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Internal EMS Auditing at Naval Installations. 2 Title/Group/Section,etc. Navy EMS Overview  All “appropriate facilities” must implement an EMS that conforms.

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Presentation on theme: "Internal EMS Auditing at Naval Installations. 2 Title/Group/Section,etc. Navy EMS Overview  All “appropriate facilities” must implement an EMS that conforms."— Presentation transcript:

1 Internal EMS Auditing at Naval Installations

2 2 Title/Group/Section,etc. Navy EMS Overview  All “appropriate facilities” must implement an EMS that conforms with ISO by 30 SEP 09  Conformance is verified by 2 nd party audit (initial and then every three years)  Internal EMS Audit required annually  Appropriate facilities may be a single installation or a group of installations  There are 94 navy “appropriate facilities”  74 in United States  20 Overseas  Examples of facility types:  Naval Air Station  Naval Amphibious Base  Naval Support Activity  Naval Submarine Base  Naval Shipyard  Naval Weapons Stations

3 3 Title/Group/Section,etc. Typical Navy Practices  Navy Installations are very similar to a small town  Range from 80 to 80,000 personnel  Typical Practices  Waste Disposal  Waste water treatment  Fuel Combustion (boilers, generators)  Oil Transfers  Recycling  Construction activities  Painting  Blasting  Vehicle Maintenance  Ordnance Training

4 4 Title/Group/Section,etc. EMS Audit Criteria  Requirements  Evaluate conformance with ISO  Evaluate conformance with OPNAV C – Chapter 3  Intent  Evaluate implementation of defined system  Effectiveness  Evaluate effectiveness of EMS to fulfill environmental policy

5 5 Title/Group/Section,etc. Picking the Right Team  Auditors need appropriate training  Navy policy requires lead auditor to have completed ANSI-RAB Lead Auditor course or Navy Conducting EMS Review Course  Auditor attributes:  Impartial to area auditing  Ethical  Open-minded  Diplomatic / Tactful  Observant  Decisive  Self-Reliant  Background in Compliance Note: Try to pick auditors with background in regulations that apply to the significant aspect they’re auditing!

6 6 Title/Group/Section,etc. Document Review is Critical  Before the audit begins, review:  Environmental policy  EMS procedures  Results of previous audits  Results of internal and external compliance evaluations  Status of Objectives and Targets  Operational Control procedures  Checklists?  EMS Auditing is more than following a checklist, it’s about evaluating the effectiveness of a system  Checklists may be helpful, though, to ensure that all areas are covered (i.e. evaluating conformance with complex operational control procedures)

7 7 Title/Group/Section,etc. Conducting the Audit  Interview personnel with roles and responsibilities in procedures:  Are they familiar with their role  Does what they do match what the procedure says they do  Do they have documentation to demonstrate conformance (if needed)  Interviewing shop personnel / evaluating operational control: Standard questions:  Tell me about what you do here?  What are the biggest environmental issues here (i.e. SEAs)?  Are there any regulations that you have to follow?  Do you have a procedure that tells you how to do that?  Have you had training? Documentation of training?  What can you tell me about the installation’s environmental policy?  Do you know of any environmental goals associated with ____?  What would you do if something went wrong (i.e. spill)?

8 8 Title/Group/Section,etc. Reporting Audit Results & Corrective Action  Conduct daily out brief with environmental staff at minimum  Conduct formal out brief with Installation Commanding Officer, Public Works Officer, and Environmental Manager, describing:  Scope of audit  Evaluation criteria  Noteworthy practices (what are they doing well?)  Audit findings  Findings associated with regulatory compliance should be tied back to a weakness in one or more ISO element  EMS non-conformances must be corrected:  in accordance with the installations corrective action procedure  for corrective actions requiring long-term action, a plan of action & milestone must be developed and progress tracked periodically

9 9 Title/Group/Section,etc. Getting Top Management Involved  Distill the EMS concept down to terms they can relate to:  “Say what you do and do what you say”  The Plan-Do-Check-Act Model  Continual Improvement  How is EMS going to help their organization?  Cost savings – give examples  Improved relations with regulators – give examples  Documentation of processes – reduced impact of personnel turnover  Acknowledge personnel for achievements  Report EMS successes within and outside of the organization


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