Community representatives

Baseline Analysis Tool

Baseline Analysis Tool
Tool

A[PB1] viable baseline of industrial parks is an essential prerequisite for planning and implementation of any retrofitting or upgrading measures related to sustainable and/or climate resilient industrial areas.

The baseline information is required:

  • to identify hot-spots for action;

  • to document the evolution of the indicators of the measures / the project and provide pieces of evidence of progress and achievements;

  • to provide information for new policies and support the monitoring of the sector.

 

The baseline analysis tool serves as a guideline for this process and provides the information required. The baseline analysis focuses on the industrial park and the relevant authority as core area while for some specific issues the neighbouring communities as well as environmental officers or environmental authorities are to be included.

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© GIZ

© GIZ

Main features and components

The baseline analysis tool comprises between 6 and 8 main steps designed to:

  • Create adequate working and communication structures

  • Get the relevant stakeholders on board and provide them with basic information on the EID project

  • Acquire and interpret information and data on industrial parks and on their relationship with the main actors of the industrial sectors (public authorities, single companies)

  • Develop a preliminary strategy

  • Discuss, revise and decide the strategy together with the stakeholders in a participatory approach

  • Design a work plan (and eventually establish an EID-team)

  • Create a strategy for the partner, to continue to use the baseline for his own strategy

 

Implementation / work steps

The baseline analysis tool comprises between 6 and 8 main steps:

  • Definition of the scope of the baseline analysis with the partner

  • Information of stakeholders

  • Training of the interviewer

  • Data collection

  • Assessment and consolidation

  • Dispersion and publication of the main results

  • Consultation of stakeholders

  • First Work Plan

Requirements

  • Companies submit self-monitoring reports to the environmental authority and the administration of the Industrial Area

  • Self-monitoring reports are accessible

  • The tool can be adapted to other frameworks and conditions, if self-monitoring reports of companies or equal data sources are not available

Lessons learnt

Positive driving factors identified during the application of the tool by PEZA (Philippines Economic Zone Authority) are:

  • Strong local implementing structure and industrial associations

  • Engaged administration of the Industrial Area

  • Comprehensive strategy and baseline data available

  • Stakeholders involved

Obstacles hampering implementation:

  • No or only few data already fed into database

  • Inconsistent Self-Monitoring Reports of companies

  • Self-monitoring reports of companies not regularly submitted

Output

  • Eco-Zone Profile (General information, local PEZA structure, characterization of key actors, EID-profile Eco-Zone, EID- Profile locators
  • Outline of EID-strategy (priority fields for action, gap assessment)
  • Tentative work plan and project team

Characteristics

Phase of intervention
Introducing SIA, Analysis, Designing SIA, Operating SIA, Climate change

Level of intervention
Company, Park management

Target groups
Community representatives, Companies, SME, Industrial area management and operator, Municipalities

Countries
Philippines

Regions
Asia

GIZ project
Developing a Management Approach for Eco-Industrial Development in Philippine Economic Zones

Duration
Approx. 6 months depending on data availability

Complexity
medium

Wastewater management in industrial parks

Wastewater management in industrial parks
Best Practice Example

Common effluent collection and treatment systems in industrial parks are often either not existing, dysfunctional or not functioning properly in many developing countries. The causes are diverse and must be thoroughly examined from case to case.

The tool includes case studies, best practice examples and management manuals elaborated by GIZ and KfW projects in various Asian countries.

© GIZ

© GIZ

Main features and components

The tool presents experiences from four Asian countries:

India

Under the Water (Prevention and Control of Pollution) Act of India, 1974, every industry must provide adequate treatment of its effluents before disposal, irrespective of whether it is discharged to river, land, sewerage system or sea. The Common Effluent Treatment Plants (CETP) are considered a viable treatment solution for collective treatment of effluents, from small and medium scale industries particularly. CETPs could potentially help in achieving treatment of combined wastewater from various industries at lower unit costs and help facilitating better compliance and monitoring according to standards. However, there are several challenges associated with CETPs. As per a report of the Central Pollution Control Board (2005), less than 7% of CETPs in India is complying with wastewater discharge standards.

The GIZ technical cooperation programme/project IGEP/SEIP supports pilot projects demonstrating financially sustainable solutions for waste water treatment in selected industrial areas through CETPs. The solutions focus on technical, business and management issues for successful operation of CETPs. The pilot activities are focused in the states of Andhra Pradesh, Telangana and Gujarat. The experiences of the pilot examples are documented, and their actual replication is targeted in different industrial areas of different states.

The approach includes comprehensive stakeholder consultations. Capacity building and knowledge management activities are undertaken simultaneously. Finally, solutions demonstrated, and lessons learned shall be incorporated into policies, planning processes and guidelines.

Pakistan

(To be amended in case materials are made available)

Philippines

The Philippine Economic Zone Authority (PEZA) developed a Guideline for Wastewater Management under the cooperation programme “Management Approach to Eco-Industrial Development of Philippine Economic Zones” with GIZ. The guideline provides orientation regarding the relevant laws and regulations and assists management of industrial estates and companies as well as service providers in managing their wastewater.

The Guideline contains general requirements for economic zones and their companies generating wastewater, instructions on managing wastewater, connecting to the CWTF (Centralized Wastewater Treatment Facility), pre-treatment of wastewater, securing wastewater discharge permit, and self-regulation, monitoring and reporting among others. During the project a technical audit of the Sewage Treatment Plant and the Sewerage System was executed to identify reasons for improper functioning. Based on the results and the technology implemented a Standard Manual of Operation was developed and set in force by PEZA with assistance from GIZ.

To establish the required capacities and skills for proper operation some technical training was executed. The main topic was the proper operation of the activated sludge process.

Vietnam

There are around 200 registered industrial zones (IZ) in Vietnam lacking a sustainably functioning waste water concept. This has serious consequences for the environment. The Federal Ministry of Education and Research (BMBF) in cooperation with KfW Entwicklungsbank developed an integrated wastewater management concept for the industrial area Tra Noc in the City of Can Tho in the Mekong Delta.

The integrated wastewater concept ensures the efficient functioning of the integral system with all its components in an economically and ecologically sustainable way. An essential component of the integrated concept is not only the combination of central and decentral technological approaches but also the direct linkage of the technical and the financial planning following fee and cost allocation models that are oriented towards decision-making and apply the ‘user pays’ principle.

Implementation / work steps

The following steps are decisive for the success of activities related to management of waste water:

  • Execution of a baseline survey and/or situation analysis to identify the exact problems to be tackled with respect to ‘Industrial Waste Water Management’ (Common Effluent Treatment Plants).
  • Based on this, appropriate pilots are planned and implemented to demonstrate and generate knowledge on financially sustainable solutions for CETPs.
  • Stakeholder consultations are facilitated through workshops, and information on CETPs is shared and exchanged.
  • Policy dialogues are undertaken for development of nationally and locally relevant standards, rules and policies.
  • Building knowledge based on CETPs and the development of capacities at various levels underlie all the above-mentioned activities.
  • Feedback from the pilot measures and practical experience will be guided into the formulation/review of policy guidelines (standards, rules, policies etc.) at national/state/local level.

Output

  • Development of a Guideline for Wastewater Management
  • Development of a Standard Manual of Operation for Sewage Treatment Plants

Characteristics

Phase of intervention
Designing SIA, Master planning, Retrofitting, Technical infrastructure, Operating SIA, Management

Level of intervention
Company, Park management

Themes
Participation and Stakeholder Management, Policies & Regulations, Retrofitting, Technical infrastructure, Technology, Technology Transfer

Target groups
Community representatives, Companies, SME, Industrial area management and operator, Municipalities, Policy makers, Private investors

Countries
India, Pakistan, Philippines, Vietnam

Regions
Asia

Duration
varying

Complexity
complex

CSR Toolkit

CSR Toolkit
Manual

Corporate Social Responsibility (CSR) is the commitment of the private sector to social concerns beyond legal requirements. This can be either company-internal commitment (employees’ welfare) or in the social environment of the enterprise (community relations). Ideally, CSR is implemented in the area of business operation.

Sustainable development in Industrial Areas requires an integrated approach towards stimulating economic growth, embedding environmental protection and economic development in a stable and prosperous social environment. Well-developed CSR projects enhance community relations, ease conflict potential, enable communal service providers / communal small businesses to meet industrial park requirements and support the capacity building of more employable local workforce.

© GIZ

© GIZ

Main features and components

Current CSR practices focus on donating money and materials and are not sustainability-oriented. This does not lead to long-term improvements of the beneficiaries living conditions. As a result, the demands of communities towards business for donations rise and community dependency rather than development is fostered.

The tool was designed for the specific requirements of the Philippine Economic Zone Authority (PEZA) to promote and foster CSR activities in the Philippine Economic Zones. In this context the tool describes a sequence of work steps to be pursued by the industrial park management body. These are:

  • Developing a CSR policy
    • Realizing the importance to cooperate to address ecozone-community related concerns
    • Smouldering conflicts
  • Outlining a local development plan
    • Assessing community demands and economic zone potentials
  • Identify project counterparts
    • E.g. informal sector, local people’s organisation, urban poor groups
  • Project development
    • Project seeks to raise awareness
    • Project aims at small business development
  • Project implementation
    • Project managed by communal people’s organisation
    • Supported by PEZA-EID
    • Supported by MEZ locators/ industry associations
  • Securing sustainability and options for replication
    • Monitoring
    • Documentation
    • Evaluation

Implementation / work steps

The following information should be compiled at the beginning:

  • Community Profiles
  • Social Baseline Study

Requirements

The following actors with the following roles are involved:

  • Responsible unit at the industrial park management body acts as facilitator
  • Park Management acts as co-facilitator, handles promotion and direct contact to companies
  • Companies act as co-facilitators / co-founders for community-related activities, co-implementing partner and beneficiary for company-internal CSR
  • Industry Association: promotion and direct contact to companies
  • Municipalities / community people’s organisations / informal sector: beneficiaries, contribute manpower

Lessons learnt

CSR activities can be fostered by the following factors:

  • Demands and requirements of the industrial park that can be catered to by local communities
  • Corporate policy or requirements by big corporations
  • CSR projects are implementable in the social environment of every industrial park, project development is dependent of specific local need, capacities and requirements
  • Cooperate with industrial park associations to secure the company connection

CSR activities can be hampered by the following factors:

  • Insufficient communication between the industrial park and the surrounding community can hamper project development
  • Companies reluctant to change their donation-approach
  • Insufficient staff to secure documentation, monitoring and evaluation of CSR projects

Output

  • CSR project proposals in and around industrial areas that support sustainable and independent community development and respond to industrial park needs and requirements
  • Small business development in catering to companies’ and industrial parks’ needs

Characteristics

Phase of intervention
Introducing SIA, Sensitisation, Standards, Designing SIA, Retrofitting

Level of intervention
Company

Themes
Awareness Raising, Retrofitting, Sensitisation, Standards

Target groups
Community representatives, Companies, SME, Industrial area management and operator, Municipalities

Countries
Philippines

Regions
Asia

GIZ project
Developing a Management Approach for Eco-Industrial Development in Philippine Economic Zones

Complexity
complex

Further information

Downloads
PDF icon Roadmap to CSR.pdf (243.8 KB)
PDF icon CSR Project Guideline.pdf (42.66 KB)
PDF icon CSR Flyer.pdf (527.74 KB)
PDF icon CSR Workshop Proposal.pdf (63.35 KB)

Stakeholder Dialogues

Stakeholder Dialogues
Best Practice Example

Social aspects can only be addressed if all stakeholders are involved in a participatory way. A suitable instrument is the stakeholder dialogue. Stakeholder Dialogues (SD) are used to moderate a discussion between relevant public and private stakeholders. Dialogue platforms offer a space to exchange interests or explain activities undertaken by one or the other actor.

Two forms of SDs have been implemented in GIZ projects:

  • Community Dialogue Platform (CDP)
  • Round Table (RT)

Both, Community Dialogue Platforms and Round Tables, shall create awareness and understanding between stakeholders, and ease potential stress and conflicts related to environmental impacts and pollution. SDs provide a basis for an interactive action planning between policy makers, community, companies and other stakeholders.

© GIZ

© GIZ

Main features and components

Training and coaching of facilitators, which should be qualified to prepare a stakeholder dialogue on site. For the stakeholders, namely the community members, company representatives, and representatives of the local administration, training and coaching meetings should be arranged. The participants are instructed on general issues as well as on community action planning. Problem analysis training helps to obtain common understanding among the community on proceedings, objectives and potential solutions.

Implementation / work steps

  • Stakeholder mapping and analysis
  • Establishment of stakeholder dialogue platforms (Community Dialogue Platform or Round Table)
  • Organising stakeholder dialogue platforms
  • Development and implementation of action plans

Requirements

Willingness for discussion and exchange of interests between relevant stakeholders

Lessons learnt

Lessons learnt during the implementation of SD in GIZ projects:

  • Communities often meet SD activities with great reservation, so the start-up of dialogue platforms has been informal.
  • Focus on common issues is needed to motivate a wide range of stakeholders
  • It is necessary to start with community action planning to get common sense on pressing problems and related explanations/reasons

In Tunisia the foundation of a “National Association of Industrial Park Management Units” was assisted in order to exchange on similar problems and help each other solving them.

Output

  • Intensified relationship between operator, companies and neighbours.
  • Reduction and mitigation of environmental impacts, conservation of resources
  • Generating income for the community, promotion of corporate social responsibility

Characteristics

Phase of intervention
Designing SIA, Master planning, Retrofitting, Operating SIA, Management

Level of intervention
Park management

Themes
Participation and Stakeholder Management, Social aspects

Target groups
Community representatives, Companies, SME, Industrial area management and operator, Municipalities

Countries
Indonesia, Tunisia

Regions
MENA, Asia

Complexity
medium

Related tools
Sustainable Management of industrial areas (SMIA, GedZI, ProCAIS), Cleaner Production Clubs

Disaster Risk Management: Awareness and preparedness for emergencies at local level (APELL)

Disaster Risk Management: Awareness and preparedness for emergencies at local level (APELL)
Tool

APELL is a process designed by UNEP to identify and create awareness of hazards and risks, to initiate measures for risk reduction, accident prevention and mitigation, and to develop coordinated preparedness among the local industry, authorities and population.

APELL is a coordinated planning process that has two parallel and complementary objectives:

  • Creating a dialogue about hazards, risks, capabilities and plans involving all Stakeholders, leading to consensus on responsibilities and expectations for all community members;
  • Allowing a community to increase its resilience (the ability to recover from incidents) and reduce its vulnerability (susceptibility to damaging effects of a hazard) by building local capacity for multi-stakeholder responses and enabling open dialogue, building mutual understanding, and leveraging the existing resources in an effective way.
© GIZ

© GIZ

Main features and components

APELL provides industrial estate managers with the information and decision-making structure they need to address any hazards in and around the estate, and to take effective remedial action.

Key aspects of the APELL process are:

  • A senior estate official is designated to take the initiative on emergency preparedness and response.
  • A Coordinating Group is created to discuss possible hazards and remedial actions. The Coordinating Group includes all key stakeholders who may experience an accident and/or those who could be affected.
  • Consideration and adaptation by the Co-ordinating Group of the 10-step programme recommended in the APELL procedure. These steps are implemented by various organizations identified by the Group. Identification and mapping of potential hazards in the estate are also essential steps.
  • Monitoring of risk reduction measures introduced and assessment of the increased safety that has resulted.

Implementation / work steps

Ten-step process:

Phase I: Engaging Stakeholders

1) Identify participants and establish their roles

Phase II: Understanding Hazards and Risks

2) Evaluate hazards and risks faced by the community

Phase III: Preparedness Planning

3) Review existing capabilities and plans – identify gaps

4) Create the Vision of Success

5) Make progress towards the Vision of Success

6) Make changes in existing emergency plans and integrate into overall community preparedness plan

Phase IV: Implementing, disseminating and testing

7) Obtain endorsement from government authorities

8) Implement plans through communicating, educating and training

9) Establish procedures for periodic testing, review and updating plans

Phase V: Maintaining APELL

10) Continuous Improvement: Elements are repeated in order to maintain, adapt and improve

Requirements

In most cases a concern about specific hazards and potential risks, or the actual occurrence of a natural disaster or industrial accident, forms the basis for the initial discussion of the APELL Process.

Output

Immediate benefits of an APELL programme are:

  • efficient handling of any accident before it becomes too big (and expensive)
  • good public relations with neighbouring communities and confidence in the estate management
  • reassurance of potential investors: safety and health matters are well managed thus protecting the investors' image, business assets and employees
  • a useful mechanism to discuss client companies' concerns (the APELL process can also be used to resolve other multi-stakeholder issues)
  • an effective emergency service that can call on the resources and expertise of member companies and avoid costly duplication of equipment that is rarely used
  • confidence-building with local authorities: safety and environmental problems are well managed, and safety compliance measures are in place

Two benefits of an APELL programme to estates:

  • The estate becomes a safe and clean area with a low accident rate and no major disasters on the site.
  • Industry and outside communities are confident because an effective system of emergency response exists to protect them, just in case.

Characteristics

Phase of intervention
Introducing SIA, Sensitisation, Designing SIA, Master planning, Retrofitting, Operating SIA, Management, Climate change

Level of intervention
Company, Park management, Policy level (central), Policy level (decentral)

Themes
Awareness Raising, Disaster Risk Management, Management

Target groups
Community representatives, Companies, SME, Industrial area management and operator, Local and international consultants and advisors, Municipalities

Planning games

Planning games
Training

Role and simulation games are efficient instruments to make training more lively and participatory and to better understand a complex context.

GIZ supported the development of two such games dealing with the context of sustainable industrial areas.

Industropia is a role game in which participants learn about sustainability aspects of industrial areas. The game simulates a situation in which different stakeholders of an industrial area come together to sketch a sustainability concept for retrofitting and enlargement of their site. The game is supplemented by the presence of investors which are looking for industrial areas to locate their businesses. The game is based on the experience of the GIZ Sustainable Industrial Area Working Group which emerged from the sector network TUEWAS.

Game of Zones is a learning game based on the German Sustainable Building Council (DGNB) rating system for industrial sites applied in India. The objective of the game is to learn about the different sustainability concepts, identify synergies across categories and to discuss the concepts in a team and between groups. Recently the game was amended with a component for planning adaptation of existing industrial parks to the impacts of climate change.

Poster with icons

Poster with icons

Main features and components

Industropia – the story:

The typical lower middle-income country Industropia has a new industrial development strategy, with which the country wants to increase sustainability. In a pilot programme some industrial parks have been selected to receive financial and technical assistance to develop model Sustainable Industrial Areas. The GIZ gives technical advice. To this end Industrial Park Planning Committees (IPPC) are formed which represent various stakeholders. Their task is to come up with a park concept which includes all relevant services that are provided in the park, including details that would qualify as sustainability aspects.

Two different companies are interested in investing in the country and meet the different IPPCs for the first time. The so called “investors” set priorities regarding special features of the parks to suit their necessities. The park with the most convincing concept, in which most investors want to be allocated in “wins” the game.

Objective:

The aim is to make the participants discuss aspects of sustainability in industrial areas from different points of view. The difference between the role description of the two park types is the existence of a park manager in one of them (TechCity). Participants realise that a well organised and competent Park Management is an asset for the organisational aspects of an industrial site and for successful acquisition. The game also displays diverse needs of companies as well as common interests. The debriefing should give everyone an overview of all criteria important to an SIA.

Game of Zones:

The task to be solved during the game is to upgrade the sustainability of an industrial park.

By playing the Game of Zones players is can learn about how different criteria interact and contribute to the development of holistic sustainable planning concepts. The concept covers the topics of environmental, economic, socio-cultural, technical, process, and innovation quality; and, since recently, adaptation to climate change.

The game can be played at 3 levels focussing on distinct groups of measures available for planning. Further, the complexity al levels 2 and 3 can be enhanced by including measures of level 1, or levels 1 and 2 respectively.

Implementation / work steps

Industropia

  • Briefing (10 min)

  • Read Instructions (5 min)

  • Parallel IPPC Meetings/Investor preparation (20 min)

  • Visit of investors (15 min)

  • Parallel PPC Internal Examination/Investor Team Decision Meetings (10 min)

  • Debriefing (30 min)

Game of Zones

  • For each category the facilitator defines a group with players; each group should consist of one player minimum, with up to 6 players maximum.

  • The facilitator chooses a category for each group and picks 10 cards from the respective category for the group. The icons selected for the game are restricted to the icon of each level.

  • Each group has 5 minutes to internally discuss the icons and to create a planning concept, which needs to include 5 out of the 10 icons.

  • The concepts are then presented in a short statement by each group to the other groups and the facilitator going around in a circle.

  • The game pursues with a second round of group work – the facilitator defines two groups that are working together to develop a joint concept made up of their selected five icons, this time focusing on the synergies between icons and categories.

  • The groups get 5 minutes to negotiate on which icons to use and which concept to develop.

  • The teams present their work to each other.

  • The winner – the team with the most convincing concept – is selected by vote.

Requirements

Industropia

  • Minimum of 14 players (2 parks à 5 characters and 2 investor teams à 2 members).

  • If there are not enough players, the GIZ-consultant can be omitted and the game can work with 12 players.

  • If there are more players, IPPC characters or investors can be doubled.

Game of Zones

  • The required number of participants for this game is 6 Players.

  • The limit should be 30 players.

  • The players sit around a table with the facilitator.

Lessons learnt

The games are efficient tools to familiarise trainees with the challenges of integrated planning approaches and the concept of sustainable industrial areas and adaptation to climate change.

The complexity of the setting must be strictly limited to allow successful planning within a given timeframe.

Output

  • Participants

  • realise that a well organised and competent Park Management is an asset for the organisational aspects of an industrial site and for successful acquisition;

  • learn about the different sustainability concepts;

  • identify synergies across categories;

  • discuss the concepts in a team and between groups.

Characteristics

Phase of intervention
Introducing SIA, Sensitisation, Designing SIA, Master planning, Retrofitting, Management, Climate change

Level of intervention
Planning level

Themes
Master planning, Sensitisation

Target groups
Community representatives, Companies, SME, Industrial area management and operator, Local and international consultants and advisors, Municipalities, Policy makers, Private investors

Countries
India

Regions
Asia, Europe

GIZ project
Sustainable environment-friendly industrial production (SEIP II) in India

Complexity
easy

Related tools
Planning of Sustainable Industrial Areas in India, Sustainable Management of industrial areas (SMIA, GedZI, ProCAIS), Guideline for Adaptation and Increasing Resilience of Industrial Parks to the Impacts of Climate Change