Objectives are one of the areas I raise findings on most often, and it’s rarely because a business has none. It’s usually because they were written once, filed in the manual, and never looked at again. Or they’re so vague (“improve customer satisfaction”) that nobody could tell whether they’d been achieved.
With 2027 around the corner, now is a good time to set objectives that actually work. In this guide I’ll explain what ISO 9001, ISO 14001, and ISO 45001 expect, how to turn that into a short list of targets your team can track, and how to keep an auditor happy along the way. I’ll also cover what the new ISO 9001:2026 means for you this year.
A quick word on ISO 9001:2026
ISO published ISO 9001:2026, the sixth edition of the quality management standard, on 16 September 2026. ISO says the new edition places greater emphasis on leadership, a culture of quality, and ethical behaviour, and provides greater clarity on the consideration of risks and opportunities.
If you’re already certified to ISO 9001:2015, don’t panic. ISO says certified organisations “will have to transition to the new version within the timeframe set by their certification cycle”, and suggests contacting your certification body for more information. The transition period itself is a matter for the international accreditation system rather than ISO (from 1 January 2026, the work of the International Accreditation Forum and ILAC was brought together under Global Accreditation Cooperation Incorporated). At the time of writing I couldn’t find the final transition arrangements published by an official source, so ask your certification body which edition your next audit will use and when you need to move across.
The good news for objectives is that the basic idea hasn’t changed. Whichever edition you’re audited against, your auditor will want to see objectives that are measurable, monitored, and actually used. Our post on ISO 9001:2026 transition training covers the wider changes.
What the standards expect from objectives
In ISO 9001:2015 the requirement sits in clause 6.2, “Quality objectives and planning to achieve them”. ISO 14001:2026 has the equivalent at clause 6.2, “Environmental objectives and planning to achieve them”, and ISO 45001:2018 has clause 6.2, “OH&S objectives and planning to achieve them”. That shared numbering isn’t a coincidence: these standards are built on a common structure, which is why an integrated management system can use one set of objectives covering quality, environment, and safety.
In plain English, BSI’s summary of the ISO 9001:2015 requirements describes quality objectives as needing to be consistent with the quality policy, measurable (BSI adds “if practicable”), monitored, communicated, and updated as appropriate, and established at relevant functions and levels. You also need a plan for achieving each one: what will be done, what resources are needed, who’s responsible, when it will be completed, and how the results will be evaluated.
The environmental and safety standards follow the same pattern, adapted to their subject. If you hold more than one certificate, it’s worth checking the exact wording in your copy of each standard, especially ISO 14001, which was revised in April 2026.
Make them SMART (but don’t stop there)
SMART isn’t an ISO term, but it’s a handy test. A good objective is specific, measurable, achievable, relevant, and time-bound. “Improve customer satisfaction” fails almost every part of that. “Achieve an average client satisfaction score of at least 4.5 out of 5 across all contracts by 31 December 2027, measured through quarterly surveys” passes.
Where businesses go wrong is stopping at the objective itself. The standards also want the plan behind it. If your objective is to reduce complaints, your auditor will ask what you’re doing to make that happen, who owns it, and how you’ll know it’s working.
Link objectives to your risks and context
The strongest objectives come straight out of your risks and opportunities. If your risk register says staff turnover is a major threat to service quality, an objective on retention makes sense. If you’ve identified fuel use as a significant environmental aspect, an objective on vehicle mileage or idling makes sense.
When objectives are disconnected from the rest of the system, auditors notice. A cleaning company with an objective about “reducing paper use in the office” but nothing about chemical use on site is a typical example. It isn’t wrong, but it suggests the objectives weren’t set with the real risks in mind. Our guide to ISO 31000 in plain English can help if your risk process needs a refresh.
Example objectives for a security company
Here are some objectives I’d consider sensible for a typical manned guarding or mobile patrol business. Adjust the figures to match your own baseline.
- Achieve at least 98% of scheduled shifts covered with no unfilled hours, measured monthly from rota data.
- Respond to 95% of alarm activations within the contracted response time, measured monthly from response logs.
- Complete BS 7858 screening within your target timescale for 100% of new starters, with screening files sampled and checked quarterly.
- Reduce client complaints by 20% compared with 2026, tracked monthly in the complaints log.
- Ensure 100% of officers complete refresher training on conflict management by 30 June 2027.
Example objectives for a cleaning company
- Achieve an average audit score of at least 90% on site quality inspections, measured monthly.
- Reduce chemical consumption per contract by 10% compared with 2026, measured from purchase records.
- Reduce slip, trip, and fall incidents involving staff by 25% compared with 2026, tracked through the accident book.
- Complete COSHH training for 100% of operatives within four weeks of starting.
- Retain at least 80% of staff who pass their probation period through to 12 months’ service.
Notice that each one names a figure, a deadline or frequency, and a source of data. That’s what lets you (and your auditor) say whether it’s been met.
Monitoring, communication, and management review
Setting objectives is only half the job. They need to be monitored, and the results need to go somewhere. In ISO 9001:2015, monitoring and measurement sit in clause 9.1 and management review in clause 9.3. In practice, I’d expect to see a simple tracker updated at least quarterly, with a short note explaining any target that’s off track and what’s being done about it.
Communication matters too. Ask a supervisor what the company’s objectives are, and if they can’t tell you, an auditor will notice. Put the objectives on a noticeboard, mention them at team meetings, and include the relevant ones in induction.
Then bring the results to management review. That’s where you decide whether to keep an objective, raise the target, or replace it. Our guide to management review explains how to run that meeting so it actually achieves something.
Common mistakes I see at audit
- Objectives with no target figure or deadline.
- Objectives set years ago and never updated.
- No plan showing who’s doing what to achieve them.
- Data that exists somewhere but has never been reviewed.
- Objectives that don’t match the business’s real risks.
- Staff who’ve never heard of them.
If any of those sound familiar, you’re not alone. Several of them appear in our list of the top 10 nonconformities we see in SMEs.
FAQs
What clause covers quality objectives in ISO 9001:2015?
Clause 6.2, “Quality objectives and planning to achieve them”. ISO 14001:2026 and ISO 45001:2018 also use clause 6.2 for environmental and OH&S objectives.
How many objectives should a small business have?
The standards don’t set a number. In my experience, four to eight well-chosen, measurable objectives work better than a long list nobody tracks.
Do objectives have to be measurable?
In practice, yes. BSI’s summary of ISO 9001:2015 lists measurable (“if practicable”) alongside monitored, communicated, and updated as appropriate, and an objective without a target figure is very hard to show as achieved at audit.
Is my ISO 9001:2015 certificate still valid now ISO 9001:2026 is published?
ISO says certified organisations will transition to the new version within the timeframe set by their certification cycle. Check with your certification body for the exact transition dates that apply to you.
How often should objectives be reviewed?
Monitor progress regularly (monthly or quarterly works for most SMEs) and review the objectives themselves at management review.
Need help setting your 2027 objectives?
If you’d like help setting objectives, building a simple KPI tracker, or preparing for the move to ISO 9001:2026, CAW Consultancy can help. We prepare clients for certification, and certification is carried out by an independent certification body of your choice. We also offer a free gap analysis and internal audits for £399 + VAT.
Call 01257 824481, email Craig@cawconsultancy.co.uk, or visit www.cawconsultancy.co.uk. If you’d like your team to understand the standards better, ISO Training Institute offers online ISO courses.
Sources
- ISO: ISO 9001:2026 Quality management systems: Requirements
- ISO news: ISO launches update to world’s most widely used quality management standard (16 September 2026)
- ISO 9001:2015 preview (contents page)
- ISO 14001:2026 preview (contents page)
- ISO 45001:2018 preview (contents page)
- BSI: ISO 9001:2015 whitepaper, understanding the changes
- UKAS: Celebrating the launch of Global Accreditation Cooperation Incorporated
Craig Willetts is the founder of CAW Consultancy Business Solutions Ltd and a UK lead auditor with over 20 years’ experience across ISO management systems and UK security industry schemes.
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