ENVIRONMENTAL AUDITING: THE DYNAMICS OF PLANNING, MANAGING AND GAINING VALUE FROM THIS KEY ACTIVITY

Abstract

Much has been said and written about environmental auditing. That which has, has concentrated on:

descriptions of the process;the variety of audit types and reasons for undertaking audits; andmethodologies or systems of audit (audit protocol).

Little attention has been paid to the human and organisational dynamics of an environmental audit; yet it is this factor, probably above all else, that determines the value that such a process can yield.

The composition of the audit team, planning for the audit itself, the management and administration of the audit and finally the audit report, follow-up and implementation, are critical factors in ensuring that the process is both valuable and value adding.

Undertaken well, and with due cognisance of the above factors, audits can provide a valuable indicator of systems effectiveness, levels of compliance with regulations, assessment of risk factors and, through documentation and reporting, demonstrate the application of the process of due environmental diligence.

Key elements of a successful audit include:

ownership of the process by those who's activities are being audited;the professionalism and inter-personal skills of the auditor;due reference to the positive aspects of systems and groups who work well and deserve recognition; andthe overall determination of the organisation to maximise and utilise positively the information recorded during the process.

There must be an open and positive communication between the three key groups—the auditors, those 'being audited' and those administering the audit. The ultimate recipients must feel that the people who are responsible for the audit will not just 'hit and run' but will stay the distance to ameliorate identified problem areas.