- Kaizen projects for significant impacts
- Objectives and targets
- Kaizen Action plans
- Emergency Preparedness
- Measuring and Monitoring
- Environmental Responsibilities and Authorities
- Environmental Competence, Training, and Awareness
- Environmental Communication
- Operational Planning and Control
- Life Cycle Assessment (LCA)
- Non-Conformity (Corrective and Preventative Action)
Kaizen Projects for Significant Impact
The overriding purpose of the EMS is to establish effective kaizen (continuous improvement) projects to reduce impacts and harm to the local environment and communities.
This provides a number of important business benefits such as improving efficiencies, saving money on utilities, reducing risks, compliance issues and complaints, and strengthening each Toyota/Lexus Store’s reputation as a responsible company.
‘Significant’ Impacts
Kaizen projects flow from both our EMD B6. Environmental Policy commitments and rather than attempting to tackle all environmental impacts, Stores focus on those identified as ‘significant’ in EMD B8. Environmental Impacts (Toyota priority, local, abnormal and emergency impacts).
In addition, TNZ encourages Stores to play a positive and proactive role in environmental awareness and local conservation efforts:
- Employee environmental training and awareness
- Promotion of environmental activities to relevant stakeholders (Interested Parties) e.g. Kiwi Guardians
- Promotion of eco-driving to both employees and customers
Kaizen projects
Kaizen projects are listed in EMD G1. Kaizen Project Management Review Summary. This includes objectives and targets and action plans.
Objectives and Targets
Each kaizen project requires clear objectives and targets. Together with measurement and monitoring this is essential information to assess the EMS, and for TNZ and the external auditor to understand projects aims, activities, time frames and progress.
Sharing project progress and performance with all employees each quarter is a TNZ requirement.
Definitions:
Objective: An overall environmental improvement goal.
Target: A detailed performance requirement (quantified wherever possible) based on the objective.
In order to set these we need to understand the issue we wish to manage. This is done by considering (i) what is wrong with the current situation; and (ii) what would be better and why.
Objectives
Objectives should be stated as simply and concisely as possible, in words that anyone can understand, as this is the best way to engage work colleagues. They must be consistent with our Environment Policy to ensure we work on areas relevant to our business priorities. There are generally two types of objectives:
- Investigative – where we need to find something out, before we know how to progress with a project;
- Goal – the overall outcome we wish to reach.
Targets
A target is a performance measure, which will clearly show if the kaizen actions are successful or not. It is directly connected to the objective – i.e. the target needs to be met in order that the underlying objective can be achieved.
Targets can only be set if the kaizen actions to achieve them are known – in other words we need to decide what our actions will be and what results they are likely to deliver. Wherever possible targets (and interim targets) should be:
- SMART – Specific-Measurable-Achievable-Relevant-Timebound;
- Realistic – neither too hard (which is demotivating) nor too easy (provides no value to the business).
Both objectives and targets are set against a timeframe to achieve them.
New projects
When developing a new project, the first objective may be a very simple step e.g. to find out the quantity of water used on site or type of chemical cleaners we currently use.
Sometimes a number of small sequential targets are needed (mini-steps) to achieve the objective, as illustrated here:
Example 1 | Example 2 | |
Objective | Eliminate use of [X brand] car cleaner within 6 months | Investigate re-use of workshop oily rags |
Targets |
|
|
Objectives and targets are usually set at the beginning of a project, or at the start of a new cycle of activity for an on-going project e.g. beginning of a new year. TNZ requires Toyota/Lexus Stores to measure progress against the objectives and targets each quarter across a calendar year. This is summarised on EMD G1. Kaizen Project Management Review Summary and updates shared with staff and management – see EMD G6. Environment Communications.
Each dealer reviews its local impact projects annually, unless circumstances require an earlier assessment (e.g. installation of new equipment).
On occasions, targets may need to be adjusted if there has been a major disruption to plans e.g. infrastructure damage or failure (which might affect a compliance targets) or if a new building is given the go ahead (which might affect power saving efforts) – although predictable changes should be forecasted into objective / target setting at the beginning of the year, after reviewing EMD B2. EMS Scope Changes.
Kaizen Action Plans
TNZ has provided dealers with bespoke ‘Kaizen Action Plans’ (see EMD G2a-f.) to assist Stores with addressing their ‘significant’ and local environmental risks and impacts – see EMD B8 2.3 Environmental Impacts.
Other mandatory Toyota action requests are included in EMD G1. Kaizen Project Management Review Summary.
They should form part of a coherent plan which considers all the essential steps of good project management (Plan -> Do -> Check -> Act), including:
- setting clear objectives and targets
- determining actions and staff responsibilities (who will carry them out)
- how we will measure progress (data collection) and success, including completion timelines and interim milestones
- reviewing achievements and struggle points
- planning for the next cycle of activity
The plans clearly show (to staff, the Toitū enviromark auditor or TNZ) the actions in place. If there are only a few actions underway, it will be clear the Store isn’t making sufficient effort and is unlikely to achieve sufficient progress. A comprehensive action plan has more value to the business.
Contractors
Contractors coming on a site represent a potential risk to the EMS as they may have different working practices and be indifferent to Toyota’s environmental values. As part of their induction, therefore, all contractors are required to complete EMD G4. Contractor Environmental Induction to ensure their practices are legally compliant and environmentally responsible.
Managers must make themselves aware of the activities contractors undertake on site, and ensure they follow high environmental standards. All employees should be made aware that they must report poor practice to the appropriate Manager, and to be included in EMD B7. Interested Parties discussions. Poor practice should lead to a review of the contractor and possible termination.
Assigning and sharing responsibilities
Top management provides the Environment Champion with the necessary authority to coordinate and implement kaizen projects – see EMD D1. Top Management Commitment and Leadershipresources/diamond/EMD D1. Top Management Commitment and Leadership.docx (#3.).
Department managers are responsible for ensuring relevant staff have the necessary abilities and responsibilities for implementing kaizen actions in their operational areas – see EMD G5. Environmental Competency, Training and Awareness.
For example:
- data collectors with good accuracy and attention to detail;
- data analysts to interpret the areas which will deliver the most notable improvements;
- department managers to direct actions on the ground;
- a finance specialist to cost out improvements;
- a project manager to co-ordinate efforts and report performance; and
- marketing officer to promote achievements internally and externally.
See EMP D1. Management Commitment and Leadership and EMP G5. Competency, Training and Awareness for our staff responsibilities linked to our EMS and kaizen projects.
Emergency Preparedness
Emergencies, by their nature, can pose a threat to employees and the environment. If the cause is operational negligence, the business can be prosecuted with hefty fines, significant clean-up costs and time spent on repairing the damage to the company’s reputation and Toyota’s national brand. As a minimum, such events are an unwelcome disruption to the day-to-day business of selling cars.
Advanced preparation
Taking a little time in advance to put measures in place to prevent or minimise the impacts during accidents or emergencies, obviously pays dividends. There are 3 parts to consider, identifying the:
- source of pollution;
- the receptor (what is potentially affected by the pollution); and
- the pathway, which is the means by which the pollution travels from source to receptor.
There may be several pathways and receptors from a single source. For example:
Source |
Stored fuel |
Leaking pipe |
Gas boiler |
Oil on workshop floor |
Pathway |
Site drainage |
Soils |
Air |
Flood water |
Receptor |
River / groundwater |
Groundwater |
Indoor air |
Stream neighbouring site |
Note: there may be several pathways and receptors from a single source
Controls
Advanced planning considers ways to break these links. For example, a frequently inspected fuel tanks (behavioural control of the source) is one way to avoid a major spill. Introducing a bund around a waste oil tank (infrastructural control) contains the risk of oil contaminating watercourses or land.
Note: consideration needs to be given to how a natural disaster might make a situation worse and what measures, introduced in advance, can help prevent or mitigate a problem.
EMD G2f. Emergency Preparedness and Response catalogues the many potential operational emergencies on site, with multiple measures to help control the impact. TNZ has highlighted mandatory responses together and indicated additional controls.
Testing emergency procedures
Periodic tests of emergency procedures is important to assess the effectiveness of employees immediate responses. This is assessed under EMD G5. Environmental Competency, Training and Awareness, where specific staff members have assigned tasks & responsibilities in the event of emergencies.
Records of tests and incidents are noted in the review table in EMD G2f. Emergency Preparedness and Response.
Site inspections
Regular site inspections help minimise existing risks and identify new ones, using EMD D3. Environmental Site Inspection Checklist.
Employees and contractors are responsible for notifying the appropriate manager if they identify a new potential accidents or emergency situations. The risks, incidents and controls must be updated on EMD G2f. Emergency Preparedness and Response.
Measuring and Monitoring
It is essential to evaluate the progress and success of kaizen projects. This is done with measures and monitoring.
- Measures specify the essential information needed to set targets and quantify improvements.
- Regular monitoring (of measures) indicates whether improvements are happening, if project goals will be achieved or if actions need to be ramped up.
Measures
Measures should be simple and easy to compile – for example use a ‘yes / no’ measure where a basic regulatory threshold mustn’t be exceeded or a basic numerical measure when recording electricity usage.
˝They should be linked to each kaizen project’s objectives and targets – for example, to inform what baseline data is needed to help set a reduction target or most helpful to show if it is achieved.
Data collection and review should be sufficiently regular to detect problems (otherwise its collection has no value) and to decide if intervention is required.
Note: Poorly chosen measures may have serious consequences, for example contributing to poorly informed decisions which undermine the achievement of objectives.
Productivity measures
Regular data checks are vital to ensure our efforts are effective and working as intended – for example, are we making progress towards our targets? Are minimum compliance standards are being met?
Important aspects include:
- Monitoring frequency – this varies by project and is listed in EMD D2. Internal Audit Schedule and Document Control.
- Trends indicate overall performance and progress. Data is recorded and archived, as useful trends may be revealed only after a few years.
- Responsibilities – Monitoring and data analysis is undertaken by the departments listed in EMD G5. Environmental Competence, Training and Awareness, but overseen by the Environment Champion.
- Interventions – Monitoring data provide useful information to decide if it is necessary to intervene to improve current outcomes. This should occur when there is a significant divergence between observed and expected results. The first step is to understand the cause for the difference. This may lead to either small tweaks or significant changes in the actions planned for the following month.
Review
The performance of kaizen projects is regularly evaluated throughout the year by the Environment Champion. Kaizen project action plans include a review table with quarterly segments to note:
- what is working well;
- what is not going well;
- kaizen ideas (and countermeasures to improve performance); and
- next steps.
Interim progress is reported to the Champion’s line Manager, together with possible interventions if results are not on track.
End of year review
At the end of the year, we assess if objectives and targets have been met, and how well the project has performed. The key question to ask: “what have we achieved in the last 12 months?”
As kaizen projects are a critical aspect of the EMS, these performance reviews are included in the end of year Management Review meeting (see EMD D5. Management Review). These discussions inform the objectives, targets and actions for the following year.
Enviromental Responsibilities and Authorities
Responsibilities for maintaining, managing and improving the EMS are spread across the company. Everyone is responsible for ensuring their work supports the Environmental Policy (EMD B6..).
Highlighting those staff with EMS or environmental project accountabilities on the company organisation chart enables everyone (at all levels and functions) to quickly and easily understand who does what. This chart should be included in the staff induction pack and is displayed on the staff noticeboard.
Top management
Top management provides strategic direction and high level support for our environmental activities. This is primarily done by:
- regular communication with the Environment Champion;
- reviews of performance, difficulties, counter-measures and opportunities for improvement;
- visible endorsement of the EMS, staff with EMS duties and kaizen projects.
EMD D1. Top Management Commitment and Leadership describes how the following roles are supported by top management.
Environment Champion
Our top management has appointed an Environment Champion with authority for managing and co-ordinating the EMS and related programmes, and regularly reporting performance, see EMP D5. Management Review. This position is a TNZ requirement and each Toyota/Lexus Store must notify TNZ of any change and provide the new Champion’s name, phone and email.
The Champion’s responsibilities are summarised in EMD G3. Environment Champion Job Description.
Managers
SSome departments have specific operational responsibilities with risks to the environment. These managers must ensure their staff have the appropriate instruction/information to carry out their duties in line with high standards of environmental practice. This can include Standard Operating Procedures, signage, training, regular equipment or infrastructure checks.
Other departments support wider EMS activity with data collection, performance monitoring, communication, training, marketing, budgets etc.
Department managers delegate the responsibilities listed in EMD G5. Environmental Competency, Training and Awareness. Responsibilities are listed in individual job descriptions.
Staff with EMS responsibilities
We share EMS activities across our company, for example:
- data collection by administrative staff with good accuracy and attention to detail;
- data analysts to interpret the areas which will deliver the most notable improvements;
- department managers to direct actions on the ground;
- a finance specialist to cost out improvements;
- a project manager to co-ordinate efforts and report performance; and
- marketing officer to promote achievements internally and externally.
All employees
All employees are required to engage in good practices which supports the Environment Policy, the EMS, those staff with EMS responsibilities and kaizen project targets – for example everyone can help by segregating their waste and recycling, turning off unnecessary lights or equipment, driving efficiently etc.
Review
The responsibilities and authorities are reviewed annually by the Environment Champion to ensure they remain relevant and up-to-date. EMS and project resources are reviewed annually by top management as part of the EMD D5. Management Review meetings.
Enviromental Competence, Training, and Awareness
Competency is defined as the ability of each person to reasonably do what is expected of them: to know how to perform their EMS duties effectively. Competency is identified by assessing their gaps or needs of and is achieved through information provision education, experience or instruction / training.
EMD G5. Environmental Competence, Training and Awareness lists competency requirements for: top management, the Environment Champion, managers, all staff, particular departments and contractors.
1. General environmental awareness
New staff
The induction pack for new staff should include the EMD B6. Environmental Policy and ways they can support environmental programmes. Staff in specific positions (e.g. service workshop) require further instructions (e.g. SOPs) on the environmental impacts and risks related to their duties.
All staff
TNZ has developed an on-line training module to raise staff awareness of Toyota’s approach to sustainability. All staff are encouraged to complete this and TNZ monitors participation levels.
Top management communicate the importance of the EMS, and the need to support staff with EMS responsibilities – see EMD D1. Top Management Commitment and Leadership (#,6,7,8).
The Environment Champion provides regular performance results on the company’s environmental projects and targets, and information on how staff can support the kaizen actions – see EMD G6. Environmental Communications. He / she is the primary contact point if staff wish to discuss issues.
2. EMS competence
TNZ supports our Environment Champion with:
- induction materials for new Champions;
- detailed guidance documents and templates on how to run the EMS and implement projects;;
- phone support – to discuss issues related to sites and operations.
3. Operational environmental competency
Qualifications, certifications, and licences
When a new employee (or contractor) is appointed for a specialist role, the appropriate expertise, qualifications, certifications and licences to carry out the tasks required of them must be assessed, and a copy of the evidence put on file.
The assessment includes checking they have a good understanding of the environmental risks and impacts posed by their activities, the potential consequences of departing from specified procedures, the necessary controls to manage these, and how they would respond to emergency incidents.
Contractors must complete EMD G4. Contractor Environmental Induction, which is held as a record of their understanding and agreement.
Experience
Many years’ experience is often a good indication of general competency – as long as systems, infrastructure, equipment or requirements have not changed significantly. This experience may not, however, cover a knowledge of environmental impacts. Experienced staff may still need educating on the risks and controls, and implications of regulatory breaches.
Work instructions / Standard Operating Procedures (SOPs)
Standard Operating Procedures (SOPs) provide written instructions to assist new staff or remind existing staff how our operational activities should be undertaken. These include summary environmental risks, impacts, controls and emergency responses.
4. Abnormal events and environmental emergencies
Staff are required to consider the impacts of abnormal events on the environment and their inclusion in business planning each year – see EMD B8. Environmental Impacts, and Risks and Opportunities.
Staff must be made aware of the causes and controls for environmental emergencies, and competent in preventative measures, emergency responses and clean-ups. These are listed in EMD G2f. Emergency Preparedness. All staff must be informed of the need to report any incident or near misses immediately.
5. Internal audits
Competency in undertaking internal audits is gained through on-the-job experience by:
- reading EMP D2. Internal Audits
- regular completion of the EMD D3. Environment Site Inspection Checklist
- observing the external Toitū enviromark auditor
External training is available for internal auditors.
Instruction / training
Training needs to reflect an individual’s work activities, the risks to the environment, and any changes in regulatory or Toyota requirements (e.g. amendments to a local water quality bylaw).
Note: As training often conjures up formal ‘classroom’ style instruction, be aware that competency can be achieved through a range of instruction including supervised ‘on-the-job’ training, staff toolbox meeting discussions, ‘experiential’ training (e.g. walking around the site to illustrate issues, risks, good / bad practice etc) or emergency simulations (e.g. enacting an imagined oil spill clean-up, using water).
Competency assessment
For each of the above, EMD G5. Environmental Competency, Training and Awareness assesses whether the training has been successful and the environmental learnings are understood and followed.
Training responsibilities and records
Each manager is responsible for addressing any staff competency weaknesses with suitable instruction, training or reminders and for ensuring department SOPs, certifications or other requirements are maintained and updated. Serious or repeat failures to follow responsible practices may lead to dismissal.
Training records and staff training requests are held by the appropriate manager and department.
Staff turnover
Important knowledge and expertise can be lost whenever there is a turnover of staff. To limit the disruption to the EMS, the replacement receives training of relevant environmental impacts and controls.
Note: The biggest risk to EMS competency is a change of Environment Champion. When this happens Toyota/Lexus Stores must ensure there is sufficient time for a good handover of EMS responsibilities.
Environmental Communication
Environmental communication plays an important role in growing the business by promoting a responsible brand and activities to key stakeholders. To be effective it is important to deliver clear information to the appropriate audience.
Internal environmental communication
Internal communication ensures everyone at the Store understands the business’s public commitment set out in EMD B6. Environmental Policy, and their role in helping to achieve them. EMD G6. Environmental Communication sets out environmental information communicated to employees.
Note: It is a TNZ requirement that Toyota/Lexus Stores share a quarterly summary of their targets, performance and actions with employees on the progress of their kaizen projects.
When tailoring internal messages, think about whether the goal is to inform, educate or motivate.
The Environment Champion retains examples of these communications and responses for the external Toitū enviromark audit.
External environmental communication
There are two types of external communications: (i) those to the general public; and (ii) those to specific Interested Parties. All responses are recorded in EMD G6. Environmental Communications Register, with immediate follow-up actions and (if appropriate) countermeasures to prevent incident reoccurrence.
- To the general public – these include press releases, website and advertising put into the public domain and available to everyone. Use of Toitū enviromark logo must follow their terms and conditions – see EMD B5. EMS Logo Display & Descriptions.
- To interested parties – when targeting particular stakeholders (see EMD B7. Interested Parties) tailor the message and most appropriate form of communication. This may include letters, targeted hybrid PR, invitations to events (customers or media), face-to-face meetings, on-site visits to discuss compliance issues (regulatory bodies), and emails, phone, performance reports (TNZ) etc.
Green-wash
Environmental communications must be accurate as there is considerable public scrutiny of false, embellished or misleading claims, which can be subject to Commerce Commission notices and even prosecutions.
‘Green-wash’ is defined as the act of misleading consumers regarding the environmental practices of a company or the environmental benefits of a product or service.
This website highlights common mistakes to avoid.
Store marketing departments should consult the Environment Champion to ensure information is accurate. Where appropriate assistance can be sought from TNZ.
Responding to queries and complaints
All staff should notify the Environment Champion of external queries or complaints received, so he / she can respond in liaison with the relevant Manager, or with TNZ if appropriate.
IMPORTANT: It is a mandatory Toyota requirement for dealers to notify TNZ of any regulatory non- compliance or serious stakeholder complaints (e.g. a major air or water pollution incident). EMD B10. Environmental Non-Compliance and Complaints is used to report such incidents.
- Serious issues involving community groups, regulators or likely to attract media attention and affect Toyota’s brand image must be reported to TNZ within 7 days.
- General complaints (not a violation of regulations) should be discussed at a management level before responding to the complainant with countermeasures, and notifying TNZ within 20 days.
Review
EMD G6. Environmental Communications Register is reviewed monthly to ensure responses have happened and issues are closed. Significant issues may require on-going surveillance and management, and where appropriate these are also included in EMS and business planning reviews (see EMD B8. Environmental Impacts, Risks and Opportunities, internal audit checks (see EMD D2. Internal Audit Schedule and EMD D3. Environmental Inspection Checklist) and Management Review meetings (see EMD D5. Management Review).
Operational Planning and Control
Operational planning and control ensures:
- all steps of our EMS are undertaken effectively;
- operational environmental risks and impacts are known, and controlled; and
- knowledge on how to carry out an activity is retained even if the person responsible for doing it leaves the organisation.
Their absence could lead to deviations from the Environmental Policy, and failure to achieve EMS outcomes and kaizen projects’ objectives and targets.
Guidance must describe necessary actions, who is responsible for carrying out actions, and what action will be taken if results are not as expected (e.g. countermeasures and reporting to management).
Guidance can take the following form:
1. EMS Reference Guide
The Reference Guide provides clear instructions explaining how each element of the EMS works and how documents (EMDs) are to be completed, reviewed and updated correctly. This, together with the EMS Induction module and internal handover training within the Store, ensures the next Environment Champion understands the EMS and knows how to run it.
2. Operational control
Work instructions and Standard Operating Procedures (SOPs) specify how to correctly use equipment. EMD B8. Environmental Impacts, Risks and Opportunities and EMD G2f. Emergency Preparedness list risks and impacts, controls and emergency responses to limit potential environmental incidents and harm. For example following the correct procedure for washing cars will prevent waste-water and detergents entering the storm-water and polluting neighbourhood streams.
TNZ has provided work instructions in the form of Kaizen Action Plans (EMD G2a-f.) to control significant impacts. Stores are responsible for Work Instructions for significant Local Impacts – see EMD B8. Environmental Impacts, Risks and Opportunities.
Equipment and machinery SOPs
Work instructions and SOPs include environmental risks, impacts, controls and emergency responses for workshop/washbay equipment and activities – see in EMD G7. Standard Operating Procedures.
Contractors
Contractors must follow the requirements outlined in EMD G4. Contractor Environmental Induction. This includes operational control of building HVAC system, water reticulation, maintenance etc.
Vehicles
The distribution of fuel efficient driving techniques to all staff can reduce fuel costs and emissions.
Signage and posters
Simple reminders summarise key actions for employees.
Review and responsibilities
The Environment Champion is responsible for co-ordinating the maintenance and updating of EMS documents. Department managers are responsible for EMS tasks that fall under their operational control and delegating activities to their staff. Reviews should take place at least annually.
Life Cycle Assessment (LCA)
LCA is a key tool for evaluating resource inputs and outputs, and their current (or potential) environmental impact throughout a product or operational life cycle – from raw material acquisition through production, use, end-of-life treatment, recycling and final disposal. This approach helps identify opportunities to improve environmental performance at various ‘hotspots’ (e.g. areas of high usage or inefficiency).
EMD B1. EMS Scope describes the ‘upstream’ and ‘downstream’ life cycle impacts for TMC, TNZ and Toyota/Lexus Stores.
Most of the ‘upstream’ impacts (associated with the vehicles sold) are outside Stores’ EMS scope (for reasons explained in EMD B1). Stores, however, are responsible for, or can influence, some ‘downstream’ environmental impacts associated with the vehicles they sell or their on-site operations. TNZ requires Stores LCA focus to improve and influence 4 areas:
- wastes associated with daily operations (see EMD G2b. Kaizen Action Plan – Waste and Recycling);
- the ‘downstream’ impact of wastes of products / services (vehicle servicing and parts) sold (see EMD G2c. Workshop Hazardous Wastes);
- encouraging good contractor and supplier practices (see EMD G4. Contractor Environmental Induction); and
- influencing customer fuel usage and exhaust emissions (through provision of PHEV charge stations and parking, and eco-driving information).
Note: it is important for the Environmental Champion to be able to explain to the auditor what LCA activities are the responsibility of the Store, and which TMC and TNZ are responsible for.
Non-Conformity (Corrective and Preventative Action)
A non-conformity is defined as ‘a deviation from operational practices, EMS standards or expectations’ or more simply as: something going wrong, which needs to be fixed. Depending on the issue it may result in a system failure, hazard, pollution incident, or setback to achieving kaizen objectives.
Non-conformities are addressed with Corrective Actions; potential non-conformities with preventive action. Some issues may be noted as minor non-conformances or kaizen observations. Multiple minor issues may collectively raise the required response to that of a major non-conformity.
The process to resolve non-conformities is:
Identification
Non-conformities and observations can be identified in a variety of ways including site inspections, external and internal audits, complaints, accidents, incidents and near misses, quarterly kaizen project reviews, data monitoring or testing of environmental emergency responses. In each case, it should be recorded, and reported to the relevant department manager and the Environment Champion.
Where there is an immediate risk of a serious environmental impact or safety concern, urgent action must be taken to contain it, assuming it is safe to do so.
Investigating
The relevant departmental manager is responsible for investigating* root causes of the problem, and determining countermeasures using the form in EMD D3. Environmental Site Inspection and EMD D4. Non-Conformity to prevent a reoccurrence. This may include liaising with the Environment Champion.
* what happened? what went wrong? who was involved? how might we prevent it reoccurring again?
Compliance non-conformities and serious complaints must be reported immediately to TNZ – see EMD B10. Environmental Non-Compliance and Complaints.
Recommending
Findings are raised with the relevant department. Corrective and preventative actions, timescale for completion (based on the seriousness of the incident) and close out dates are mutually agreed with the Environment Champion. A written and dated record of this communication is made.
Implementing
A person is made responsible for implementing the agreed actions. This may include liaising with the Environment Champion.
Checking
Both the department manager and Environment Champion note the completion date in their diaries and confirm a date to review progress. If both are satisfied that the agreed actions have been implemented they close the non-conformity incident.
Inadequate responses: If corrective action is not taken or is implemented inadequately (e.g. the environmental risk or legal non-compliance remains) the Environment Champion follows a formal follow- up process with reminder emails to the responsible person and manager, until the issue is resolved.
Review
Notable non-conformities and preventative actions are included in the agenda for the EMD D4. Management Review process.
Resolved non-conformities are included in the resources/diamond/EMD D2. Internal Audit Schedule and Document Control.docx and EMD D3. Environmental Site Inspection to ensure those issues are checked** and controlled in future to prevent their reoccurrence. This is an essential part of continuous improvement.
** did it work? is it continuing to work?
* what happened? what went wrong? who was involved? how might we prevent it reoccurring again?
** did it work? is it continuing to work?
Templates
EMD G2a. Kaizen Action Plan – Building Power
EMD G2b. Kaizen Action Plan – Waste and recycling
EMD G2c. Kaizen Action Plan – Workshop hazardous wastes
EMD G2d. Kaizen Action Plan – Water & wastewater
EMD G2e. Local Impact Kaizen Project Assessment
EMD G2f. Kaizen Action Plan – Emergency preparedness and emergencies
EMD G3. Environment Champion Job Description
EMD G4. Contractor Environmental Induction form
EMD G5. Environmental Competency, Training and Awareness
EMD G6. Environmental Communications Register
EMD G7. Standard Operating Procedures Summary (envt)