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.

2

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

3

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

4

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

5

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.

6

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.

7

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.

8

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),

9

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

10

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

11

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.

12

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.

13

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.

14

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

15

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

16

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.

17

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.

18

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.

20

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

23

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.

24

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