ongoing support.

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