- Top Management and Commitment
- Document Control
- Internal Audit
- Management Review
- Continuous Improvement
Top Management Commitment to Leadership
An essential requirement of Toitū enviromark Diamond is the involvement of top management in overseeing the EMS and taking proactive initiatives to protect the environment and improve the business. This encourages all staff to understand why an EMS is important and how they can support it.
The expectation is for top management to support EMS implementation across all site(s) with:
- adequate staff resources with clear responsibilities and authorities;
- allocation of finances or budget;
- visible communications requesting all staff to support the EMS (actions, kaizen etc);
- ensuring EMS and environmental activity is integrated into normal business;
- supporting the achievement of environmental objectives and targets;
- involvement in regular EMS reviews.
EMD D1. Top Management, Commitment and Leadership documents how Stores meets the Toitū enviromark requirements at the Bronze, Gold and Diamond steps, with supporting evidence.
Review
This document is reviewed and updated every year. Potential improvements are noted in the ‘kaizen ideas’ column.
Document Control
The integrity of the EMS is dependent on having the most current information available, and therefore documents must be updated regularly (at least annually), stored in a known location and only altered in accordance with a standardised document control process.
The use of out-of-date and unstandardised documents can lead to confusion, errors, accidents or other issues which can undermine the EMS process and outcomes.
Controlled documents are defined as ‘live EMS documents which are subject to periodic change’. They require a central management system for storage and distribution purposes to ensure the latest copy can be easily identified so when employees are faced with two similar documents they know which is the most current. EMS documents are listed in EMD D2. Internal Audit Schedule and Document Control. This also ensures documents can be easily found when an Environment Champion is replaced.
Document Control Labelling
EMS Documents (EMDs)
All controlled EMS documents have the following information recorded on them:
- A unique documentation number e.g. EMD G1.
- Date of the latest revision
- The date of printing
- Page numbers (e.g. page 1 of 3)
Records
EMDs are supported by working forms, plans, data, programmes, photos, meeting notes etc, which inform the EMS, and provide evidence that it is working effectively.
Multiple records of a document should be distinguished by adding sub-numbering.
Printed copies of EMDs must display the date of printing to confirm if a current copy is being referenced.
Note: the circulation of printed copies is discouraged and it should be assumed any printed documents may not be the latest version. Anyone holding a printed copy should confirm it is the latest copy by referencing the date with the EMS Document Controller. The exception to this, is Standard Operating Procedures (Operational Controls/Work Instructions), which are held at their point of use (in the workshop) and updated by the relevant department Manager.
Changes/Updates to Controlled Documentation
Each time a change is made to a controlled document, the revision number and date must be updated. Some old EMS documents may need to be held as evidence, in which case they should be archived.
Obsolete Documents
A variety of factors may cause a document to become obsolete – for example a change in regulations or equipment on site. With any change to the controlled document, printed or electronic documents held by departments become obsolete and must be destroyed or archived by those holding them. This will follow a notification by the EMS Document Controller (or relevant manager in the case of SOPs).
EMS Document Controller
The EMS Document Controller (usually the Environment Champion) provides oversight to ensure the updating, notification and archiving of documents happens as described above by this EMP. The ability to change ‘master’ documents is restricted to the EMS Document Controller to ensure only the most recent version is in circulation.
Staff are responsible for maintaining individual documents (e.g. data monitoring) in line with this guidance. Each EMD is updated by the persons indicated in EMD D2. Internal Audio Schedule and Document Control. The effectiveness of the document control process is reviewed annually.
Documents and records must be easily retrievable if an Environmental Champion leaves, so their replacement can quickly pick up activities and responsibilities. The location of documents must be known to the Champion’s line Manager.
Internal Audit
Internal audits assess if the EMS is delivering effective environmental management. These differ from the annual external Toitū enviromark audit, which gives an independent, external ratification that systems comply with the Toitū enviromark standards.
However, both look for clear evidence that EMS activities are taking place as planned and aim to identify weaknesses before they become problems.
The Environment Champion is responsible for planning the internal audit programme. These check:
- activity is happening as planned (e.g. reducing environmental risks, impacts and introducing kaizen)
- results are being achieved (e.g. observed (actual) outcomes are in line with our expected outcomes)
- the results show sufficient improvement is being made.
Our internal audit follows these steps:
Identifying Key Steps
There are 2 types of audits:
- System audits – ensure all Toitū enviromark requirements are being met. Toyota/Lexus Stores are required to review and keep up to date. This is largely a desk based review of documents.
- Operational audits – ensure work procedures and projects are correctly implemented in operational areas and kaizen projects. These are undertaken with a physical inspection.
Internal Audit Frequency
EMD D2. Internal Audit Schedule and Document Control specifies how often the audits and reviews take place, and who will carry them out over the calendar year. The reasons for any deviation from the scheduled timings is recorded.
The frequency of checks reflects the risk and value from the check. For example, checking EMD B6. Environment Policy more than once a year is unnecessary; however, inspecting the chemical shed only once every 6 months would be a concern.
A full internal audit of all areas at the same time isn’t necessary. Audit areas can be completed at different times to fit around other tasks and make the process more manageable.
Checking Planned Outcomes & Processes
The internal auditor conducts the audit in an objective and impartial way. THe auditor has a number of open and closed questions in mind when assessing these areas, listed on EMD D4. Non-Conformity form.
Staff Support of the Internal Audit
It is important that respondents reply openly and honestly about the activities in their operational area, as incorrect or inaccurate responses can have serious consequences. For example, if a respondent states that the oil tank valve has been checked when it hasn’t, this might lead to a major pollution incident resulting in a possible fine or prosecution, and bad publicity for both the Stores and TNZ.
Note: Staff should be notified that it is better to highlight why something has been overlooked (so that the cause can be addressed), rather than to cover up something that has not been done. Management can then discuss if, for example, training and formal procedures would help or whether to highlight the associated risks of an uncompleted action more clearly.
Reporting Findings
Findings and responses are recorded by the internal auditor. If these are as expected, the area or item is compliant (though the auditor may still suggest improvements).
If outcomes are not as expected, the auditor notes down what is wrong and what is needed to make the issue compliant. This is a non-conformity (see EMP D4. Non-Conformity and Corrective Action). General improvements are recorded as observations.
Corrections and Close Out
Internal audit findings are discussed with the relevant department manager, where next steps and follow- up responsibilities are agreed. This is normally confirmed by email, so both the internal auditor and the manager have a written understanding of the problem, remedy and timeline for action.
Serious issues are raised with top management to examine the source of the problem and countermeasures. Relevant evidence is collected to demonstrates the risk or actions to be taken.
The Importance of Internal Audit Records
Internal audit findings and follow-up notes are filed:
- for future reference (i.e. to include as recommendations to improve the EMS or business);
- in case of an incident or accident (to show the problem was highlighted and action taken); and
- as evidence to show the external auditor that systems are running as required at the Diamond level.
Responsibilities
EMD D2. Internal Audit Schedule and Document Control lists the internal auditor. The small size of Toyota/Lexus Stores means this person is usually the Environment Champion. Where relevant their experience or qualifications is noted, or what training they need, see EMD G5. Environmental Competency, Training and Awareness.
Top management provides the internal auditor with necessary authority to ensure timely action is taken to address non-conformities – see EMD D1. Top Management Commitment and Leadership (#4, 18).
Management Review
Management Review meetings are a formal appraisal of the effectiveness of the systems Stores have put in place: are improvements happening? are they happening quickly enough? and what additional support or resources would help?
The ability to intervene is essential in project management and kaizen. Warning signals that interventions are needed include: incidents, accidents or emergencies, missing interim KPI targets, an increase in non-conformities, complaints from customers, Council representatives or neighbours. These should all have been recorded as the basis for discussion and countermeasures.
Management Review meetings are conducted at least quarterly and discuss any issues relevant to the EMS and wider environmental programme. Representation typically includes the CEO, senior management, the Environment Champion, plus any relevant staff or managers.
EMD D5. Management Review Agenda ensures the critical issues for maintaining and improving our EMS and business are discussed.
The key question to ask for each agenda item is: “is our work in this area helping us achieve what we want to achieve?”
For practical reasons, there may not be time to cover all EMS issues at a single meeting, so they may be spread over a number of meetings. Each item should be covered at least once during a calendar year.
The performance of kaizen projects are evaluated at year-end to assist with project planning and performance improvements for the following year.
Minutes record all actions, responsible person(s) and the timescale for completion.
Interim Review Meetings
The Environment Champion undertakes interim meetings with relevant management representatives to discuss projects, progress and implementation during the year. A record of these meetings is held by the Environment Champion.
Continuous Improvement
Kaizen (continuous improvement) is an essential element of both Toyota’s business approach and meaningful environmental management.
This concept is applied to both EMS activity (by reviewing, updating and improving Documents (EMDs), and the environmental activity (projects) undertaken.
Consider how to do things better. Key questions to ask are: what improvements to EMS and environmental activity will make it more robust and effective, simpler to use or easier to understand?
This on-going focus on doing better reflects Toyota’s public commitment, described in the EMD B6. Environmental Policy, to be a responsible business contributing positively to society.