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Government Green
Procurement (GGP) Short-term Action Plan 2013 - 2014
June 2013
Sustainable Consumption and Production –Malaysia
1
Authors
Walter Kahlenborn
Norma Mansor
Khairul Naim Adham
Acknowledgements
The SCP team at EPU wishes to thank the working group members from MOF, KeTTHA, and MGTC for
their contributions to compile this document. We also express our appreciation to all stakeholders
who have provided feedback and comments to the draft versions of this document.
The document was established under the project “Sustainable Consumption and Production – Policy
Support Malaysia” with financial support of the European Union.
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T A B L E O F C O N T E N T S
1 I N T R O D U C T I O N 6 1.1 Background on Government Green Procurement 6 1.2 Objectives and Scope of the Short -Term Action Plan 7
2 C U R R E N T S I T U A T I O N 8 2.1 The Policy Context 8 2.2 The Legal Situation 8 2.3 Developments in Government Procurement 9 2.4 Initial Government Initiatives towards GGP 10
3 O B J E C T I V E S A N D R E S U L T S 1 3 3.1 Objectives 13 3.2 Expected Results 13
4 O V E R V I E W O F G G P S H O R T - T E R M A C T I O N P L A N 1 4
5 A C T I V I T I E S 1 5 5.1 First Product Groups 15 5.1.1 Pre-selection of appropriate product groups 15 5.1.2 Final selection of the pilot product groups 15 5.1.3 Selection of pilot implementers 16 5.1.4 Target setting 16 5.1.5 Elaboration of the product criteria 16 5.1.6 Elaboration of guidelines and tools 16 5.1.7 Operational start 17 5.2 Expert Group on Life Cycle Cost (LCC) 17 5.2.1 Energy prices 17 5.2.2 External costs 17 5.2.3 Systematic application of LCC 18 5.2.4 Reorganisation of responsibilities 18 5.2.5 Improvement of tools for LCC 18 5.2.6 Implementation 18 5.3 Selection of Further Initiatives 18 5.3.1 Creating landmark projects 18 5.3.2 Changing users’ attitudes 19 5.3.3 Reporting on GGP 19 5.3.4 Spreading the use of environmentally friendly services 19 5.4 Legal Review 20 5.5 Training and Capacity Building 20 5.6 Communication 21 5.6.1 Information of Procurement Officers 21 5.6.2 Information of Suppliers 21 5.7 Monitoring and Evaluation 22 5.8 Development of the Long-Term Action Plan 23
6 A N N E X E S 2 4 6.1 Timing and Responsibilities 24 6.2 GANTT Chart 25
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ABBREVIATION
EPC Energy Performance Contract EPP Entry Point Project EPU Economic Planning Unit ETP Economic Transformation Programme CIDB Construction Industry Development Board DOA Department of Agriculture GDP Gross Domestic Product GHG Green House Gas GTFS Green Technology Financing Scheme GTP Government Transformation Programme GGP Government Green Procurement IBS Industrialised Building Systems INTAN National Institute of Public Administration/Institut Tadbiran Awam Negara JKR Public Works Department/Jabatan Kerja Raya Malaysia KETTHA Ministry of Energy, Green Technology and Water/Kementerian Tenaga,
Teknologi Hijau dan Air LCC Life Cycle Costing LCC EG Expert Group on Life Cycle Costing LHDN Inland Revenue Board/Lembaga Hasil Dalam Negeri LR EG Legal Review Expert Group MAMPU Malaysian Administrative Modernisation & Management Planning Unit MBS Modified Budgeting System MGTC Malaysia Green Technology Corporation MOF Ministry of Finance MTHPI National Green Technology and Climate Change Council/Majlis Teknologi Hijau
dan Perubahan Iklim Negara MTCC Malaysian Timber Certification Council MTCS Malaysian Timber Certification Scheme NEM New Economic Model NGTP National Green Technology Policy NKEA National Key Economic Area NKRA National Key Result Area NREPAP National Renewable Energy Policy and Action Plan OBB Outcome-Based Budgeting PDRM Royal Malaysian Police/Polis Diraja Malaysia PI Pilot implementers PKK Contractor Service Centre/Pusat Khidmat Kontraktor PP Treasury Circular/Pekeliling Perbendaharaan SALM Malaysia Farm Certification Scheme/Skim Akreditasi Ladang Malaysia SAP Treasury Instruction Letter/Surat Arahan Perbendaharaan SC Steering Committee SCP Sustainable Consumption and Production SIRIM SIRIM Berhad SME Small and Medium Enterprise SOM Malaysia Organic Scheme/Skim Organik Malaysia SPAN National Water Services Commission/Suruhanjaya Perkhidmatan Air Negara SPP Treasury Circular Letter/Surat Pekeliling Perbendaharaan SSPK One Contractor Registration System/Sistem Satu Pendaftaran Kontraktor TI Training Institute TNB Tenaga Nasional Berhad
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VM Value Management WC Working Committee WCSG Sub-groups of the Working Committee WEPLS Water Efficient Product Labelling Scheme 10MP 10th Malaysia Plan 11MP 11th Malaysia Plan
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EXECUTIVE SUMMARY
Government procurement in Malaysia plays a crucial role as a catalyst for socioeconomic
development as it represents about 12-15 percent of GDP and public expenditures are projected to
grow. In this respect, Malaysian government could potentially use its purchasing power to spur the
use of environmentally friendly products and services by participating in the market as purchasers
and at the same time regulate its practices. In the context of Malaysia, government green
procurement (GGP) refers to the acquisition of products, services and work in the public sector that
takes into account environmental criteria and standards to conserve the natural environment and
resources, which minimises and reduces the negative impacts of human activities. The Malaysian
government has acknowledged the importance of GGP and initial steps have been carried out
towards its implementation. The Malaysian government commitments have been outlined in a
number of national policies and GGP-related initiatives.
GGP needs to be introduced in a step-by-step, systematic and efficient way. In order to achieve this,
GGP short-term action plan is being prepared as an initial step towards GGP implementation in
Malaysia.
This document proceeds in six (6) parts. Part 1 introduces the background of GGP and its potential.
Part 2 highlights the present state of the existing policies and initiatives in Malaysia with regards to
GGP whilst Part 3 explains the objectives and expected results of the GGP short-term action plan.
Part 4 provides an overview of GGP short-term action plan in a diagram form and Part 5 goes into
further detail of the activities namely identifying first product groups; establishing life-cycle costing
(LCC) expert group; selecting further GGP initiatives; reviewing existing government procurement
legal framework; conducting training and capacity building; establishing effective monitoring and
evaluation system; and the development of the long-term action plan. Part 6 provides annexes that
show detail activities, responsibilities and time-lines.
This GGP short-term action plan will pave the way towards Malaysia’s long-term GGP strategy to
encourage SCP practices and elevate Malaysia into a high-income developed nation, inclusive and
sustainable by the year 2020.
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1 I N T R O D U C T I O N
Malaysia is currently undergoing a process of fundamental reform as exemplified with the New
Economic Model (NEM), the Economic Transformation Programme (ETP), the Government
Transformation Programme (GTP), the 10th Malaysian Plan (10MP), etc. These and other policies
include efforts to promote sustainable development. This reform process is the perfect opportunity
to pro-actively mainstream policies which will bring about a “switch” to Sustainable Consumption
and Production (SCP) patterns. In this context the Malaysia Government is conducting in the
framework of the project “Sustainable Consumption and Production – Policy Support, Malaysia”
consultations over a period of four years (2012 – 2016) which shall materialise in a comprehensive
National SCP Policy Framework in form of a SCP Blueprint and input to the 11th Malaysia Plan (11MP;
2016-2020), which both shall guide the country over a longer period to achieve sustainability of
industry and consumer patterns and behaviour, i.e. SCP. Government Green Procurement (GGP) is
considered a milestone on this way forward to sustainability.
GGP refers to the acquisition of products, services and work in the public sector that takes into
account environmental criteria and standards to conserve the natural environment and resources,
which minimises and reduces the negative impacts of human activities.1
1.1 Background on Government Green Procurement
As the world faces a multitude of environmental challenges due to the exploitation of natural
resources, climate change, loss of biodiversity, etc. the development of sustainable production and
consumption patterns is of utmost importance. As far back as 1992 the United Nations advised
countries to foster sustainable consumption and production. Ten years later, the World Summit on
Sustainable Development in Johannesburg stressed the importance of a paradigm shift towards a
more sustainable way of life. During last year’s Rio+20 conference the participating parties
emphasised the need for green and sustainable procurement, aiming for the integration of
environmental considerations into public purchasing practices at the state and municipal levels. In
the long run, this progress should foster the promotion of environmental protection and the
emergence of a sustainable society.
At about 12-15 per cent, the Malaysian government’s public spending represents the biggest single
contributor to the nation’s Gross Domestic Product (GDP)2. This high purchasing power of the public
sector marks a powerful instrument for influencing the domestic market. GGP will allow the public
sector to lead by example and fulfil essential policy objectives or pledges like the 40 per cent
reduction in per capita greenhouse gas (GHG) emissions by 2020, based on 2005 levels.
A sincere commitment of the government to green procurement at all levels will also influence the
private sector and support the development of sustainable production processes. Besides the
1 Ministry of Energy, Green Technology and Water (KeTTHA), 2012. Pengenalan Perolehan Hijau Kerajaan Edisi
1. Putrajaya: KeTTHA 2 According to NEM (2010), supplies and services are the key items and they account for about 17% of the total
operating expenditure of the Federal Government.
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encouragement of green production, the demand for sustainable products will be stimulated and in
turn enhance the expansion of the domestic green industry. The government’s market power will
therefore accelerate the shift of producers and consumers towards cleaner technologies and
products. Innovations focusing on the production of more sustainable products will also be
supported. Furthermore, economic long-term benefits will be realised, since decisions are based on
total costs of ownership instead of the initial investment costs. Eventually, both the private and the
public sector will be incentivised to adopt a sustainable lifestyle.
Following the advice of the United Nations, the Malaysian government intends to develop a long-
term GGP action plan. Beforehand, and in addition to already implemented programmes like the
MyHIJAU Procurement initiative, this short-term action plan will provide the basis for GGP
implementation in Malaysia.
1.2 Objectives and Scope of the Short-Term Action Plan
This short-term action plan is being initiated in order to pave the way towards Malaysia’s long-term
GGP strategy. It is designed to embrace the nation’s GGP policy for the second half of 2013 and in
2014. In order to fulfil the vision of entirely sustainable public procurement processes, first initiatives
and pilot projects will be implemented in the next 1½ years.
In order to offer a brief overview, this document starts with a short introduction to the vast potential
inherent in GGP. Next the action plan depicts the current situation in Malaysia with regards to GGP,
illustrating the policy context, the legal situation, developments in government procurement as well
as existing GGP initiatives. Malaysia’s vision in regard to GGP is featured in the third chapter of the
action plan. The plan then deals with short-term objectives and implementation, presenting activities
concerning first product groups and life-cycle costs (LCC), further initiatives, a legal review, training
and communication possibilities, and the development of the long-term action plan. Finally the plan
covers monitoring and evaluation. A synoptic overview is provided on page 11, whilst tables in the
Annex show detail activities, responsibilities and time-lines.
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2 C U R R E N T S I T U A T I O N
2.1 The Policy Context
The Malaysian Government is committed to implementing GGP. It has incorporated policies related
to GGP in various national strategy documents. The ETP, for instance, depicts national key economic
areas (NKEA) which are recognised as drivers of economic activities. Among the twelve NKEAs are
various policies to foster the transition towards green purchasing processes One of the entry point
projects (EPPs) under the ETP is to boost demand for green products and services. The ETP even
proposes that by 2020, up to 50% of certain public sectors purchased products and services should
be eco-labeled.
Further GGP commitment is expressed in the NEM. The overall goal of the new economic approach is
long-term sustainable development. To this end, the NEM states explicitly that a more efficient
procurement process will address long-term economic and social viability as well as environmental
impacts.
The 10MP calls for an improved public procurement process as a key component to increase
innovation in Malaysian companies. It recognises that public procurement can be a strong driver for
green technology. In this context the 10MP highlights the National Green Technology Policy (NGTP),
which was set up to support industries, manufacturers and suppliers offering green products or
services in becoming more environmentally friendly and competitive in the local and global market.
The NGTP fosters GGP introduction by calling for prudent management of natural resources and
environmental conservation in order to achieve higher economic competitiveness and a higher
national standard of living. Hand in hand with the NGTP, the National Renewable Energy Policy and
Action Plan (NREPAP) suggests the strategic use of government procurement to spur renewable
energy generation and industry growth.
The commitment of the Malaysian government to promote green initiatives is also recognised in the
National Innovation Plan and the SME Master plan. The documents stress the importance of public
procurement policies in regards to the development of innovative and sustainable products.
Finally, the necessity of a green economic transformation is reflected in the federal budget. While
between 2010 and 2012 RM 1.5 billion was provided to encourage green technology projects
through the Green Technology Financing Scheme (GTFS), the amount was increased by RM 2 billion
for the period 2013 to 2015.
2.2 The Legal Situation
Although there are no legal requirements specifically addressing GGP, there are several Treasury
instructions that either favour GGP considerations or provide examples for future GGP provisions.
First of all, prudent practices in government procurement are emphasised in various treasury
circulars and directives, such as Treasury Instructions Letter (Surat Arahan Perbendaharaan; SAP),
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dated 17th September 2009; SAP dated 15 July 2009; Treasury Circular (Pekeliling Perbendaharan;
PP) No 2, 2009; Treasury Circular Letter (Surat Pekeliling Perbendahraan; SPP) No 1, 2008; PP No 7,
2008; PP No 9, 2008 and SAP dated 24th April 2008. These circulars and directives have emphasised
that the objective of government procurement is not simply to select the offer with the lowest price,
but to obtain the best value for money. This means that apart from the initial investment, other costs
(including e.g. energy costs) have to be kept in mind.
Best value for money refers to the procurement that yield the best returns for every Malaysian
Ringgit spent in terms of quality, quantity, timeliness, price and source.3
Another SPP that has to be mentioned is SPP No 7, 2008. This letter directs all Malaysian government
agencies to increase the Industrialized Buildings System (IBS) content of their building development
projects to a level not less than 70 per cent of the IBS components. Also, IBS must be incorporated as
part of the contract document.
Apart from reducing excessive reliance on foreign workers and construction time, and lower total
construction costs4, IBS offers valuable advantages such as less wastage, less volume of building
materials, and promote cleaner and neater environment. The basic idea - to impose additional
requirements on the government supplier to achieve policy goals beyond immediate procurement
objectives – holds true for GGP as well.
2.3 Developments in Government Procurement
Several new initiatives have been introduced to improve government budgeting. These initiatives
form good foundation for GGP. On the 24th of May 2011, the Economic Planning Unit (EPU)
implemented the Guide for Value Management Implementation in government projects and
programmes. The objective of the value management (VM) is to achieve value for money for
government projects or programmes (physical and non-physical) costing RM50 million and more.
VM has the purpose of ensuring effective results which includes among others, the optimised use of
resources and ensuring that quality and standards are maintained. The procedure, methodology and
criteria of the project are in line with the needs and meet the current requirements of sustainable
development. The life cycle costing (LCC) constitutes a significant aspect of the considerations.
LCC refers to total estimated cost of an asset throughout its entire life cycle phases which include
the cost for acquisition and ownership. 5
3 Ministry of Finance (MOF). 2010. Malaysian Government Procurement Regime. Putrajaya: Ministry of Finance.
4 Construction Industry Development Board Malaysia (CIDB). 2010. Industrialised Building Systems (IBS)
Roadmap 2003-2010. Kuala Lumpur: CIDB 5 Malaysia’s Public Works Department (JKR). 2012. Garis Panduan Kos Kitaran Hayat (KKH). Kuala Lumpur:
Jabatan Kerja Raya Malaysia
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The Director General of Public Works Department (JKR) has issued the LCC Guidelines on 7 November
2012. The guidelines involve asset (buildings) and infrastructure. The document outlines that the
criteria for approval should take into consideration the total life cycle cost i.e. in acquisition and
ownership approval criteria should commence from planning, the design of the structure,
procurement, construction, award of the contract, approval, management, evaluation, renovation
and improvement, upgrade and the last phase of disposal.
Another initiative is the Outcome Based Budgeting (OBB). The OBB was introduced to improve the
existing Modified Budgeting System (MBS). The OBB is a result-oriented system of budgeting
designed to monitor and measure performance according to the established National Key Result
Areas (NKRAs). The OBB is still in the pilot stage, has been implemented in five government
ministries, and shall be fully implemented in 2015.
The NextGen e-Procurement is an electronic system specifically established to procure goods and
services. It was designed to replace the existing e-Procurement. The system is still being developed
especially to further improve the existing e-Procurement procedures to include some new elements
that have emerged. In this case, there is room to include GGP features. The National E-Tendering
Initiative (NeTI) is an electronic system to procure work. Another initiative is E-Construct, which was
established by the Construction Industry Development Board (CIDB) to assist the construction
industry community in the areas of information technology and communication to enable and
enhance the provision of their services at local and international levels. This system is still in the pilot
stage.
The ePerunding (e-consultant) is an electronic system to engage services of private consultants. Since
2012, all government agencies are increasingly relying on this system.
The Sistem Satu Pendaftaran Kontraktor (SSPK) provides one single point of registration for
contractors. This system of registration applies to contracting work only. The SSPK avoids the
hitherto existing double registration with CIDB and Pusat Khidmat Kontraktor (PKK), meaning that
henceforth one registration with CIDB suffices.
2.4 Initial Government Initiatives towards GGP
A number of GGP-related initiatives have already taken place in Malaysia and the first set of activities
started more than 10 years ago.
In 2002, the Malaysian Farm Certification Scheme for Good Agriculture (SALM) and Malaysia Organic
Scheme (SOM) were launched by the Department of Agriculture (DOA). This was followed by the
SIRIM Eco Labelling Scheme which was launched by SIRIM QAS International Sdn. Bhd. in 2004. The
Malaysian Timber Certification Scheme (MTCS) introduced by the Malaysian Timber Certification
Council (MTCC) in 2005 was followed by the Energy Rating Label Scheme introduced in 2006 by the
Energy Commission.
Another initiative to be mentioned is enforced IBS for government buildings in 2008 (cf. Chapter 2.2)
which reduces noise, traffic and waste.
In August 2010, the Malaysian Administrative Modernization and Management Planning Unit
(MAMPU) issued Green ICT guidelines in order to introduce Green ICT in the public sector. The
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guidelines require low energy consumption, minimal use of toxic material and some other
environmentally related product features for ICT products procured under the guidelines.
The Green Lane Policy was launched by Ministry of Finance (MOF) in June 2011 in order to develop
local industries’ capacity. Under this policy, innovative and viable SMEs shall be identified to benefit
from various incentives, including funding (easy loans), tax incentives, and government procurement.
In the same year the Ministry of Energy, Green Technology and Water (KeTTHA) has upgraded the
SIRIM Eco Labelling Scheme as the National Eco Labelling Scheme. This was to give a bigger boost to
the efforts taken, since it is now Ministry led.
Meanwhile in 2012, Standards Malaysia launched the Eco Label Accreditation Scheme for
Certification Bodies which defines accreditation based on MS ISO/IEC 17011:2011. The Accreditation
is to enable industries to make credible claims on the environmental attributes of their products;
provide independent verification on the accuracy of ‘Environmental Claims on products’; and
educate and create awareness among consumers, businesses and manufacturers on
environmentally-friendly products and services.
Most notably however, are various actions which are now integrated into one overarching
programme which was approved by the National Green Technology and Climate Change Council
(MTHPI): MyHIJAU. The MyHIJAU programme comprises four sub-programs, namely:
i. MyHIJAU Labelling
Several action plans and activities are being planned to establish a coordinated monitoring
system for green labelling schemes. The various labelling activities undertaken in the past
provide a good basis for product specifications to be used in GGP.
ii. MyHIJAU Procurement
It is an initiative towards the development of green procurement in Malaysia, especially
towards implementation of GGP. Past activities in this realm included several workshops on
GGP as well as the development of brochures and further promotional materials of raising
awareness. An introductory book on GGP was also published to increase awareness and
knowledge among government officers, suppliers, consumers and the public on the basic
knowledge regarding green procurement.
iii. MyHIJAU Directory
An online single point of reference for green products and services was developed to
maintain a database that includes information on green products and services in Malaysia.
The database acts as a source of reference for consumers and buyers to get products and
services that fulfil specific environmental criteria.
iv. MyHIJAU Industry and SME
This component aims to promote local entrepreneurs and enterprises that produce green
products and services. It includes encouragement, guidance and advisory services,
development of training modules and sessions, provision of government incentives and
financial assistance as well as increased local and international green marketing. The
component strengthens local supply for GGP.
KeTTHA and the Malaysian Green Technology Corporation (MGTC) will act as coordinator and focal
point agencies respectively for implementing MyHIJAU Programme as mandated by MTHPI.
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Recently, National Water Services Commission (SPAN) had launched Water Efficient Product
Labelling Scheme (WEPLS) in support of GGP.
Apart from the above mentioned initiatives various Ministries and Government agencies have
already adopted GGP for different products and services, e.g. buying recycling paper, promoting
waste reduction in connection with catering services, taking into account energy efficiency in building
construction or introducing Energy Performance Contracts (EPC). The various initiatives
demonstrated the viability of GGP. However, they also highlighted the need for a systematic and
structured approach as embodied in this short-term action plan.
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3 O B J E C T I V E S A N D R E S U L T S
3.1 Objectives
GGP is an integral part of efforts to elevate Malaysia into a high-income developed nation. GGP will
support the development of a green economy. The encouragement of national sustainable
consumption and production patterns will improve Malaysia’s global competitiveness and at the
same time will increase employment and business opportunities. GGP will be an engine for
innovation and a crucial instrument to create market entrance opportunities for new green
Malaysian products and services.
The government will ensure on the basis of continuing action plans, that GGP is introduced in a step-
by-step, systematic and efficient way. By 2020 GGP will be implemented at all levels of government
procurement - national, regional and local - and within all government agencies. By then, GGP will be
a central pillar of government procurement policy and Malaysia will be a forerunner for GGP in
Southeast Asia.
3.2 Expected Results
The implementation of the GGP short term action plan is based on specific expected results. The
short term expected results will clear the path for the long term vision and provide general guidance.
The expected results are:
1. At least 2 product groups are identified and pilot implementation of GGP for these product
groups is initiated.
2. LCC adoption is strengthened and systematically implemented.
3. At least 2 further initiatives to support GGP in the pilot phase are identified.
4. Current government procurement law and regulations are reviewed and obstacles towards the
implementation of GGP are identified.
5. Capacity building on GGP to guarantee the success of the pilot phase started and basis for the
long term implementation is established.
6. Communication campaign to inform procurement officers and government suppliers on the
stepwise introduction of GGP are carried out.
7. The efforts of the pilot phase are monitored and evaluated, and effective evaluation mechanism
for the long term is established.
8. Long term action plan based on the experiences gained in the pilot phase is drafted.
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4 O V E R V I E W O F G G P S H O R T - T E R M A C T I O N P L A N
At least 2 product groups identified and pilot implementation of GGP for these product groups started.
Life Cycle Costing adoption strengthened and systematic implemented.
At least 2 further initiatives to support GGP in the pilot phase identified.
Current government procurement law and regulations have been reviewed and obstacles towards the implementation of GGP have been identified.
Capacity building on GGP to guarantee the success of the pilot phase started and basis for the long term implementation established.
Communication campaign to inform procurement officers and government suppliers on the stepwise introduction of GGP carried out.
The efforts of the pilot phase have been monitored and evaluated, and evaluation
mechanism for the long term has been established.
Long term action plan based on the experiences gained in the pilot project
OV
ERA
LL O
BJE
CTI
VES
HIGH-INCOME DEVELOPED NATION, INCLUSIVE AND SUSTAINABLE
Identify first product group
GGP SHORT-TERM ACTION PLAN
EXP
ECTE
D R
ESU
LTS
AC
TIV
ITIE
S
Malaysia as a forerunner for GGP in Southeast Asia
GGP elevates Malaysia into a high income developed nation
GGP encourages national sustainable consumption and production patterns and supports green economy
GGP improves Malaysia’s global competitiveness and increases employment and business opportunities
GGP encourages innovation and creates market entrance opportunities for Malaysian green products and services
GGP is a central pillar of government procurement policy
GGP is implemented at all levels of government procurement - national, regional and local - and within all government agencies
GGP ensures sustainable supply of products and services, and promotes value for money practices
At least 2 product groups are identified and pilot implementations of GGP for these product groups are initiated.
LCC adoption is strengthened and systematically implemented.
At least 2 further initiatives to support GGP in the pilot phase are identified.
Current government procurement law and regulations are reviewed and obstacles towards the implementation of GGP are identified.
Capacity building on GGP to guarantee the success of the pilot phase started and basis for the long term implementation is established.
Communication campaign to inform procurement officers and government suppliers on the stepwise introduction of GGP are carried out.
The efforts of the pilot phase are monitored and evaluated, and effective evaluation mechanism for the long term is established.
Long term action plan based on the experiences gained in the pilot phase is drafted
OV
ERA
LL OB
JECTIV
ES EX
PEC
TED R
ESULTS
AC
TIVITIES
Establish expert group on LCC
Select further GGP initiatives
Review of government procurement legal framework
Conduct training and capacity building
Conduct communication campaign
Establish monitoring and evaluation system
Develop long-term GGP action plan
GGP LONG-TERM GOALS
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5 A C T I V I T I E S
5.1 First Product Groups
Though GGP can be implemented in various ways, the application of environmental criteria for
specific product groups constitutes the core of every green procurement strategy.
One of the main purposes of the short-term action plan on GGP as outlined in Chapter 4, is the
selection of first product groups and the pilot implementation of GGP for these product groups. The
key activities necessary for this purpose are:
5 . 1 . 1 P r e - s e l e c t i o n o f a p p r o p r i a t e p r o d u c t g r o u p s
Past activities of KeTTHA and MGTC in the field of eco-labelling, as well as activities towards
eco-labelling and green certification by other players, have already indicated a number of
potential product groups that might be selected for pilot implementation. These product
groups include lighting, ICT equipment, furniture, building materials, construction services,
cleaning services, hotel services etc6. Other internationally widespread product categories for
GGP might also be taken into account.
5 . 1 . 2 F i n a l s e l e c t i o n o f t h e p i l o t p r o d u c t g r o u p s
The final selection of at least 2 product groups needs to take into account supply and demand
factors, and product specification information.
5.1.2.1 Market analysis
In order to ensure that sufficient local supply exists for the selected product categories,
meaning that GGP does not lead to increase importation of foreign products, a good overview
is needed on the ability of local producers to supply green products and services. This
information will be obtained in various ways as follows:
i. Market research currently conducted by SIRIM commissioned by KeTTHA on the
manufacturing sector to evaluate the supply-side;
ii. Market research by a consultant appointed by MGTC to look on the demand for green
products and services from the demand side (consumer perspectives).
iii. A short review of the activities already carried out with respect to eco-labelling,
identification of green suppliers and the information gathered from these activities (cf.
Chapter 2.4)
iv. Discussions or workshops with business associations (if needed)
6 Some of the findings from market research in the manufacturing sector conducted by the SIRIM
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v. Pilot tenders (if needed)
5.1.2.2 Expenditure analysis
In order to achieve substantial progress on GGP, product groups should be selected based on
widely consumed products in the public sector. The necessary data could be obtained from e-
procurement system to make sure that this consideration can be taken into account while
identifying the final product groups.
5.1.2.3 Determination of the criteria for selection of product groups
The selection criteria for the determination of the final product groups should reflect both the
long-term objectives laid out in the vision of GGP in Malaysia (cf. Chapter 3) and the short-
term objectives outlined in Chapter 4. Economic criteria (realising cost savings, supporting the
local economy, fostering innovation, etc.), environmental criteria (improving the local
environment, supporting environmental objectives, such as greenhouse gas targets, etc.), and
practical considerations (ease of installation of the appropriate procedures, etc.) will be taken
into account.
5 . 1 . 3 S e l e c t i o n o f p i l o t i m p l e m e n t e r s
Based on pre-existing experiences, know-how, active interest, and practical considerations
(especially sufficient demand for the selected product groups), at least two Ministries or
Government agencies will be selected as pilot implementers. Potential pilot implementers
include KeTTHA, Royal Malaysian Police (PDRM), Tenaga Nasional Berhad (TNB), Inland
Revenue Board (LHDN), etc.
5 . 1 . 4 T a r g e t s e t t i n g
Once the product groups and the pilot implementers have been identified, targets will be
established with respect to the amount of green procurement to be achieved. The targets will
be result oriented.
5 . 1 . 5 E l a b o r a t i o n o f t h e p r o d u c t c r i t e r i a
Environmental criteria will be elaborated upon for each pilot product group. If appropriate,
both core environmental criteria as well as comprehensive environmental criteria will be
developed. The criteria development will take into account the various steps of tendering
process.
5 . 1 . 6 E l a b o r a t i o n o f g u i d e l i n e s a n d t o o l s
The criteria need to be translated into the tendering documents. Guidelines and tools for the
procurement officers will be developed for this purpose. The legal review (cf. Chapter 5.4) will
make sure that the new tendering documents meet all legal requirements.
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5 . 1 . 7 O p e r a t i o n a l s t a r t
The first call for tenders will be issued based on the criteria established beforehand. This
activity will be accompanied by training of the procurement officers and appropriate
communication activities (cf. Chapter 5.4 and 5.5). The outcome will be regularly monitored
(cf. Chapter 6).
5.2 Expert Group on Life Cycle Cost (LCC)
Environmentally friendly goods are often characterised by less energy and resource consumption
during their usage, which leads to reduced operational costs. These goods often always have a longer
lifespan and reduced disposal costs. While maintenance, operational costs and disposal costs are
usually lower for environmentally friendly goods, initial investment is higher in many cases.
Procurement decisions taken on the basis of the cheapest price therefore risk the systematic
exclusion of environmentally friendly options. Moreover, they also increase the long-term budgetary
burden and run counter to efforts to maximise value for money.
A number of initiatives have already taken place to improve cost calculations in procurement
decisions. Depending on the procurement entity, product groups and the size of the investment,
some costs components of maintenance, operational, and disposal costs are already taken into
account. However, general application of LCC remains a challenge.
For this reason an expert group will be set up to investigate the following items and to identify
recommendations for improvement.
5 . 2 . 1 E n e r g y p r i c e s
While energy costs (as part of maintenance costs) are sometimes included in procurement
decisions, the basis of the cost calculations needs to be reconsidered. Current energy prices
are heavily subsidised by the government. Cost calculations that do not exclude these
subsidies lead to wrong economic decisions and favour goods and services with high energy
consumption.
5 . 2 . 2 E x t e r n a l c o s t s
Environmentally unfriendly goods and services cause various negative effects, which have to
be borne by the public. Noise pollution, air pollution, water pollution, soil pollution,
degradation of biodiversity, etc. not only reduce the well-being of the affected citizens, but
also lead to additional costs for the government. Though cost calculations of these effects are
difficult, a complete disregard of such costs inevitably leads to procurement decisions that are
both economically unwise and environmentally unfriendly.
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5 . 2 . 3 S y s t e m a t i c a p p l i c a t i o n o f L C C
MOF has already strengthened the application of LCC in various fields of government
procurement. A number of initiatives are underway to further such cost calculations. Still,
various fields remain where LCC is not required. The expert group should therefore determine
the current state of LCC requirements while also planning for the future and identifying gaps
where LCC will be required either in full or part.
5 . 2 . 4 R e o r g a n i s a t i o n o f r e s p o n s i b i l i t i e s
Wherever responsibilities for initial and lifespan costs (maintenance, operational and disposal
costs) are split there is an increased risk of inappropriate procurement decisions. The expert
group will identify cases of split responsibilities and recommend actions to be taken if
necessary.
5 . 2 . 5 I m p r o v e m e n t o f t o o l s f o r L C C
In order to apply LCC, procurement officers need specific tools and instruments. The expert
group should identify tools and instruments that are missing and where improvement of
already existing instruments is needed.
5 . 2 . 6 I m p l e m e n t a t i o n
Though the application of LCC is already required to some extent, recent research indicates
that few procurement officers are aware of this fact. The expert group will identify any
obstacles in implementing LCC and identify recommendations to achieve full application of the
principle in practice.
Based on the findings of the expert group additional initiatives in the field of LCC will be decided.
5.3 Selection of Further Initiatives
For obvious reasons, GGP is usually focused on a product specific approach. However, the example of
the expert group on LCC demonstrates that the introduction of GGP can also be carried forward
through cross-cutting initiatives. There are a number of possible approaches:
5 . 3 . 1 C r e a t i n g l a n d m a r k p r o j e c t s
Providing a comprehensive example for green purchasing as a pilot project can serve as a
valuable entry point for GGP in Malaysia. A landmark project can widely demonstrate the
viability of the concept of GGP while also yielding further experiences. One potential starting
point could be the green schools initiative, which can be expanded upon in the future. A pilot
project could include one or two schools applying a comprehensive green strategy and
purchasing only environmentally friendly products and services. The pilot schools would serve
as positive examples that lead to learning by other schools and institutions in the educational
19
sector. Alternatively, landmark projects on GGP could also be run with such programmes as
Green Campus or Green Hospitals.
5 . 3 . 2 C h a n g i n g u s e r s ’ a t t i t u d e s
The biggest savings on energy and resource consumption do not come from environmentally
friendly goods, but from those goods that are not bought at all. Slight changes in behaviour,
such as closing doors where air conditioning is running, switching off the lights, using public
transport, etc. can substantially reduce procurement costs and environmental impacts. Yet,
such issues are not traditionally regarded as part of procurement policy. The application of a
comprehensive GGP scheme, however, should also lead to reconsiderations of the framework
within which procurement is operating. Influencing the attitudes of the users of publicly
procured goods and services is one of the most important parts of the picture. Key pilot
actions focussing on the environmental friendly and cost saving behaviour of public officers
could be developed from experiences within the Ministry of Natural Resource and
Environment.
5 . 3 . 3 R e p o r t i n g o n G G P
Usually reporting is seen as a control instrument. Yet, reporting can also have the positive
effect of enhanced oversight and increased awareness of problems within the reporting
institution itself. Because reporting requires data collection and analysis, reporting often
prompts institutions to develop a sense of underlying problems that they had not noticed
before. Reporting also provides a means of comparison with other institutions, especially if
some kind of benchmarking is possible. Reporting on the impacts of procurement might
therefore be one tool to enhance the pre-conditions for GGP. Therefore, one further approach
to GGP is probably in the setting up an appropriate reporting system. One possible starting
point could be the intention of Ministry of Natural Resource and Environment to set up a
carbon reporting and management system that would include public institutions as well. Other
possible starting points might exist too.
5 . 3 . 4 S p r e a d i n g t h e u s e o f e n v i r o n m e n t a l l y f r i e n d l y s e r v i c e s
Yet another approach for fostering GGP is to strengthen the use of particular environmentally
friendly services. One possible approach in this field could be, for example, to expand the use
of energy performance contracts. An initiative could be launched to systematise and facilitate
the introduction of energy performance contracts. Other types of similar service contracts
could also be taken into account.
The examples mentioned above demonstrate the leeway for further initiatives on GGP. Part of the
pilot phase will be to systematically identify such approaches based on existing experiences of the
various Government ministries and on further international experiences. After the collection of
possible approaches a selection will be made based on a set of criteria (costs, possible impacts,
potential for dissemination, etc.) and a decision will be taken concerning which approach shall
become part of the short-term action plan programme.
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5.4 Legal Review
GGP cannot be implemented when the legal framework impedes the application of the concept.
Research from other countries demonstrates that the legal framework plays a vital role for the
successful functioning of GGP. One of the most important tasks of the pilot phase is therefore a
thorough legal review.
The legal review must cover several aspects. First, the review must accompany the various pilot
activities. All pilot activities must clearly follow current law. Any uncertainties will be clarified in
advance. All circulars or other types of instructions to be published as part of the pilot phase on GGP
will undergo a legal check.
Second, the legal review will serve to prepare the long-term action plan. In coordination with the
development of the long-term action plan (cf. Chapter 5.7); the legal review will identify all areas
where legal revisions will be necessary in order to allow for a successful, widespread implementation
of GGP in Malaysia.
Important questions that will be taken into account in the legal review (both in regard to the
implementation of GGP over the short-term and the longer term) include:
i. The relation of Bumiputera policies and GGP
ii. Preferential purchasing from local suppliers of green products
iii. Importation of green products, should similar products not exist locally
iv. Role of governmental agencies in implementing green purchasing
v. Reporting on GGP
5.5 Training and Capacity Building
The various pilot activities, especially the activities mentioned in chapter 5.1, need to be
accompanied by appropriate training activities. Experiences from other countries show clearly that a
lack of environmental knowledge, as well as insecurity in applying GGP procedures and tools, are
major obstacles to the introduction of GGP.
The specific training needs will be identified in order to develop a training programme. An able
institution will also be selected to carry out the trainings, e.g. the National Institute of Public
Administration (INTAN). If possible, the same institution will also be responsible for trainings under
the long-term national action plan on GGP.
Taking account of already existing materials (cf. Chapter 3.4) and making use of training guidelines
from other countries’, training materials will be developed for the pilot cases. The first training
workshops might also include foreign experts as trainers.
Further initiatives on knowledge development will support the training activities. An internet
platform will inform procurement officers on the principles of GGP and provide them with answers to
upcoming questions (FAQ section).
Additionally, an exchange forum will be set up to provide an opportunity for communication amongst
early adopters and forerunners of GGP. The GGP exchange forum will be part of the e-procurement
system and allow for an internet-based exchange for those procurement officers who are particularly
interested in GGP. Workshops on GGP that allow discussion on first experiences and might include
outside expertise will strengthen the cooperation of the participants of the exchange platform. The
21
exchange platform will not only enhance the capacities of procurement officers but also provide new
ideas on how to move forward with GGP (and thus contribute to the development of the long term
action plan - cf. Chapter 5.7). Finally, the platform will also serve to spread the idea of GGP from
within the procurement community.
Apart from providing the necessary know-how to procurement officers and the pilot implementing
organisations, the training workshops and other capacity building initiatives serve to broaden GGP
training experiences. These experiences are important for the development of a larger Capacity
Building Programme after the pilot phase. This Capacity Building Programme is needed to ensure
that procurement officers gain the necessary knowledge and skills prior to the widespread
implementation of GGP.
5.6 Communication
5 . 6 . 1 I n f o r m a t i o n o f P r o c u r e m e n t O f f i c e r s
Though the widespread application of GGP will take place only at a later stage, a successful
implementation of GGP requires early communication. To some extent, GGP does constitute a
cultural shift in public procurement. Such a shift needs time and well thought out preparation.
A long term communication strategy is of high importance to assure the buy-in of procurement
officers. The procurement officers need to understand the new approach and the reasons
behind it and they need to know in time what consequences GGP will have on their daily work.
Various activities on general awareness enhancement are already underway (cf. Chapter 2.4).
Within the pilot phase these activities shall continue, following a systematic approach. Thus, a
short communication plan (which will also include communication activities with respect to the
supply-side – cf. Chapter 5.6.2) will be set up. The communication plan will specify specific
target groups and messages to be conveyed. All communication initiatives will focus on easy-
to-understand information. The communication plan will also specify how messages should be
transported. Existing communication instruments and forums for the public procurement
community will be employed. The awareness enhancement materials that have been
produced will provide a valuable basis for further communication activities.
5 . 6 . 2 I n f o r m a t i o n o f S u p p l i e r s
The other important stakeholder group that needs to be addressed through awareness raising
activities is the government suppliers. Communication activities should be extended to them
for two reasons: first, potential opposition by business to the introduction of GGP will be
lessened if suppliers are informed on how GGP works and how it will be launched. Companies
will then be able to adapt over time if they know in advance that they will be required to
supply green products in increasing quantities. That will enlarge supply and diminish the costs
for GGP. At the same time it drives innovation and heightened restructuring towards a green
economy – both parts of the objectives of GGP in Malaysia.
Supply side information activities will take place in cooperation with business associations.
Upholding the two reasons for supplier information mentioned above, the communication
activities will a) target the business community in general and present broadly the planned
22
GGP activities, and b) target those sectors where GGP is about to start in practice or is already
under way; thus informing such sectors about the expectations on green products, the current
and future targets (i.e. the rising demand for such products) and the business opportunities
connected with the growing demand for green products.
The communication activities targeting the supply side will be part of a communication plan (see
above). The activities will be closely linked with promotion activities within MyHIJAU, industry and
SMEs.
5.7 Monitoring and Evaluation
The basic motivation behind monitoring of GGP should not be to determine exactly the degree of its
success or failure, but to learn about reasons for any problems and options for improvement. In
introducing GGP, it is of utmost importance to realise that even the best planning cannot escape
mistakes. It is therefore important to be able to overcome these mistakes as quickly and as efficiently
as possible.
International experience shows that appropriate monitoring and evaluation of GGP policies is one of
the most challenging tasks. Though many countries have adopted GGP targets, few countries have
set up appropriate monitoring systems. A primary focus on the introduction of GGP and practical
problems in monitoring cause these deficiencies. To avoid similar problems, the short-term action
plan needs to place focus right from the beginning on developing good monitoring systems and
evaluation procedures.
Monitoring and evaluation during the pilot phase will serve a dual purpose: on one hand, monitoring
has to make sure that the pilot action plan is implemented correctly and that it provides the basis for
further short-term decisions made by the steering committee. While on the other hand, monitoring
and evaluation must provide essential information for the development of the long-term action plan
(cf. Chapter 5.8).
As a result of these different objectives, several monitoring and evaluation activities will be part of
the pilot phase:
i. All implemented activities (cf. Chapter 5) must be monitored closely. Any problems
encountered when setting up the planned procedures and any problems in obtaining the
desired results will be noted and analysed. The results of the various activities will be reported
to the steering committee on a regular basis.
ii. Particular attention will be paid to the development of a monitoring system for green
procurement of selected product categories among pioneer implementers. Based on a
systematic analysis of the existing pre-conditions, a decision will be taken on which kind of
monitoring system (procedural and outcome oriented) can be established. The analysis will
take into account data availability as well as other practical considerations. At the same time,
the analysis will reflect the economic, social, and environmental objectives related to GGP in
Malaysia.
iii. A separate, yet closely connected activity is the development of a long-term monitoring and
evaluation strategy that will accompany the introduction of the long-term action plan.
Experiences with and within the pilot implementing agencies will support the development of
this strategy. As it already holds true for the pilot phase, it will be important to make use of
existing data and procedures. Thus, the future monitoring system will be well integrated into
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the Government Procurement Information System (GPIS). Furthermore, it needs to be
connected to the new SCP monitoring system that is currently under development.
5.8 Development of the Long-Term Action Plan
The short-term action plan covers only an initial pilot phase. The roll-out of a broad scale GGP will
take place after the successful completion of this pilot phase. To secure a smooth transition from the
pilot phase, the roll-out of the long-term action plan will be conceptualised parallel with the pilot
activities. The long-term action plan will be based on the experiences gathered during the pilot
phase. That includes not only the experiences directly related to procurement activities but also the
experiences across the supporting initiatives (training, communication, etc.). The long-term action
plan will describe in detail all steps necessary to proceed towards the vision of GGP in Malaysia as
spelled out in Chapter 3. The long-term action plan will cover a period of 3 – 5 years.
The plan will describe the expansion of GGP towards other Government ministries and agencies, the
inclusion of other levels of Government, and the introduction of GGP more product and service
categories. The long-term action plan will also delineate which awareness enhancement and capacity
building efforts are needed.
Apart from a thorough evaluation of the pilot phase, further research will be necessary to develop
the long-term action plan. Most important are the results of the legal review (cf. Chapter 5.4) and a
thorough examination of all markets where GGP shall come into play in future.
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6 A N N E X E S
6.1 Timing and Responsibilities
Activity (see Chapter 5)
Timing Responsibility
1. First product groups 6/13 onwards WC
1.1. Pre-selection of appropriate product groups 6/13 WCSG
1.2 Final selection of the pilot product-groups 6-7/13 WC, WCSG
1.2.1 Market analysis 6-7/13 WCSG
1.2.2 Expenditure analysis 7/13 WCSG
1.2.3 Determination of selection criteria 6-7/13 WCSG
1.3 Selection of pilot implementers 7-8/13 WC
1.4 Target setting 8/13 WC, PI
1.5 Elaboration of the product criteria 9-10/13 WCSG
1.6 Elaboration of guidelines and tools 10-12/13 WCSG
1.7 Operational Start 1/13 onwards PI, WCSG
2. Application of LCC 7/13 onwards WC, LCC EG
2.1 Formation of an expert group 7-8/13 WC
2.2 Analysis and recommendations 9/13-6/14 LCC EG
2.3 Next steps on LCC 7/14 onwards LCC EG
3. Selection of further Initiatives 7/13 onwards
3.1 Identification of interesting approaches 7/13-8/13 WC
3.2 Selection of further initiatives 9/13 WC, SC
3.3 Implementation of further approaches 10/13 onwards WCSG
4. Legal review 7/13-3/14 WC, LR EG
4.1 Review concerning pilot activities 7/13 – 12/13 LR EG
4.2 Review concerning future obstacles for GGP 9/13 – 3/14 LR EG
5. Training and capacity building 7/13 onwards WC, TI
5.1 Selection of training institution 7-8/13 WC
5.2 Development of training programme/material 9-11/13 TI, WCSG
5.3 Execution of training programme 12/13 onwards TI
5.4 Development of an information platform 10/13-3/14 WC, WCSG
5.5 Set up an exchange forum 9/13 onwards WC, WCSG
6. Communication 8/13 onwards WC
6.1 Development of a communication plan 8/13-9/13 WCSG
6.2 Information for procurement officers 10/13 onwards WCSG
6.3 Information for suppliers 10/13 onwards WCSG
7. Monitoring and Evaluation 7/13 onwards SC, WC
7.1 Monitoring of short term action plan 7/13 onwards SC, WC
7.2 Monitoring system for first product groups 11/13 onwards WCSG, PI
7.3 Development of long term monitoring system 1/14 onwards WCSG
8. Drafting the long term action plan 3/14-9/14 WC, SC
8.1 Creation of first draft 3-6/14 WC, SC
8.2 Creation of second draft 7-8/14 WC, SC
8.3 Final long term action plan 9/14 WC, SC
Sustainable Consumption and Production - Malaysia
25
6.2 GANTT Chart
Activity Responsibility Jun-13
Jul-13
Aug-13
Sep-13
Oct-13
Nov-13
Dec-13
Jan-14
Mar-14
Mar-14
Apr-14
May-14
Jun-14
Jul-14
Aug-14
Sep-14
Oct-14
Nov-14
Dec-14
1. First product groups
WC x x x x x x
1.1. Pre-selection of appropriate product groups
WCSG x x
1.2 Final selection of the pilot product-groups
WC, WCSG x x
1..2.1 Market analysis
WCSG x x
1..2.2 Expenditure analysis
WCSG x
1.2.3 Determination of selection criteria
WCSG x x
1.3 Selection of pilot implementers
WC x x
1.4 Target setting WC, PI x
1.5 Elaboration of the product criteria
WCSG x x
1.6 Elaboration of guidelines and tools
WCSG x x x
1.7 Operational Start PI, WCSG x x x x x x x
2. Application of LCC WC, LCC EG x x x x x x
2.1 Formation of an expert group
WC x x
2.2 Analysis and recommendations
LCC EG x x x x x x x x x x
2.3 Next steps on LCC LCC EG x x x x x x
Sustainable Consumption and Production - Malaysia
26
Activity Responsibility Jun-13
Jul-13
Aug-13
Sep-13
Oct-13
Nov-13
Dec-13
Jan-14
Mar-14
Mar-14
Apr-14
May-14
Jun-14
Jul-14
Aug-14
Sep-14
Oct-14
Nov-14
Dec-14
3. Selection of further Initiatives
x x x x x x
3.1 Identification of interesting approaches
WC x x
3.2 Selection of further initiatives
WC, SC x
3.3 Implementation of further approaches
WCSG x x x
4. Legal review WC, LR EG x x x x x x x x
4.1 Review concerning pilot activities
LR EG x x x x x x x x x x x x x x x x x x
4.2 Review concerning future obstacles for GGP
LR EG x x x x x x
5. Training and capacity building
WC, TI x x x x x x x x x x x x x x x x x x
5.1 Selection of training institution
WC x x
5.2 Development of training programme/material
TI, WCSG x x x
5.3 Execution of training programme
TI x x x x x x x x x x x x x
5.4 Development of an information platform
WC, WCSG x x x x x x
5.5 Set up an exchange forum
WC, WCSG x x x x x x x x x x x x x x x x
6. Communication WC x x x x x x x x x x x x x x x x x
6.1 Development of a communication plan
WCSG x x
6.2 Information for procurement officers
WCSG x x x x x x x x x x x x x x x
Sustainable Consumption and Production - Malaysia
27
Activity Responsibility Jun-13
Jul-13
Aug-13
Sep-13
Oct-13
Nov-13
Dec-13
Jan-14
Mar-14
Mar-14
Apr-14
May-14
Jun-14
Jul-14
Aug-14
Sep-14
Oct-14
Nov-14
Dec-14
6.3 Information for suppliers
WCSG x x x x x x x x x x x x x x x
7. Monitoring and Evaluation
SC, WC x x x x x x x x x x x x x x x x x x
7.1 Monitoring of short term action plan
SC, WC x x x x x x x x x x x x x x x x x x
7.2 Monitoring system for first product groups
WCSG, PI x x x x x x x x x x x x x x
7.3 Development of long term monitoring system
WCSG x x x x x x x x x x x x
8. Drafting the long term action plan
WC, SC x x x x x x x
8.1 Creation of first draft
WC, SC x x x x
8.2 Creation of second draft
WC, SC x x
8.3 Final long term action plan
WC, SC x