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Restructuring and Capacity Building of

Environmental Protection Department Punjab

Restructuring Report

Submission 3.1

Restructuring of Environmental Governance in Punjab


Environment Protection Department Punjab

Restructuring Report

Submitted To:

Capt. (Retd) Saif Anjum

Secretary

Environment Protection Department

Submitted By:

The Urban Unit

EY – Ford Rhodes supported by EY – France

Finnish Consulting Group Asia Pte. Ltd.

Saleem, Alam and Company


Environmental Protection Department Punjab

1. Inception Report

2. Gap Analysis Report

3. Restructuring Report

3.1: Training Need Assessment Report

3.2: Restructuring of Environmental Governance in Punjab

4. Legal Report

4.1: Report on Multilateral Environmental Agreements

4.2: Environmental Governance and Monitoring Framework of Punjab

4.3: New and Amended Laws, Rules, Regulations, Guidelines, SOPs, Checklists

5. Technical Report

5.1: Environmental Laboratories, SOPs for Environmental Sampling, Recommendations on

Environmental Quality Standards, Environmental Modelling, Monitoring Framework and Curriculum

5.2: Environmental Approvals/EIAs, Market-based Instrument for Environmental Management

6. Information and Communication Technology Solutions Report

7. Final Report

DISCLAIMER

Urban Sector Planning and Management Sector Unit (Private.) Limited, (USPMSU) has prepared this report

for purpose of Restructuring and Capacity Building of Environmental Protection Department (EPD). Extreme

care and caution has been observed while developing this document.

No part of this document may be reproduced or transmitted in any form or by any means, electronic or

mechanical, including photocopying, recording or information storage and retrieval system, without the

express permission, in writing, by competent authority.

Authors

Mr. Tapio Reinikainen

Mr. Julien Perez

Mr. Ali Qamar

Mr. Areeb Pasha

Ms. Aisha Nadeem

Mr. Abid Hussainy

Mr. Hassan Ilyas

Technical Review Team

Mr. Alexis Gazzo

Dr. Nasir Javed

Dr. Kiran Farhan

Mr. Rafay Alam

The Urban Unit

503-Shaheen Complex, Egerton road, Lahore

Tel: +42 992005316-22

Fax : +42 99205323

Email: [email protected]

Website: www.urbanunit.gov.pk

Table of Content

Abbreviations ........................................................................................................................................... i

Executive Summary ............................................................................................................................... iii

Section 1

Future State of Environment in Punjab ............................................................................................. 1

1.1 General Principles ............................................................................................................................. 1

1.2 The Main Framework ....................................................................................................................... 2

Environment Protection & Climate Change Department (EP&CCD) ............................................. 3

Environment Protection Agency (EPA) ......................................................................................... 12

Environment Monitoring Centre (EMC) ........................................................................................ 19

Institute Of Environmental Technology And Training (IETT) ...................................................... 23

1.3 Committees, Boards and their Functions ........................................................................................ 27

Ministerial Board on Sustainability ................................................................................................ 27

Environment Protection Council .................................................................................................... 27

Endowment Fund ........................................................................................................................... 27

Committee of Agencies .................................................................................................................. 28

Sub-Committee of Agencies........................................................................................................... 28

Nomination Committee .................................................................................................................. 28

1.4 The Future Legal Structure in Brief ................................................................................................ 29

Section 2

Transformation To Strength .............................................................................................................. 32

1.1 General ............................................................................................................................................ 34

Change Management Overview ..................................................................................................... 34

Importance of Change Management to Manage Risks ................................................................... 34

Context and Purpose of Change Management ............................................................................... 36

Change Management Approach and Framework ........................................................................... 36

2.2. Future State Numbers - Capacity / Workload Assessment ............................................................ 41

Introduction ........................................................................................................................................... 41

Proposed New Strength of EP&CCD ............................................................................................. 44

Proposed New Strength of EPA ..................................................................................................... 45

Proposed New Strength of EMC .................................................................................................... 50

Proposed New Strength of IETT .................................................................................................... 52

2.3. Salary Structures and Grade Scales of Government ...................................................................... 54

2.4. Career Planning .............................................................................................................................. 56

2.5 Initial Recruitment Vs. Promotions Mix ......................................................................................... 61

Section 3

Effective Environmental Governance ............................................................................................... 67

3.1 General ............................................................................................................................................ 69

3.2. Tools for Future Change ................................................................................................................ 80

Regulatory Intensity ....................................................................................................................... 80

Enhancing Processes with EIAs and IEEs ...................................................................................... 81

New Assessment Tools SEA and CEIA ......................................................................................... 82

Best Available Techniques & Permitting ....................................................................................... 85

Monitoring Trends in the Environment and Compliance of Polluters ........................................... 90

Market Based Instruments .............................................................................................................. 95

Section 4

Access To Global Resources To Support Environmental Change ................................................. 99

4.1 Global Environment Facility ......................................................................................................... 101

4.2 Related Funds Managed by GEF .................................................................................................. 103

Special Climate Change Fund ...................................................................................................... 103

Nagoya Protocol Implementation Fund ........................................................................................ 104

4.3 Capacity Building Initiative for Transparency .............................................................................. 105

4.4 Adaptation Fund ............................................................................................................................ 106

South-South Cooperation Grants .................................................................................................. 108

Project Formulation Assistance Grants ........................................................................................ 108

Technical Assistance Grants ........................................................................................................ 109

4.5 Green Climate Fund ...................................................................................................................... 109

Section 5

Roadmap To Implementation .......................................................................................................... 115

Section 6 ............................................................................................................................................. 121

Annexure ............................................................................................................................................ 121

Annex 1 ........................................................................................................................................ 123

Annex 2 ........................................................................................................................................ 124

Annex 3 ........................................................................................................................................ 126

Annex 4 ........................................................................................................................................ 127

Annex 5 ........................................................................................................................................ 128

Annex 6 ........................................................................................................................................ 129

i

Abbreviations

AEs Accredited Entities

CEIA

CEMS

CEO

Cumulative Environmental Impact Assessment

Continuous Emission Monitoring System

Chief Executive Office

CMS

CSO

DG

Complaint Management System

Chief Scientific Officer

Director General

DO District Officer

DOE District Officer Environment

DS Deputy Secretary

DSS Decision Support System

EBRD European Bank for Reconstruction and Development

EDH Environmental Heath, Dengue Control and Hazardous Waste

EIA Environmental Impact Assessment

EMMS Environment Management And Monitoring System

EPA Environmental Protection Agency

EPC

EMC

EP&CCD

Environmental Protection Council

Environment Monitoring Center

Environment Protection and Climate Change Department

EPD Environmental Protection Department

EPO Environmental Protection Order

ERTs Emergency Response Teams

FAO Food and Agriculture Organizaton

GCF Green Climate Fund

IEE

IETT

Initial Environmental Examination

Institute of Environmental Technology and Training

IEM Integrated Environmental Management

IFAD International Fund for Agricultural Development

IUCN International Union for Conservation of Nature

LDCs Least Developed Countries

MBIs Market Based Instrument

MCPs Medium Sized Projects

MEAs Multilateral Environmental Agreements

MIS Management Information System

ii

ML&I Monitoring, Labs and Implementation

NPFEs National Portfolio Formulation Exercises

NPIF Nagoya Protocol Implementation Fund

NEQS National Environment Quality Standards

NIEs National Implementing Entities

NDAs National Designated Authorities

NOC No Objection Certificate

P&C Planning and Coordination

PEPA Punjab Environmental Protection Act 1997 (amended 2012)

PEQS Punjab Environmental Quality Standards

PET Punjab Environmental Tribunal

PFA Project Formulation Assistance

PFG Project Formulation Grants (PFGs)

PPF Project Preparation Facility

QA/QC Quality Assurance/Quality Control

R&D

RA

Research and Development

Research Analyst / Associate

SEA Strategic Environmental Assessment

SCCF Special Climate Change Fund

SIDS Small Island Developing States

SIR Site Inspection Report

SME Small and Medium-Sized Enterprises

SO Section Officer

SOPs Standard Operating Procedures

TA Technical Assistance

TNA Training Needs Assessment

TT Technology Transfer

UAT User Acceptance Training

UNDP United Nations Development Programme

UNEP UN Environment United Nations Environment Programme

UNIDO United Nations Industrial Development Organization

VA Vulnerability Assessment

WBG World Bank Group

WWF-P World Wide Fund Pakistan

iii

Executive Summary

Punjab is among one of the most rapidly urbanizing regions of South Asia and has been experiencing

consistent and long-term demographic shift of the population to urban regions and cities. The province is

currently undergoing fast paced social and economic growth, however it is coming at the cost of

environmental degradation. Air pollution in Punjab is amongst the most severe in the world, with thick smog

engulfing most of its major cities in November and December over the past few years. This along with

numerous other environmental issues plaguing the region, including the rising levels of water and land

pollution reflects the neglected focus on sustainable development. These challenges also highlight the gap in

environmental governance and institutional capacity of the entities responsible for environmental management

and regulation. It is therefore understood that the real attainment of sustainable development is through the

strengthening of environmental regime by the integration of environmental considerations.

The project “Restructuring and Capacity Building of EPA Punjab for Effective Enforcement of Environment

Standards in Punjab” aims to improve the processes and institutions that make important environmental

decisions in order to bring better results including, but not limited to, efficient environmental governance,

enhanced environmental compliance, efficient and effective environmental approval decisions, improved

environmental monitoring system and ultimately sustainable development in the province.

In 2017, Environmental Protection Department (EPD) engaged the services of the Urban Sector Planning and

Management Services Unit (Pvt.) Ltd for the restructuring of the Environment Protection Department and its

associated agencies. The Urban Unit has expertly fulfilled the role as a prime consultant in collaboration with

its sub-consultants EY Ford Rhodes, Finnish Consulting Group Asia and Saleem, Alam and Company to

improve environmental governance with an increased institutional, technical, legal and financial capacity of

EPD Punjab and its related agencies. The overall project team comprises of national and international experts;

headed by International Team Leader from EY France and Deputy Team Leader from Finnish Consulting

Group Asia.

As part of the engagement, a detailed gap analysis of EPD and its related agencies has been conducted to

identify all the deficiencies present within the current environmental regime. Taking into account the

identified gaps along with a benchmark analysis with best and comparable economies around the world, a

future state for environmental governance in Punjab has been designed. Each technical process was reviewed

and improved business processes for environmental monitoring and laboratories, assessments and approvals,

prosecution of polluters, use of market-based instruments have been developed. The following provides a

brief on the key points developed further in the report.

Future State Institutions – Proposed Structures and Roles

The future state institutions are based on the concept of separation of powers that have been separated into 3

distinctive branches; Legislative, Executive and Judiciary.

In addition to that, the roles within the new environmental institutions have been divided into four

authoritative areas. These include:

1. Regulation and policy

2. Enforcement

3. Monitoring

4. Advisory and support

Careful consideration has been given to the principles mentioned above when developing the roles for each

one of the new institutions and also the changes in the existing structure. The diagram below provides a

summary of future institutional structure.

iv

Fig. 0.1: Future Institutional Structure of EPD and its associated agencies

A summary of the institutional structure of EP&CCD and its associated agencies is provided below:

Environment Protection and Climate Change Department (EP&CCD)

The EP&CCD will perform the Regulation and Policy role responsible for setting the high-level strategy

and making a broad based policy. This role will include drafting regulations for Parliament to promulgate

laws to protect the environment and also drafting of environmental policies for/on behalf of the

Government. Another important role of the department is to develop synergies with the other departments.

These horizontal linkages will be helpful in effectively managing cross cutting issues (e.g. Smog,

pollution etc.) within the province.

Environment Protection Agency (EPA)

The EPA will perform the Enforcement role ensuring that there is strong and independent regulation,

allowing clear accountability of the defaulters. This role will include the provision of Environmental

Impact Assessments (EIAs) and Initial Enviromental Examination (IEEs), amongst other permitting

procedures. The EPA will make enforcement decisions to put law and targets in practise, issuing

administrative penalties and taking polluters to the court.

Environmental Monitoring Centre (EMC)

The EMC will perform the Monitoring role ensuring that accurate data/facts are collected and shared

through the enablement of technology, allowing equal access to environmental information and justice

across the board. This role will include verifying compliance of industries with laws, emission limits and

EQS, producing and presenting facts through observations, measurements and environmental monitoring,

storing and analysing data. EMC will have a reference environmental laboratory (testing and calibration)

for regional and private laboratories in order to enhance their level of performance. It will also develop

horizontal linkages in the form of collaboration with other departments for sharing of information/

monitoring parameters and resources that will help improve the overall monitoring regime in the province.

v

Institute of Environment Technology and Training (IETT)

IETT will play a significant role as an independent training institute for EPA staff and its related agencies

along with sectors of environmental institutions, organizations and professionals. It will be housed

independently with administrative and financial autonomy and headed by Head of institute. Certified

training will be provided at the level of certificate and diploma. The capacity building areas include:

The IETT will perform the Advisory role ensuring that fair treatment is provided to everyone by advising

them on how to perform better through capacity building programs and changing the perception that

environment suitability is a hindrance to development along with ensuring continuous development. This

role will include organizing information mechanisms with industries to create BAT reference documents,

decisions on BAT conclusion and emission limits, advising industries on how to comply with

environmental legislation, policies, standards and enforcement decisions, capacity building programs for

environment sector, supporting pilot plants, which strive to do better.

Training and capacity building of EPA staff and also advise industries on how to comply with

environmental legislation, policies, standards and enforcement decisions. Training will be part of the

service rules and will be compulsory for confirmation and promotion in service.

Environmental Tribunal

An improvement in the capacity of environmental tribunals in the province is proposed. This will include

spread of Environmental Tribunals from Lahore to North, Centre and South of province. Environmental

tribunal will have one Green Judge with provision to have two other judges with environmental experts in

technical cases. During the Gap analysis, it was identified that there is a need to train environmental

prosecutor for effective prosecution. For this purpose, training programs will also be proposed based on

case studies.

HR for Restructuring and Capacity Building of EPD

As part of the gap analysis and current state assessment, the work load present on the current staff has

been carefully analyzed. The results have given a clear picture of the capacity issues that have beset the

Department. It is clear that the staff strength is not adequate and in dire need of up-skilling. Based on the

future institutional design, benchmarking with leading environmental agencies and input from

environmental experts, new numbers for the staff strength have been proposed.

Fig. 0.2: Proposed number of staff Future Institutional Structure of EPD and its associated agencies

vi

The Figure 0.2 summarizes a comparison of the old strength and the new strength that will be required to

service the future state institutional structure.

The EP&CCD will require sanctioning of 75 positions

The EPA will require sanctioning of 1,374 positions

The EMC will require sanctioning of 241 positions

The IETT will require sanctioning of 107 positions

In summary the new Executive staff looking after the environmental governance in the province will add up to

1,797. This total only includes staff above Grade 13.

7

1

Future State of

Environment in Punjab

Section 1 Future State of Environment in Punjab

Restructuring Report – Submission 3.1 Page No 1

Section 1

Future State of Environment in Punjab 1.1 GENERAL PRINCIPLES

Before designing the future state of environmental governance in the province of Punjab, we adhered to

certain design principles. These design principles were carefully agreed after discussing the gaps identified in

detail. The Gap Analysis Report (earlier submission) lists out all the issues that were identified. The future

state has been designed keeping these principles in mind to ensure that the gaps identified can be closed

through an effective and sustainable solution.

Fig. 1.1: Future State Design Principles

Proper and

independent

representation of

public interest

A clear separation

of main roles of

authorities i.e.

segregation of

duties

Structures that do

not permit

conflicts of

interest

Balancing effective

and economical

administration

An administration

that strives for

continuous

improvement

Devolution of

administration to

divisional and

district levels

Equal Access to

Environmental

Information and

Justice for all



Separation of state powers

The basis for designing the future state rested on the idea of separation of powers. The idea, first coined by a

French philosopher Charles-louis deSecondat in the 18th century, proposes that the power or authority of the

Government should be divided into three distinct branches, namely the Legislative, Executive and Judicial

branches. This type of governance was argued, allowed the principle of checks and balances into the

governance system by breaking down the concentration of power from one institution and devolving it into

three distinct branches. This system limits any one branch from exercising the core authorities of the other

branches, hence preventing any one branch from reigning supreme control.

Fig. 1.2: System of Separation of State Powers

This idea of separation of powers is entrenched into the governance systems of various countries around the

world and we have used it as the bases for proposing the future state of the environment in Punjab. The future

state structures will clearly identify the roles of the three branches.

The authoritative roles within Environment

In addition to the separation of powers principal, the roles within the environment domain need to be divided

into different authoritative parts, i.e.

1. Supervisory

2. Enforcement

3. Regulatory

4. Advisory

Where each has a defined role which cannot be undertaken by any of the other authorities, as shown in the

Fig. 1.3.



Fig. 1.4: The authoritative roles within Environment

The future state structures will clearly identify the various roles with clear distinctions.

The four different roles allow for a balance between efficient and effective administration,

The Regulation and Policy role provides a supervisory role which will be responsible for setting the

high level strategy and making a broad based policy. This role will include drafting regulation for

Parliament to promulgate laws to protect the environment and also drafting of environmental policies

for/on behalf of the government.

The Enforcement role will ensure that the legal procedures are in place to ensure that there is strong

and independent regulation, allowing clear accountability of the defaulter. This role will include EIAs,

IEEs, and other permitting procedures, making enforcement decisions to put law and targets in

practise, issuing administrative penalties and taking polluters to the court

The Monitoring role will ensure that true facts are collected and shared through the enablement of

technology, allowing equal access to environmental information and justice across the board. This

role will include verifying compliance of industries with laws, emission limits and EQSs, producing

and presenting facts through observations measurements and environmental monitoring, storing and

analysing data.

The Advisory role will ensure that fair treatment is provided to everyone by advising them on how to

perform better through capacity building programs and changing the perception that environment

suitability is a hindrance to development along with ensuring continuous development. This role will

include organizisng information mechanisms with industries to create BAT reference documents,

decisions on BAT technologies and emission limits, advising industries on how to comply with

environmental legislation, policies, standards and enforcement decisions, capacity building programs

for environment sector, supporting pilot plants, which strive to do better

Once the powers have been decentralized into these different structures, and clear and separate roles have

been defined for each as explained above, there will be four separate roles that do not permit conflict of

interest. The main goal of each of these structures would be to keep the public interest at its heart and ensure

that the protection of the environment and human health are kept a priority. Finally, to ensure that the new

administration is engaged with the people in the various districts, more power will be devolved down to the

district levels. This will also help ensure better monitoring and coverage geographically.

Regulation and Policy

Advisory Monitoring Enforcement



1.2 THE MAIN FRAMEWORK

Fig. 1.5: Main Framework of Future State of Environmental Governance in Punjab



ENVIRONMENT PROTECTION & CLIMATE CHANGE DEPARTMENT

(EP&CCD)

Role Description

The Environmental Protection and Climate Change Department will act as the Regulation and Policy wing

and play a supervisory role in the future state of environment in Punjab.

It will first and foremost be responsible for,

Drafting regulation for Parliament to promulgate laws to protect the environment

Drafting environmental policies for/on behalf of the government

It will have four different directorates under it, each with a set role. These are:

Strategy and Policy, which will cover:

Policy and strategy development

Strategic elements of MEAs

Linking the Provincial Core set of Environment Indicators (PCEI) and State of the Environment

(SOE) report to National and Province development strategies and programs

Devising and promoting economic and other instruments

Devising incentives and Eco-labelling schemes

Communication and Coordination, which will cover

Internal messaging and external messaging

Coordination with national, provincial and international agencies

Dissemination of updated legislation

Public relations and maintenance of social media accounts

Research and Development, which will cover

Linkages with the academia

Research on the areas of climate change, air, water, soil, waste, biodiversity and hazardous

materials

Legal and Administrative services, which will cover

Legislation development

Operational elements of MEAs (implementation and reporting)

Registration of laboratories and consultants

Setting up of Environmental Quality Standards (EAS)

Human resources and training

Finance

Procurement

Information technology

General administration

Capital expenditure

There will also be an internal performance section housed within EP&CCD, whose role will be to set and

monitor KPI’s for all the other agencies under EP&CCD, i.e. EPA, EMC and IETT.



Fig. 1.6: Functional Structure of the EP&CCD – Head Quarters

EP&CCD Functions

The EP&CCD will be tasked with the responsibility of carrying out the following functions:

I. Strategy and Policy Directorate

Strategy and Policy Development

One of the key tasks entrusted to EP&CCD would be to set a strategic vision for the department, and

develop policies that would help realize this vision. Strategic planning is important in every

organization, especially public organizations which tend to be very large and often lack sophisticated

management tools that are more prevalent in the private sector. In this context, strategic planning

becomes all the more important as it provides the organization a direction to pursue, and for

employees to work towards a common goal.

Effective strategic planning will enable EP&CCD to improve the environmental situation in Punjab.

For example, it would allow the department to focus on areas of the greatest risk and to consider the

risk reduction potential, and additionally to integrate pollution prevention techniques into the decision

making process.

For an organization like EP&CCD that has a complex hierarchal nature consisting of sub-departments

further divided into geographical units, policy making can only be effective if it involves input from

EPA, EMC, IETT and their respective divisional and district units. Once provincial strategies that

focus on environmental results and accommodate regional concerns have been developed, EP&CCD

should find it easier to provide flexibility for the inclusion of region-specific or industry-specific high

risk priorities where the situation warrants.

EP&CCD would be tasked to produce a State of the Environment (SOE) report which would include

evaluating the implications of the environment in the short, medium, and long terms. The report

would be prepared using the internationally accepted DPSIR (Drivers-Pressures-State-Impact-

Response) framework developed by the European Environment Agency (See Technical Submission

5.1 for further details). This is an effective tool that serves as a broad structure to consolidate various

aspects of environmental data, and in ensuring that a chain of causal links are presented to enable

feedback to policy makers on environmental issues.

EP&CCD would receive the data required to produce the SOE report from EMC, the monitoring

agency of EP&CCD. This would serve two purposes. Firstly, it would act as a follow up to the

policies enacted by EP&CCD and would provide necessary feedback on the implementation status of

the policies drafted. This would enhance the strategic planning aspect as without a concerted follow

up, the strategic plan is likely to stray off course, be forgotten, or simply sit on a shelf.

Secondly, by involving the monitoring agency directly in the policy-making process, EP&CCD would

ensure that the policy making process is inclusive, realistic to the on-ground realities, and receive



direct feedback from EMC on the likely success of a given policy, given they are closer to the

industry. This would ultimately strengthen the decision making process and would empower EMC to

practically work in-tandem with EP&CCD, eliminating organizational inefficiencies.

Once the periodic policy is finalized by EP&CCD, it would be passed onto EPC for approval.

Multilateral Environmental Agreements

Multilateral Environmental Agreements (MEA) are agreements made among three or more nations,

and fall under the domain of the Federal Government. Whilst not directly responsible for federally

administered commitments post 18th amendment, EP&CCD will play a critical role as an intermediary

between the Federal Government and provincial stakeholders.

It would do so by disseminating the requirements of MEAs provided by the Federal Government to

the relevant stakeholders in Punjab, and similarly relaying back issues in Punjab back to the Federal

Government to negotiate more favorable terms with other countries. It may also liaison with other

Provinces on environmental areas that affect Pakistan as a whole.

Economic Instruments

Economic instruments encompass a wide variety of tools to incentivize and dis-incentivize businesses

so that they include the environmental costs of their decisions in their budgets. Examples include

trade permits, subsidies, deposit-refund systems etc.

Economic instruments facilitate the implementation of Principle 16 of the Rio Declaration, commonly

known as the "Polluter Pays Principle." The article states: "National Authorities should endeavor to

promote the internalization of environmental costs and the use of economic instruments, taking into

account the approach that the polluter, should in principle, bear the cost of pollution with due regard

to the public interest and without distorting international trade and investment.”

Economic instruments are one of the two principle strategic approaches to pollution control. The other

main approach is regulatory, often referred to as “command and control” (CAC). This includes

regulating processes or products, limiting the discharge of specified pollutants, and restricting certain

polluting activities to specific times or areas. These are more conventional methods, but increasingly

countries are realizing that complying with increasingly stringent environmental laws is becoming a

major cost of production. Economic instruments bypass this problem as they are a more cost-effective

method to control pollution that does not place excessive financial burden on businesses and does not

undermine economic development.

The two approaches are often contrasted against each other, creating a false binary whereas in reality,

the two best operate in tandem. For instance, the EPA may regulate emissions by setting limits on

permitted pollution levels in a certain area, and EP&CCD may then allocate the allowable emissions

in an efficient matter through the use of economic instruments such as tradeable permits.

Eco-Labelling Schemes

Ecolabels are seals of approval given to products that have fewer impacts on the environment than

conventional products. Ecolabelling is an effective way of informing customers about the

environmental impacts of a product, and empowering them to be able to distinguish between

environmentally friendly and environmentally harmful products. An eco-label makes the customer

more aware of the benefits of certain products, for example, recycled paper or toxic-free cleaning

agents. It also promotes energy efficiency, waste minimization and product stewardship.



EP&CCD will devise eco-labelling schemes and award ecolabels to products that meet pre-defined

environmentally friendly criteria. This would, in the medium-long run, increase awareness of people

about the environment and would encourage businesses to have ecolabels on their products as a means

of carving out a unique-selling-point to boost sales. It would effectively carve out a new market for

businesses to compete in, all the while self-regulating their environmental impact in order to have

ecolabels on their products.

The need to regulate would be minimized for the EP&CCD resulting in more resources available for

other activities, and a culture of accountability would foster as dubious claims by business may be

revoked by environmentally-conscious customers and competitors.

Fig. 1.7: Functional Structure of Strategy and Policy Directorate

EPC

MEAs Federal

State of the

Environment Report

District

Divisional Divisional

EPA EMC IETT

Eco labelling Schemes Economic

Instruments

Policy

Strategy & Policy

Strategy & Policy

EMC



II. Communication and Coordination Directorate

Internal Communication

Effective communication is a core prerequisite to the success of an organization, especially public-

sector bodies that have complex bureaucratic structures. Two-way communication that is timely

reduces organizational inefficiencies and propels an organization to move in tandem with its strategic

goals and priorities. It ensures that all the employees have a broad understanding of what the strategy

is, why a particular strategy was chosen and how the strategy can be made successful. Hence, a

dedicated Communication and Coordination Directorate is essential to manage the large flow of

information within the different institutions of EP&CCD i.e. EPA, EMC and IETT.

External Communication

Liaison with Provincial and Federal Government - In order to bring about environmental

sustainability in the region, coordination with other provincial and national agencies is imperative,

without which clean-up of the local environment will become a monumental task. The EP&CCD,

through its Communication and Coordination Directorate will coordinate with other Provincial

environmental agencies and formulate long term plans to work together and eradicate pollution in the

region.

Media Relations Strategy - The Communication and Coordination Directorate will work towards

enhancing the living environment for the people of Punjab by undertaking various initiatives and

ensuring that any such initiatives are given favorable media coverage through a robust media relations

strategy. Moreover, it would promote environmental best-practices which would help shape peoples’

understanding on environmental issues that are plaguing the region.

Social Media Strategy - In the ever-changing technology driven world, social media is becoming

increasingly important as more and more people connect online via various social media platforms.

Social media offers new opportunities to engage people in conversations and generate awareness

about a particular area.

With the rapid growth and application of social media, it is becoming increasingly important for

EP&CCD to have in place a social media strategy that allows it to have a strong presence on

Facebook and Twitter, generating interest and awareness about environmental issues that are

prevalent in the province and to promote a greener Punjab. An active presence on social media would

indicate political will to the general public which could perhaps encourage them to be more

environmentally-conscious in their decisions.

Website and Blogs – It is important for EP&CCD to have a state-of-the-art website that is accessible

to the general public and acts as a resourceful go-to domain to access environmental reports on

Punjab, environmental legislation, and all such relevant information for the private sector and the

general public. Moreover, an engaging blog should be set up that is updated on a regular basis with

short and crisp articles promoting a greener Punjab.



Fig. 1.8: Functional Structure of Communication and Coordination Directorate

III. Environment and Climate Change Research Directorate

To gain an understanding into the environment, the challenges it faces and for preparing adequate response

strategies, extensive research into the local environment will need to be conducted by EP&CCD, in coalition

with the key industry sectors and various academic institutions. The R&D Directorate would act as the

scientific arm of EP&CCD and the research would revolve around climate, air, water, soil, biodiversity and

hazardous substances.

This Directorate would work together with EMC in gathering environmental data in Punjab and would

implement a research strategy that can identify the pressures on our environment through assessment of

current environmental status and develop solutions through the use of innovative technologies in coordination

with the technology department (IETT). It would also closely monitor recent developments in global

environmental research and trends. This research would be passed onto the EP&CCD Strategy and Policy

Directorate that is entrusted with the responsibility to draft the SOE report. It would also develop an annual

plan of research and development which would link to the important policy matters at hand.

Along with a research strategy, the development of a local talent pool that can help drive the research is a

necessity. Taking note from various environmental agencies around the world, the EP&CCD will setup

research funding programmes that would assist promising graduate students in the form of grants or

fellowships, provided that their research area is relevant to the environment domain and has the potential of

making a significant impact in the field.

Aside from providing research grants and fellowships to students, linkages with academia in other capacities

need to be addressed as well. The EP&CCD would work together with schools, colleges and universities and

help with the setting up of environmental related degrees, along with incorporating environmental sciences

into high school level curriculum. This will help build an interest in the field, leading to more individuals

EPA EMC

Media

EP&CCD IETT

Federal & Provincial

Government

Communication &

Coordination

Exte

rnal

Co

mm

unic

ati

on

Extern

al

Co

mm

unica

tion



considering the possibility of further studies in the field. This would help the evolution of EP&CCD as it

would enable it to attract better qualified people in the future.

Fig. 1.9: Functional Structure of Environment and Climate Change Research Directorate

IV. Legal and Administrative Services Directorate

Development of New Legislation

This Directorate would be responsible for the development of new legislation, including the updating

of acts, rules and regulations as and when required. It would include review of existing legislation in

order to develop synergies among relevant statutes and regulations, eliminate obsolescence, and

amalgamate provisions with similar objectives, in line with the Punjab Environment Policy. As part of

this restructuring assignment the new laws, rules and regulations are being developed, however going

forward these might need to be updated which will be done by the EP&CCD itself.

Registration of Laboratories and Consultants

As EP&CCD would be responsible for ensuring consistency and quality across the different domains

of the environment, it is imperative that a directorate within the department is responsible for

registration of the consultants and the laboratories. The registration will be dependent on data that is

obtained from a third party (universities) in case of consultants and the EMC in case of laboratories.

The team would bring standardization across the sector identifying quality consultants and

laboratories.

Setting of EQS

This directorate will also be responsible for developing the Punjab Environmental Quality Standards

which will be presented to the Environment Protection Council for approval. These will be based on

best practices across the world, tailored to the local needs of Punjab. As part of this restructuring

assignment the new EQS are being developed, however going forward these might need to be updated

which will be done by the EP&CCD itself.

MEAs

This directorate will look after the operational elements of MEAs and ensure compliance and

operational smoothness with the terms and conditions of these agreements. The strategic elements of

the MEAs sit within the Strategy and Policy directorate within EP&CCD.

Funding

Data

Collaboration

on Technology

Development

Industries

Academic

EMC

1. Climate Change

2. Air

3. Water & Ground Water

4. Soil & Waste

5. Biodiversity

6. Hazardous Substance

Environment & Climate Change

IETT



Fig. 1.10: Functional Structure of Legal and Administrative Services Directorate

Routine Tasks

This directorate will carry out other routine administrative tasks, including HR, Training, Finance,

Procurement, Information Technology, General Administration, and Capital Expenditure as per

normal practice.

V. Endowment Fund

The Endowment Fund would be set up with an initial seed money of USD 50 million (this number is an

estimate only and is subject to approval from the World Bank and the P&D department). The Fund would hire

a professional fund manager that would be given sole responsibility for investment decisions in low-medium

risk securities in order to generate profits that would be used for all the financial needs of EP&CCD and its

agencies, making it independent from government funding with an aim to make it sustainable for the future.

The allocation of funds would be decided by the board which would include representatives from

P&D department

the civil society

the EP&CCD and its agencies

the industries (various)

the academia

Allocation would be such that a pre-defined percentage would automatically be allocated to different

departments. For any further need of funds, competing demands will be made and the most relevant demands

in line with the strategic plan set by EP&CCD would be given priority. The Board will also help channelize

fund towards industries such as grants or loans to companies for development of business cases for cleaner

tech.

Many environmental funds have failed due to their complex structures, therefore it is advised that the fund has

an allocation process that is transparent, accessible and facilitating.

This fund will be housed under the EP&CCD, however it will act independently under the direction of the

board and the fund manager.

Registration

of labs

Legal & Admin Services

EMC

Reference lab

Registration of

Consultants

Universities

(Third Parties)

EQS Setting State of the

Environment Strategy & Policy

Routine Admin

Tasks

Legislation

Development



Fig. 1.11: Functional Structure of Endowment Fund Management

VI. Internal Performance Evaluation Department

Internal Performance Evaluation will allow ongoing monitoring and reporting of EP&CCD’s progress and

accomplishments, using pre-selected performance measures. It will ensure that correct practices are being

carried out, and that the rules and procedures set out by the department are being followed.

The basis of Performance Evaluation would be Performance Measures (PMs). A performance measure is a

metric used to gauge performance and capture data on how well the department is achieving environmental

results over the short term, intermediate term, and long term. It also allows for measure program efficiency,

productivity, cost effectiveness, and service quality.

The Internal Performance Evaluation Directorate would produce an annual report detailing the KPIs set and

the performance thereof. For instance, no. of inspections made by inspectors etc. This would form part of the

annual review of the employees and will decide in whether they are to be admonished or promoted.

Endowment Fund

Board

Fund Manager

1. E&C – XX%

2. EMC – XX%

3. IETT – XX%

4. E&C – XX%

5. Industries &

Agency Pool –

XX%

External Investment



ENVIRONMENT PROTECTION AGENCY (EPA)

Role Description

The EPA will perform the role of enforcement, ensuring that all the legal procedures are implemented. Its role

will revolve around performing the EIA, IEE and other permitting procedures, making enforcement decisions

to put law into practice, issuing administrative penalties to offenders and taking the polluters to court.

The EPA will have seven different directorates under it, with set roles for each. These include;

Permits, which will be tasked with;

Performing and issuing permits for EIA/ IEE

Supervising site inspections for permits

Licensing hazardous substances

Upgrading/renewing permits

Issuing tradable permits

Enforcement, which will be responsible for;

Supervising site inspections for enforcement process

Requesting criminal investigations

Issuing EPO’s

Coordinating green police actions

Enforcing the EQS

Making a yearly enforcement plan

Complaints and Compliance, which will be responsible for;

Processing complaints from general public

Overseeing the processing of complaints from Divisional and District levels

Sending reports to Director Enforcement, informing them of any non-compliance

Monitoring the compliance of permit conditions

Legal, which will be responsible for;

Conducting legal proceedings against polluters in the tribunals

Preparing show cause notices

Coordinating legal matters of different Divisions and District

Conducting capacity building of environmental prosecutors

Environmental health, which will be responsible for;

Developing the annual health protection plan

Highlighting environmental health issues

Monitoring of environment health situation

Coordinating with the health departments

Preparing plans to deal with epidemic outbreaks

Emergency Response, which will be responsible for;

Carrying out rapid environmental assessments

Developing response mechanism including prioritization



Rolling out emergency response teams in case of need

Support Services, which will be responsible for

Providing IT technical support

Performing administrative, procurement and finance duties

Performing HR duties, along with coordinating any trainings that need to be undertaken.

There will also be a team housed within the Director General’s office that will retain environmental

experts that specialize in the following;

Air

Water

Biodiversity

Soil and water

Hazardous substances

This team will conduct the relevant analysis, pertaining to their expertise and continuously present the results

to the Director General EPA.



Functional Structure of the EPA – Head Quarter

Fig. 1.12: Functional Structure of the EPA – Head Quarter

Functional Structure of the EPA – Division

Fig. 1.13: Functional Structure of the EPA – Division



Functional Structure of the EPA - District

Fig. 1.14: Functional Structure of the EPA – Districts

* Within small Districts the duties of Assistant Director Permits, Complaints and Health will be undertaken by Assistant Director

Enforcement.

** In small and unindustrialized districts Director Legal will not be present



EPA Functions

I. Permit Directorate

Environmental licensing is a tool used to prevent, manage and control pollution. It is a cornerstone of

environmental regulation as it places checks and limits on the private sector on the maximum amount of

emissions that can be released into the environment and sets legally binding requirements for the private

sector in order to protect human health and the environment.

It is advised that traditional “react and remedy” approach to licensing be replaced with an “assess and

prevent” model as it is more effective and efficient to prevent, rather than trying to cure, damage that has

already been done to the environment.

There are numerous licenses that need to be awarded on an ad-hoc basis, e.g. for hazardous substances (import

of mercury). In order to regulate these, the EPA will be issuing licenses to regulate the flow of materials

which can be harmful for the environment.

Limits for polluting will be developed and assigned to different polluters (e.g. industries), and the EPA would

issue permits that are tradable across industries in order to incentivize businesses to take ownership of their

pollution levels and thereby reduce their emissions in order to profit from the sale of the permit to other

businesses that are over polluting and exceeding their quotas.

In addition, the Permit Directorate will issue environmental assessment tools such as Environmental Impact

Assessment (EIA) which is a full assessment of the effects of a project on the environment, Cumulative

Environment Impact Assessment (CEIA) which is broader than EIA and looks to see a project’s

environmental costs from various angles, Initial Environmental Examination (IEE) which is a preliminary

small study to see if a project harms the environment and Strategic Environmental Assessment (SEA) which

refers to a range of analytical and participatory approaches that aim to integrate environmental considerations

into policies, plans and programmes and evaluate the inter linkages with economic and social considerations.

This differentiates SEAs from other traditional environmental assessment tools, such as Environmental Impact

Assessment (EIA), which have a proven track record in addressing the environmental threats and

opportunities of specific projects but are ineffective when applied to policies, plans and programmes. SEAs

apply to mega-projects which have a potentially huge environmental cost attached to them, and with the

investment coming in from CPEC these will need to carry out more often than before.

In the case of non-compliance, the EPA will have the authority to issue an Environmental Protection Order

(EPO) which would seek to remedy a risk or prevent further environmental harm.

Any license awarded will not be indefinite, and would have to be renewed periodically. This would allow

EPA to assess the state of environment and issue permits accordingly for the amount of emissions allowed.

II. Enforcement Directorate

As a regulator, the implementation and enforcement of the Punjab Environmental Protection Act is the

primary directive of the EPA. To enable the implementation and enforcement, the EPA needs a Directorate

that will clamp down and prosecute any breaches in the environmental legislation.

Although the EMC will be monitoring the ambient space on their own, the EPA will have a team of inspectors

trained enough to conduct initial analysis of facilities / premises on their own and also pull in the help of the

EMC where needed for more detailed testing. The EPA will make a yearly enforcement plan using which it

will ensure that the different stakeholders are compliant to the environmental regulations.



The Enforcement Directorate will admonish non-compliers, and will ask them to discontinue their

environmentally harming practices through a compulsory order.

If offenders don’t adhere to the instructions stipulated in the compulsory order, a request for criminal

investigation will be initiated which may lead to case being taken to court or being dealt by the green police.

The policing is key in ensuring that the stakeholders are compliant to environmental regulation.

The Enforcement Directorate will carry out environmental compliance and management audits.

Environmental compliance audit will be done to assess whether an organization’s practices are in compliance

with legal and other requirements. On the other hand, environmental management audit will be done to

identify whether an organization is on track to meet its environment related objectives or not.

The enforcement of Environment Quality Standards, approved by the Environment Protection Council for the

regulation of pollution in Punjab, will also be performed by the Enforcement Directorate.

III. Compliance and Complaints Directorate

The Compliance and Complaints Directorate will serve as the institution to entertain complaints made by the

general public regarding non-compliance of environmental decrees and complaints about EPA staff.

It would monitor and record non-compliance independently with support from EMC and would ensure that

complains from divisional and district levels are addressed, and a list of non-compliers are passed onto

Director Enforcement EPA. Additionally, complaints about EPA staff would be registered and a mechanism

would be developed that would set out a professional, fair and consistent process for the management of

complaints about the EPA’s operations or services.

A helpline would be set-up to allow for complaints to be registered from the general public and a process

developed that would ensure that complaints are managed effectively and efficiently.

All the environmental permits handed out to the various different industries and organizations will contain

permitting conditions that need to be adhered to going forward. The Compliance and Complaints Directorate

will take up of the job of identifying any permit holder that are non-compliant with the permitting conditions,

and will forward this information onto the Enforcement depart for further actions.

This Directorate will also supervise the processing of complaints in both the district and divisional levels.

Fig. 1.15: Functional Structure of Compliance and Complaints Directorate

Compliance

Complaint &

Compliance

Complaints

District

Inspectors

Enforcement

Data

support

Mo

nit

ori

ng

of

com

pli

ance

EMC



IV. Legal Directorate

Offenders who do not comply despite various warnings and penalties, and offenders who violate regulation

with wider impacts will be prosecuted by EPA in the tribunals. Legal expertise backed by operational

evidence will be needed to put these cases in front of the judges to ensure that quick decision making is

possible. The legal Directorate will be responsible for the capacity building of environmental prosecutors so

that expertise in this area can be developed.

Moreover, the Legal Directorate will look after the various legal matters of different districts and divisions.

All the legal matters will be consolidated in this Directorate to improve coordination.

V. Environmental Health Directorate

With data collected by EMC, the EPA Environmental Health Directorate will work towards gaining an

understanding into the agents of change that are creating a negative impact on the environment. The SOE

report developed by EPD will also assist in identifying these agents of change. Once identified, the

Directorate will formulate an annual Environmental Health Protection plan to help mitigate the effects of these

agents, with a specific focus on prevention of environmental health issues generating from Dengue and

Hazardous Waste.

The Environmental Health Directorate will work to enhance the quality of life in Punjab by protecting public

health and safeguarding environmental quality, and educating the public to increase environmental awareness.

It will do so by protecting the community’s health through the prevention and control of environmentally

related communicable diseases and through the minimization of exposure to environmental health hazards.

This Directorate would need to coordinate with the Health Department to develop mitigation measures

focusing on prevention of disease outbreaks, including developing and maintaining relationships with local

public health units, academic institutions and other stakeholders.

VI. Emergency Response Directorate

The EPA will carry out Rapid Environment Assessments to identify the risks and their impacts, in order to

help limit the damage resulting during and in the aftermath of human induced or natural disasters.

The Directorate will station Emergency Response Teams (ERTs) all over the province. In case of

environmental emergencies, such as hazardous material spills, the emergency response teams will act as first

responders and will work together with the relevant departments in the government to coordinate the response

efforts that would provide experienced technical and logistical assistance in responding to environmental

emergencies.

The ERT will provide assistance in characterization and clean-up of hazardous waste sites, and support for the

full range of emergency response actions, including unusual or complex emergency incidents such as an

underwater release. In such cases, the team may bring in special equipment with technically adept responders

providing the on-site coordinator or remedial project manager with experience and advice.



ENVIRONMENT MONITORING CENTRE (EMC)

Role Description

The EMC will perform the role of monitoring, ensuring that it collects all the data that is required to observe

the state of the environment going forward. Its role will revolve around

Collecting and analysing data

Verifying compliance of industries with laws, emission limits, and EQS,

Producing and presenting facts through observations, measurements and environmental monitoring

The EPA will have three different directorates under it, with set roles for each. These include:

Planning, Collection and Analysis, which will be responsible for;

Developing the yearly data collection plan

Developing the data strategy

Creating a network of data collection

Data insertion controls to ensure data quality

Descriptive and diagnostic analysis

Predictive modelling to forecast future environmental behaviours

Development and deployment of ICT and GIS supporting data collection

Data gathering to assist the EP&CCD in the preparation of the SOE report

Monitoring, which will be responsible for;

Ambient air, soil and water monitoring

Monitoring of water, air, soil, land cover, waste, biodiversity, natural resources, noise, climate, and

hazardous substances

Compliance of PEQs

Complaints Monitoring

Permits Monitoring

Laboratories, which will be responsible for;

Running the reference laboratories which will be used for accreditation purposes

Network of laboratories throughout the province

Facilitating quality development of all the laboratories including the private sector in the province

Providing assistance with private laboratories registration which will be housed in EP&CCD

Support Services, which will be responsible for;






Functional Structure of EMC

Fig. 1.16: Functional Structure of EMC Head Quarter and Division


Director Planning and Collection & Analysis

Director Monitoring Director Laboratories

EMC Board



EMC Functions

I. Planning, Collection and Monitoring Directorate

Planning

Collecting environmental data can be a very expensive exercise. Therefore, a systematic and

consistent approach to monitoring and testing needs to be undertaken to ensure that the data gathered

is not biased, misleading or of uncertain quality. Hence, to ensure that both the monitoring and data

gathering activities produce reliable results, the EMC will set up a yearly monitoring plan detailing

the actions, responsibilities and timeframes for monitoring.

This plan will include,

All the different types of monitoring that needs to be undertaken to gain a holistic picture of

the environmental situation in Punjab

Details on how to collect data through private sector companies and other departments (e.g.

the soil data can be obtained using the help of the Agriculture Department, the ground water

data can be collected using the help of the Irrigation Department)

The roles and responsibilities of the various stakeholders involved and the timelines which

they will need to adhere to

The plan will also include the ambient data that will need to be collected to support the

Enforcement teams under EPA in identifying the facilities that need to be visited

The incorporation and implementation of a robust monitoring plan will also reduce the load

on the inspectors that carry out the inspections, leading to huge reduction in the overall cost of

inspection.

Collection and Analysis

With the advancements in technology, the capabilities of capturing, storing and analyzing increasing

amounts of real world data have significantly improved. With it, within the past decade a new trend of

making data-driven decisions has emerged. This trend is not limited to profit making organizations,

but also to regulatory organizations around the world such as the Environmental Protection Agencies.

These environmental agencies have utilized the data at their disposal to fine tune their regulatory

settings, make predictive models and in general help understand the environmental situation in a

greater detail than ever before. Hence a data collection and analysis Directorate will be housed within

the EMC that will aim to assist the EPD and its related agencies with their decision making process.

During the year the monitoring plan developed will be used to collect data using the various sources,

including the on-ground data collection staff, monitoring network and other departments. A data

strategy will be put into place to allow timely and accurate collection of data, which will be key for

analysis. Currently there is a huge capacity gap both in terms of resource and technology to ensure

sound data collection and its analysis which will be addressed by this section.

Once the data has been captured by the EMC, it will be required to be cleansed and synthesized. The

resource and technology additions will provide the capacity to carry out large-scale data cleaning and

its synthesis. The data will then be used to carry out both descriptive and diagnostic analysis. The

descriptive analysis will include reporting and visualization of past data in the form of dashboards to

understand what has already happened, whereas the diagnostic analysis will be used to identify the

underlying relationships between data inputs to identify why a certain event took place. Further to the

descriptive and diagnostic analysis, the data will also be used for predictive modelling to predict what

might happen in the future, determining which decisions or actions will best help stem the menace of



environmental pollution going forward. These analyses will then feed into the state of the

environment report.

GIS

The EMC will also hold the capabilities for geographical mapping. It will compile geographic and

demographic data from both in-house and other sources to build and maintain a Geographical

Information Database (GIS). It will further use GIS software’s to analyze spatial and non-spatial

information within maps, along with modelling the relationships between geographical datasets. This

will help build up a complete view of the environmental pollution sources in the province. Once the

EMC has been established, the resources will be assessed to take a decision on whether the GIS

support can be provided by an external organization if building an in-house team is too expensive.

II. Monitoring Directorate

Monitoring

EMC assets, namely the on-ground data collection staff and the monitoring equipment set up around

the province, will be focusing on collecting data to monitor the ambient space i.e. water, soil and air.

The data gathered from the monitoring exercise will identify, with the help of the GIS experts, the

different hot spots for pollution around the province. It will also help in marking ideal locations,

geographically, for future development to take place. Besides this, the data will also help identify the

offenders, and further assist the EPA with their enforcement and prosecution processes.

The EMC will also be responsible for the monitoring of Environmental Quality and Emission

Standards. For this, Continuous Emission Monitoring System (CEMS) technology, such as the one in

use by the United States EPA, can be utilized1. The US CEMS has all the equipment that is required

for detecting the particulate matter concentration and emission rates. Further to this, regulatory

monitoring, biodiversity monitoring and waste and hazardous substances monitoring will also form

part of the EMC’s monitoring section (See Technical Report 5.1 for further details).

III. Laboratories Directorate

Reference Laboratory

The EMC will maintain a reference laboratory that would perform reference or calibration

measurement procedures. This laboratory will develop a repository of reference values for testing that

will be followed by the other private sector laboratories. In order for a laboratory to be registered with

the EPA, a check will be done by the EMC reference laboratory to ensure standardization.

There will be different regional laboratories serving the operational needs of EPA and EMC

throughout the province. These will be in addition to the network of private laboratories. The

laboratories will also serve as revenue generation hubs where the private sector will be using the labs

for their purposes e.g. obtaining ambient data for planning purposes. The EMC will facilitate the

quality development of all the laboratories within the province.

1 https://www.epa.gov/emc/emc-continuous-emission-monitoring-systems



INSTITUTE OF ENVIRONMENTAL TECHNOLOGY AND

TRAINING (IETT)

Role Description

The IETT will perform the advisory role. It will help ensure that each industry has a fair chance of performing

well while also being environmentally friendly. It will identify the best available technologies being used

around the world and advise the industries on what technology they should incorporate, based on their sector,

in order to remain competitive and environmentally friendly at the same time.

Its role will mainly revolve around;

Organizing information mechanisms with industries to create BAT reference documents which

will help the industry comply with emission limits

Advising industries on how to comply with environmental legislation, policies, standards and

enforcement decisions

Capacity building and certified training programs for various sectors focusing on the enviorment

Supporting pilot plants, striving to minimize their enviromental impacts

Collaboration with international training institutes and reasearch institutions

The IETT will have four different directorates under it. They are

Best Available Technology, which will be responsible for

Identifying the Best Available Technologies from across the world reviewing global practices

Establishing industry sector specific BAT committees and facilitating them in identifying

technologies and their use

Facilitating definitions of industry sector wise emission limit ranges through BAT reference

documents

Technology Transfer, which will be responsible for

Disseminating technologies to relevant industries

Following up on emerging adapted technologies

Piloting technologies to optimise for local conditions

Commercial Projects, which will be responsible for

Coordinating with local and international companies and donor agencies to attract investment into

green projects.

Organising expert teams from administration and private sector and run commercially funded

projects on the environment

Advisory, which will be responsible for;

Advising industries on how to comply with environmental legislation, policies, standards and

enforcement decisions.

Creating and updating website to advice industries and other stakeholders on permitting, EIA and

other enforcement measures

Training, which will be responsible for

Providing trainings on permitting, WA/AQ modelling, biodiversity, economic instruments,

enforcement and prosecution



Creating and updating website to advice industries and other stakeholders on permitting, EIA and

other enforcement measures

Support Services, which will be responsible for




Functional Structure of IETT

Fig. 1.17: Functional Structure of IETT

IETT Functions

I. Best Available Technologies Directorate

Best Available Techniques (BAT) refers to the latest stage of development in technology. These are state-of-

the-art process, facilities or methods of operations which signal the suitability of a particular measure for

limiting discharges, emissions and waste. In order to qualify as BAT, consideration is given to:

Comparable processes, facilities or methods of operation which have been successfully tried out;

Advances in technology and any changes in scientific knowledge and understanding

The time limits for installation of new and existing plants; Nature and volume of discharges and

emissions concerned

Economic feasibility of such techniques

The BAT Directorate will first and foremost understand BAT technologies that are operational globally and

establish industry specific BAT committees in order to bring the private sector on the same page as EP&CCD

to encourage the use of greener technologies through the use of financial incentives. The BAT committee will

serve as a medium whereby companies who have introduced greener technologies will assist other companies

in adopting them through support services, as may be necessary.



II. Technology Transfer

Technology transfer is a process of finding a new application for an existing technology, and includes

converting research into economic development.

It is important to view "Technology" as not only machines and equipment, but also the skills, abilities,

knowledge, systems and processes necessary to achieve operational efficiency. Thus technologies are meant to

be total systems that include know-how, procedures, goods and services, as well as organizational and

operational measures.

The Technology Transfer Directorate would be responsible for the introduction of new technologies, along

with helping in adopting, and monitoring the implementation of such technologies. The Directorate would

disseminate technologies to relevant industries, ensuring that greener technology is adopted on a wider scale.

The purpose would be to make greener technology the norm.

This would also require tailoring the technology to local needs to ensure the fit to the requirements that are

specific to the maturity level of the various sectors in Punjab. It would also follow up on emerging adapted

technologies to see their results and then communicating these results to relevant industries in order to

encourage wider adoption.

Potential partners can take advantage of opportunities to create or further develop solutions to environmental

problems. Through these collaborations both IETT and its partners can:

Expand research capabilities.

Accelerate research results.

Share resources.

Stimulate new business and economic development.

Stimulate new business and economic development.

Enhance Pakistan economy in efforts to protect human health and the environment.

III. Commercial Projects Directorate

The Commercial Projects Directorate would be tasked to assist local companies in accessing funds from

international donor agencies such as the Global Environment Fund, The Global Climate Change Fund, and

The Adaptation Fund etc. for investment into green projects. The Directorate would maintain a close

relationship with Donor Agencies’ national Focal Points in order to simplify the funding process.

It would handle all the technical sides of accessing the funding and would maintain relationships with

international donor agencies to negotiate favorable terms for the local industry seeking to incorporate

environmentally-friendly processes into their projects.

IV. Advisory Directorate

This Directorate would act as an Advisory Directorate to the industry. Environmental legislation and policies

can be complex; therefore the Directorate would seek to provide support services in order for the industry to

better understand their commitments toward the environment. It would provide one-on-one sessions on areas

such as legislation, policies, standards, enforcement decisions, licensing, EIA etc.

V. Training Directorate

The Training Directorate will provide trainings on permitting, modelling, biodiversity, economic instruments,

MEAs, enforcement and prosecution etc. to EPA staff to ensure continuous upgradation of knowledge and

skills and to equip them with the necessary expertise required to fulfil their duties effectively and efficiently.



During discussions with the various stakeholders during the restructuring exercise it was concluded that the

best option would be to place IETT in a recognized university. The funding that is received to develop the

institute will be used to establish a facility / capability in a university. This will allow for future sustainability

where the university itself will be encouraged to continue to develop the school of environment just like other

schools housed within the university.

University students will be key towards conducting research as part of their projects and learning requirements

which will be leveraged by the Department and its Associated Agencies. The Department will have influence

over the areas which they would like to conduct research on and also provide a list of training requirements to

IETT (housed in a university) to meet the operational needs.

A partnership model is more likely to succeeded as there will be a push from the university management to

maintain particular standards. It is particularly important to select a university that has established processes

and procedures with a reputation in the region, preferably from the private sector. Engagement from a private

sector university will provide additional checks and balances to the Department and its Associated Agencies.



1.3 COMMITTEES, BOARDS AND THEIR FUNCTIONS

Ministerial Board on Sustainability

This ministerial board will be facilitated and supported by the Planning and Development Department.

Environment Protection Council

Endowment Fund

The Endowment Fund will maintain quotas for funding, for example, EP&CCD (15%), EPA (15%), EMC

(15%), PETI (15%) and large scale projects (40%). These percentages are not fixed and will be decided once

the fund is formed and further altered during board meetings.

Compositions

• Chief Minister (Chair)

• Minister of Environment (Vice

Chair)

• Relevant Line Ministers

• High Level Experts (Academics,

Sector)

Roles

• Approve sustainable development

policies

• Promote high level coordination

on sustainability

• Follow up on the UN Sustainable

Development Goals

•

Compositions

• Minister of Environment (Chair)

• EP&CCD Secretary (Vice Chair)

• Secretaries of Relevant

Departments

• High Level Experts (Academics,

Sector)

•

Roles

• Development of policy

recommendations

• Coordinating input on policy

development and approval with the

EP&CCD

• Providing overall guidance on how to

run environmental matters in the

Province

• Generating consensus on policy matters

• Approval of environmental quality

standards, emission and discharge

standards

Compositions

• Academics within the environmental domain

• Cleaner technology industry experts

• Representatives of EP&CCD, EPA, EMC

&IETT

• Secretary EPD – will carry the right to veto a

decision

Roles

• Autonomous unit that serves the

funding needs of development

projects of EP&CCD and its

agencies



Committee of Agencies

Sub-committee of Agencies

Each agency may establish other committees and sub-committees for management of organization or some

subject matters.

Nomination Committee

This will be a long-term defined committee setup to identify:

High level sector experts

Academic experts

Representatives of various departments

Cleaner technology experts

The identified individuals will add up to the composition of the various different committees.

Compositions

• Secretary EP&CCD (Chair)

• Director General EPA (Vice

Chair)

• Senior Officials of EP&CCD

• Heads of EPA, EPC and IETT

• Representatives of other Relevant

Departments

Roles

• Each Agency would have an

executive committee/board that will

do the following:

• Approval of strategies and annual

plans of the respective Agencies

• Follow up of KPI’s

• Operational coordination with other

agencies

• Approval of budgets for the

respective agency

Compositions

• Heads and other senior officers of

EPA, EMC and IETT

• Academics

• Industry Sector Experts

• Laboratory Heads

Roles

• EPA – EIA committee to ensure that

the EIAs issued are consistent

• EMC – laboratory quality

development committee to ensure a

continuous development of quality

in all laboratories of Punjab

• IETT - Industry sector specific

BAT-info exchange committees for

key sectors



1.4 THE FUTURE LEGAL STRUCTURE IN BRIEF

The future legal structure will legislatively cloth the future state design proposed by the consultant team. It is

proposed a single statute, the “Punjab Environment Protection Act, 2018” (the “proposed Act) establish the

institutions envisioned, namely EPA, EMC and IETT and set out their respective powers and functions as

proposed in the future state design.

Over and above the future state design, the future legal structure will contain the following:

Concepts from the case-law developed by the Superior Courts

In the gaps analysis of laws, it became apparent the Superior Judiciary of Pakistan has played a

pioneering role in recognizing and protecting environmental rights. Concepts such as the Fundamental

Right to a clean and healthy environment underpin environmental law throughout Pakistan.

For this reasons, the concepts of right to clean drinking water, Doctrine of Public Trust, Climate Change

and Water Justice will be incorporated into the proposed Act. Such incorporation shall be done

substantively or by identifying these concepts as principles of environmental jurisprudence at the

beginning of the proposed Act.

Amendment in the Punjab Rules of Business

The Punjab Rules of Business allocate responsibilities to the EPD. However, the scope these

responsibilities to be widened to allow the EP&CCD to take on a policy and oversight role over new and

additional responsibilities. Such new responsibilities include specific power to interact with the Federal

Government and other provinces with respect to the implementation and reporting of MEAs as well as to

interact with other provincial Departments in the enforcement and application of environmental laws. It

is also proposed to make addition to the Rules of Business to make it mandatory to refer to the EP&CCD

in relation to stipulated projects, environmental issues, and implementation of MEAs.

Additional definitions in the proposed Act

In the gaps analysis, it became apparent other provinces had widened their scope of environmental

regulation though the addition of definitions. Similarly, recognizing the EPA’s greater role in protecting

biodiversity under MEAs and case-law of Superior Judiciary, the following terms will be specifically

defined in the proposed Act:

Biodiversity

Water Resources

Genetically Modified Organisms

E-waste

Clinical Waste

Environmental Permits, Audits, Reviews and Environmental Management Plans, and Licences

The proposed Act will make provision for project proponents who have, for whatever reason, not

obtained environmental approval for their projects. Such proponents will be able to submit environment

management plans to the EPA for approval under terms and conditions. With environment management

plans in place, project proponents will submit environment audit reports in accordance with prescribed

procedure and may be subject to EPA reviews of compliance.

Another feature of the proposed Act will be a regime of permitting. Project proponents, on obtaining

environmental permit will be required to obtain renewals thereof from the EPA every 3-5 years

(depending on the nature of the project). This renewal process will allow the EPA the flexibility to

change/amend the terms and conditions of approval based on changing circumstances at the project site

based on audit and review reports.



Introduction of Strategic Environment Assessment

In the gaps analysis, it become apparent other provinces have introduced the concept of Strategic

Environmental Assessments (SEAs) for policies, plans and strategies adopted by the Provincial

Government, autonomous body or local government. The proposed Act will therefore also include

provision requiring the Provincial Government to prepare and submit for approval an SEA for all its

policies, plans and strategies etc. Rules for the procedure of preparing, submitting, reviewing and

approving SEAs will also be drafted.

Introduction of inter-provincial environmental management

In the gaps analysis, it became apparent other provinces have assigned the responsibility of inter-

provincial coordination on environmental matters to their respective Environmental Protection Councils.

The proposed Act similarly assigns such responsibility to the EPD for coordination purposes.

Devolved decision making and adjudication

The new Act will provide for the devolved decision making and adjudication structure proposed in the

future state design. A number of the EPA’s regulatory functions will be subject to assignment to

Division and District level. This will allow project proponents/affectees to benefit by not having to travel

distances to file their complaints.

Similarly, the scope of adjudication in present Environmental Magistrates is limited. The proposed Act

will widen the scope of complaints that may be brought before/heard by Environmental Magistrates at a

District level. This will provide citizens with better access to environmental justice.

New Rules

As advised by the international expert, the following Rules shall be prepared by EPA as part of the World

Bank Project to support the enforcement of the proposed Act;

Monitoring and Sampling Rules

Air Quality Rules

Drinking Water Rules

Water Resources Quality Rules

Pollution Prevention Rules (for industry)

SEA Rules

EIA/IEE Rules

Permitting Rules

Licensing Rules

Hazardous Substances Rules

Hazardous Substances Licencing Rules

Sustainable Development Fund (Utilization) Rules

Solid Waste Management Rules

E-Waste Rules

Hospital Waste Management Rules

Self-Monitoring Rules

Certification of Environmental Laboratories Rules

Occupational Health and Safety Rules

Social Impacts and Resettlement Rules

2

Transformation to

strength

Section 2 Transformation to strength


Section 2

Transformation to Strength 1.1 GENERAL

Change Management Overview

Organizational transformation can be characterized as effective

move from the ‘current state’ to the ‘future state’. Change

management is the process of guiding and shaping how the change

will be delivered and perceived by stakeholders while focusing on

achieving the benefits forecasted from the change.

In case of EPA’s smooth transition to the future state, it is suggested

that a change management plan should be put in place and aligned

keeping in view the impact of change on the following dimensions.

People (Skills, Knowledge, Behaviour, Culture,

Structure),

Process, and

Systems

In order to reap maximum benefits from the future state; it is

recommended that the processes and systems within EP&CCD and

Associated Agencies should be fully integrated and aligned in a way

that encourage high performance of the workforce.

Importance of Change Management to Manage Risks

An effective change management plan is a key ingredient to create a sustainable performance after a change

has occurred. Initiatives often fail when:

Program objectives and organizational priorities are not aligned;

The right stakeholders are not identified/engaged or kept informed; and

People’s transition needs are not adequately planned for.

A summary of transformation lifecycle organizational risks in term of time and efforts, are given in the

diagram below:



Fig. 2.1: Transformation lifecycle organizational risks

EP&CCD will need to address these risks in detail as the transformation progresses. The future state

institutions have been designed which now need to be approved and implemented under the watchful eye of

the Program Delivery Team which will develop follow the following change management risk mitigation

steps:

The leadership at the current EPA and EPD has vetted the future state institutional plan but this

now needs to be approved by the Planning and Development Department (PDWP). A concept

note for the future state has been shared with the management which will be pushed through for

approvals.

A clear vision for the transformation has been developed i.e. the new structure that needs to

achieve. The future structure has been vetted by various experts both local and international and

the next step will be to obtain the buy-in from other stakeholders including the industries that will

be impacted by the new regulation.

The objectives of the change have been clearly defined which is to propose necessary legal,

regulatory and institutional frameworks and processes to ensure that the Department and its

Associated Agencies are appropriately equipped to meet the overarching challenges to achieve an

efficient and well integrated system of environmental governance.

A detailed implementation plan has been provided as part of this Restructuring report breaking

down the activities in to short term, medium term and long term steps. This roadmap will act as

the key success metric / KPI to ensure that timely delivery of the transformation is ensured. The

Program Director will need to ensure that the steps that are laid out are being followed in a timely

fashion.

As part of the change management plan the tasks that are identified in the plan will be assigned to

key individuals in the Program Delivery Team. This will create accountability ensuring that there

are no excuses when it comes to delivering the change.

At the start of the transformation a session will be held for all levels of the staff informing and

educating them of the change, ensuring that there is no impact on their jobs as there is a plan to

engage the current employees as long as they are willing to up-skill. This is explained in detail

within this section of the report. This will ensure that there is buy in from the employees / staff

and that the execution has a certain discipline.



The Program Delivery Team will also need to track the benefits against the cost incurred. A

budget will be approved by the PDWP for the restructuring to be executed, which will be tracked

throughout the transformation process to ensure that it is being spent effectively and efficiently.

Structured and well-designed change management plans help to reduce any negative impacts on

organizational performance and deliver sustainable benefits; whereas, unmanaged change can damage an

organization’s performance. Structured approach to change management helps to:

Deliver the expected benefits of the change while reducing the potential negative impacts of the

change;

Identify and highlight potential risks that could arise from the change;

Develop specific strategies to manage performance, people, and benefit risks before they impact

the organization; and

Address the emotional and rational impacts of change.

The figure below outlines the difference between managed and unmanaged change. Therefore it is key that the

EP&CCD in future adheres to the implementation road map (explained later in the report) and the change

management risk mitigation steps (explained above).

Fig. 2.2: Difference between managed and unmanaged change

Context and Purpose of Change Management

In order to achieve the program objectives associated with institutional restructuring of the Department and its

Associated Agencies to deliver the related benefits; it is recommended that all the stakeholders need to be

ready, willing and should be able to adopt new behaviours/work practices. The change management approach

incorporates a series of activities designed to define change challenges, develop initiatives to manage these

challenges and put in place mechanisms to monitor the effectiveness. Moreover, a key element of the change

management approach is building commitment to the program outcomes.

Change Management Approach and Framework

Change management is a critical component to introduce, launch and sustain the right behaviours necessary to

realize the benefits and desired outcomes. Usually, people go through change at different speeds and

experience different emotions; as they try to understand what the change is all about. In order to make this



shift quickly and with minimal disruption to current performance of EPD; the approach should be to support

and facilitate the employees at individual level. The change commitment curve (provided below) graphically

depicts the emotional response stages most stakeholders go through during the life cycle of a change initiative

to successfully embrace the change or new capability.

Fig. 2.3: Change commitment curve

The measures to manage the emotional response of the employees through the change will include the

following:

At the start of the process the Project Delivery Team will disseminate information to all

employees and keep them up to date with the plan that is being implemented. It is recommended

that the Program Delivery Team should have an HR professional who can handle the messaging

at a personal level for every employee informing them of how their role is impacted.

Informational flyers will also need to be printed and distributed to ensure that the idea of the

transformation is not to let people go but to adapt to a new way of working.

Once the information has been disseminated, the next step will include providing support to the

employees. As part of the TNA exercise several areas of development have been identified. The

future state institutions will require new improved skillsets, which most of the current staff lack.

Therefore it is imperative to provide support through this process in the form of training and

awareness sessions. These will need to be arranged by the Project Delivery Team to help the

employees adopt to the change.

The next step will be making the employees part of the future vision and obtaining not just their

buy-in but taking it a step further and assigning them ownership. This will be achieved through

making them the champions of change and creating a feeling that they are leading the process. A

part of this process has already been done when finalizing the future state where all the current

Directors of EPA were engaged to obtain opinions on the numbers going forward.

Finally the employees will feel involved and push the change process, making the new process a

habit. This will take some time however the Project Delivery Team will need to show resilience

throughout the process.



As a part of institutional restructuring of the Department and its Associated Agencies, it is suggested that

a change management framework should be put in place to enable leaders, align teams and inspire

individuals through overall transition to the future state. The figure below explains the suggested

framework that will be used for the restructuring process. It is divided in to three main phases:

Organization Engagement,

Organizational Readiness, and

Organization Adoption

Fig. 2.4: Change management framework

Sequencing of implementation will play a crucial role in transition of Department and its Associated Agencies

to the future state. In order to achieve the change management outcomes in line with the framework, it is

suggested that Project Delivery Team, headed by Secretary EP&CCD, should have a multi-disciplinary team –

different groups having different roles to play during the transition till successful implementation.

In reality it will be very difficult for the Department to assemble a team with the required capabilities to

deliver this change management initiative, due to its complexity and time requirements. It is therefore

recommended that an external consultant be hired to manage the change process so that the new Department

and its Associated Agencies can be erected as quickly as possible.

It is recommended that the Project Delivery Team invest in hiring staff under four main teams which will help

manage the change process, mainly:

The program team

The human resources team

The communications team

The leadership group (Headed by Secretary EP&CCD)

The table below explains in more details the role that each one of these teams within the Project Delivery

Team will be undertaking. The level of effort for each one of these teams is explained by the bars that show

how low or high the required input will be.



Table 2.1: Multi-Disciplinary Team Framework

Multi-Disciplinary Team Framework

Program Team Human Resources Team Communication Team Leadership Group

Lev

els

of

Part

icip

ati

on

Engagement

Engagement

Engagement

Engagement

Readiness

Readiness

Readiness

Readiness

Adoption

Adoption

Adoption

Adoption

Lis

t of

Act

ivit

ies

Engagement:

• Identify who is impacted by the

change and in what way. This

will require a good

understanding of how the

technical roles have moved from

the current state to the future

state.

• Develop plans and activities to

engage those groups. This will

be linked with the training and

awareness sessions that will be to

be conducted through the

process.

• Develop plans and activities to

get those groups ready for the

change. This will include

studying the TNA report in detail

to identify the weak areas and

development needs to ensure that

the activities address these.

• Work through plans with other

enabling areas such as Human

Resources (HR) and

Communications teams;

• Conduct and monitor

engagement activities.

Engagement:

• Understand the impact on

roles, capability and structure.

This will include considering

the grades for the future. The

future state has been designed

including the different roles

and the grading levels.

• Support the project team to

develop activities to support

any changes needed. This will

include a detailed review of the

TNA report to identify the

weakness and develop

trainings to close these gaps.

• Conduct IR (Industrial

Relations) consultations if

required, sharing the roles that

have been proposed in the

future state of the institutions.

• Support, conduct and

monitoring of engagement

activities.

Engagement:

• Review communications plan,

the information that will need

to be disseminated throughout

the current organization staff

to ensure they are aware of the

situation.

• Support the development of

communications collateral for

engagement. This will include

the flyers / pamphlets,

awareness sessions that will

need to be delivered.



activities.

Engagement:

• Understand the project, what

success looks like and why it is

needed now. The senior

management will need to push for

the adoption as given the public

sector culture, the change is more

likely to be successful if pushed

top down.

• Cascade information to the

various team. The information

will need to be well designed and

aligned to ensure everyone

understands the bigger picture.

• Provide opportunity for the teams

to be involved in design and

engagement activities. This has

already been done in the form of

senior Directors in the EPA

vetting the future state

• Keep informed on progress so that

leadership can answer questions

and understand what support is

needed.



Readiness:

• Manage all readiness and

organizational alignment

activities to ensure these are

complete as possible prior to

changes being implemented

Readiness:

• Conduct training activities as

needed, looking at the TNA

results.

• Completion of role and

structure alignment work as

needed.

Readiness:

• Support the development of

communications collateral for

readiness;



activities.

Readiness:

• Hold 1:1 discussions with each

team member to determine their

readiness;

• Put other supports in place, if

necessary;

• Enable team to attend training and

have opportunity to practice.

Adoption:

• Confirm change has occurred as

planed and support any trouble-

shooting or remediation that may

be needed.

Adoption:

• Confirm change has occurred

as planed and support any

trouble-shooting or

remediation that may be

needed.

Adoption:


monitoring of reinforcement

activities.

Adoption:

• Manage each person individually

to ensure they achieve new

performance standards.

To

ols

to

be

use

d

• Stakeholder engagement plan -

This will aim to identify and

categorize stakeholders and their

roles in the overall transition

process to future state. It will

also facilitate in capturing and

analyzing stakeholder

opportunities for communication

and involvement. The

information collected from this

activity will be used as an input

to establish the communication

plan.

• Change impact assessment –

This will aim to identify the

magnitude of change (what

will be changing) and

organizational/people impacts

resulting from the institutional

restructuring. The information

compiled in this stage will

facilitate the development of

both – the communication plan

and organizational readiness

criteria/acceptance to change

initiative.

• Communication plan – This

will aim to gain commitment

to the vision of the change

initiative and ensure that the

right people receive the right

information at the right time.

This activity will also help to

identify the employees/

stakeholders who will have to

behave or think differently as a

result restructuring exercise. A

strong communication plan is

suggested to be put in place to

ensure that the new activities

(aligned with future state) are

clearly communicated.

Furthermore, it needs to be

ensured that all stakeholders

understand that why they need

to change, what it means for

them, how they will be

supported, and what the new

expectations are.

• Organization readiness criteria –

This will aim to determine the

readiness and willingness of the

stakeholders to embrace the new

processes and systems that result

from the restructuring exercise.

This information is crucial to

gain an organizational-wide view

of the readiness for change

initiative. The information

gathered in the change impact

assessment will be used as an

input to determine what

readiness criteria should be put

in place prior to implementation.



2.2. FUTURE STATE NUMBERS - CAPACITY / WORKLOAD ASSESSMENT

Introduction

A workforce analysis is a useful tool that underpins the concept of workforce planning. It helps to recognize

and respond to the current state capacity issues, while also helping to understand the future state requirements.

In essence, it helps alleviate the current challenges pertaining to staff capacity, while also ensuring smooth

transition to the future state. Such an analysis forms an integral part of any exercise that is undertaken during a

big transformational change in an organization. It helps give an insight into the workload burden currently

present on the staff, and analyses whether the skills and experiences of the staff are up to the mark with the

work they are required to undertake.

When talking specifically about the transformational change that is being brought about within the

Department, the first thing to consider is whether enough people with the right combination of experience and

skill are currently present within the various organizations. Next, there is a need to understand that when

going forward, will the current staff strength be adequate or is there a need to moderately / significantly

upscale it. To assess both of these queries, identification what the job requirements are for the staff is

absolutely essential, i.e. identifying what the job entails, where it is located, what are the skills, experiences

and competencies required. This helps develop an understanding into the workload capacity of the current

staff so that an assessment can be carried out to ascertain whether hiring of more staff is a necessity going

forward or not.

As part of the restructuring, we carried out an extensive workload analysis exercise to identify the current

capacity deficiencies and the future capacity requirements for the new institutional structure that that been

proposed for the environment department in Punjab. This exercise was done in collaboration with the

Department to ensure that changes proposed are realistic in nature and that the concerns of the current staff are

also taken into consideration, ensuring that everyone is on board with the future plan. The criteria used as part

of the workload analysis was locked with the Department during the meetings, while the data required for the

analysis of the criteria was acquired either through the TNA activity that was conducted as part of the

engagement, or through meetings with the concerned staff members.

As part of the gap analysis and current state assessment, the work load present on the current staff has been

carefully analyzed. The results have given a clear picture of the capacity issues that have beset the

Department. It is clear that the staff strength is not adequate and in dire need of up-skilling. Based on the

future institutional design, benchmarking with leading environmental agencies and input from environmental

experts, new numbers for the staff strength have been proposed.



Fig. 2.5: Proposed staff for new organizational structure

The figure 2.5 summarizes a comparison of the old strength and the new strength that will be required to

service the future state institutional structure.

The EP&CCD will require sanctioning of 75 positions

The EPA will require sanctioning of 1,374 positions

The EMC will require sanctioning of 241 positions

The IETT will require sanctioning of 107 positions

In summary the new Executive staff looking after the environmental governance in the province will add up to

1,797. This total only includes staff above Grade 13.

A breakdown by grade is as follows:

Table 2.2: Grade Wise Future state strength

Grade Number

Grade - 21 1

Grade - 20 3

Grade - 19 28

Grade - 18 104

Grade - 17 298

Grade - 16 560

Grade - 15 99

Grade - 14 388

Grade - 13 423

These new positions will have to be filled by existing staff and additional external hiring through Punjab

Public Service Commission (PPSC). The newly hired staff will be based on 25:75 ratio, were 25% of the staff

will be hired on the MPS scale and 75% on the BPS scale. The positions that will be filled using the MPS

scale will be the ones that require high level of expertise. The whole process of filling in the new positions

will be done in steps.

A training need assessment exercise of the current staff has been conducted and several deficiencies were

noted in terms of the Knowledge, Skills and Aptitudes (KSA) which at best are at moderate level. These



included core skills such as EIAs, Modelling, Monitoring, MEAs, Regulations, Complaints, Economics and

Laboratories.

Fig. 2.6: Mapping of future workforce as per KSA model

As a result of the TNA exercise it was noted that there are several gaps that need to be closed. As suggested in

the diagram below, the plan is to retain the employees who have the right level of KSA. Employees lacking

the right level of KSA will be offered training to up-skill themselves. The employees willing to learn will be

retained, however the ones those are not ready for change will be placed in other departments.

In addition the current workforce sanctioned is less than the future proposed, for which external hiring will be

done through advertisements by PPSC.

Building Momentum – At the start it is proposed that short term hiring will be done to close the gap, which

will be followed by filling up positions with permanent staff. Developing critical mass in the short term will

be done through hiring young individuals with experience of working with change management in order to

ensure that there is a smooth transition. This will help in increasing the level of optimism amongst the existing

employees and also increase the level in performance.

Long Term Employment – Once initial momentum has been built through change agents, all positions will

be duly advertised and a merit based system will be used for hiring of staff from external sources through

PPSC. This will include reaching out to the technical expertise required to run the key elements of the various

future state institutions.

A detailed breakdown of the results of the workload analysis is summarized in the following sections.

Whereas the Job Descriptions for each of the proposed positions (till N-3) are present in Annex 7.



Proposed new strength of EP&CCD

Fig. 2.7: Proposed staff for EP&CCD



Proposed new strength of EPA

Head Quarters

Fig. 2.8: Proposed staff for EPA Head Quarter

Further details are present in the Annex 1.



Division

Fig. 2.9: Proposed staff for EPA Division

District

Fig. 2.10: Proposed staff for EPA Districts

* Within small Districts the duties of Assistant Director Permits, Complaints and Health will be

undertaken by Assistant Director Enforcement.

** In small and unindustrialized districts, Director Legal will not be present

Further details are present in the Annex 2.



Number of Inspectors

The workload activity was started by first conducting an analysis on the number of inspectors that are required

within each district to fulfil the workload demands that are present there. This activity was triggered by the

conclusions of the TNA and Gap Analysis report, where it was established that the role of inspectors was quite

widespread and demanding, with most of them being heavily overburdened under the current regime. It was

found that each inspector was tasked with looking after a particular tehsil, with no regard given to the actual

workload that is required within each tehsil. Due to this, the inspectors that were tasked with looking after the

bigger tehsils end up being heavily overburdened.

Therefore, there was a pressing need to re-evaluate the strength of inspectors required within each district so

that there is an equal distribution of work. Hence, by taking into account the details of the work that inspectors

carry out in routine (acquired during the TNA phase of the engagement) and using that as a basis, a workload

analysis model was created to help find out the exact number of inspectors that are required within each

district of Punjab. The details on the workload model are presented in the following page.

Details on the exact duties of the inspectors are present in the Annex 3.

Workload Analysis Model

The methodology for the Work Force model for identifying the inspector’s workloads encompasses a wide

range of criteria which has been obtained either through meeting with the staff or through the data that is

currently at the disposal of the Urban Unit. The criteria used to build up the model are as follows:

Fig. 2.11: Criteria for workload analysis model

Once we acquired the criteria, we assigned certain assumptions along with each of the parameters. These

assumptions were based on discussion with the EPD staff during TNA sessions and otherwise. These

assumptions included the following:


Technical Report – Submission 3.1 Page No 48

On average an inspector works for 8 hours a day, 288 days of the year

The percentage of work time inspectors currently spend on inspections is around 50%.

Average road speed is 20 km per hour

An inspector will visit an industry twice a year

An inspector will spend

12 hours per visit, inspecting a high level polluting industry

8 hours per visit, inspecting a medium level polluting industry

4 hours per visit, inspecting a low level polluting industry

An inspector will visit the protected areas at least 4 times a year

Inspection of industries was given the highest weightage (90%) when accounting for inspectors’ inspection

workload. Built-up area and population were given a weightage of 5% each, respectively.

Based on the model criteria and the respective assumptions, we came up with the number of inspectors that

are required to fulfil the inspections requirement of the whole province.

Spatial Representation of Industrial Clusters in Punjab:

Fig. 2.12: Spatial Representation of Industrial Clusters in Punjab



From the map above we can infer that a high number of industries are clustered around the north east and

central region of Punjab, with Faisalabad retaining the greatest number by far. Since the industries are one of

the biggest polluters, naturally the workload in these areas will also be a lot greater. This adds further weight

to our argument that that an equal distribution of inspector’s tehsil wise is not the way to go.

The visual representation shows the number of staff that is required to fulfil the workload present in each of

the district. It gives us a very clear picture into the spatial bifurcation of the number of staff that is required.

We can see the most of work required by the inspectors is clubbed around the north east and central area of

Punjab, where the cities of Lahore, Gujranwala, Sialkot and Faisalabad are situated. This is also in harmony

with the count of industries, which are one of the greatest polluters in the province.



Proposed new strength of EMC

Headquarters

Fig. 2.13: Proposed Staff for EMC Headquarter

Further details are present in Annex 4.



Division

Fig. 2.14: Proposed Staff for EMC at Division Level

The detailed numbers are presented in the Annex 5.

Lab Assistants

Using the same methodology and criteria that was utilized during the workload analysis to identify the number

of the inspectors required at the district level, we identified the field workforce requirement of the EMC at the

divisional level. The criteria used were subject to slightly different sets of assumptions from the ones that

were utilized for the inspectors. These assumptions were as follows:

On average a lab assistant works for 8 hours a day, 288 days of the year

Average road speed is 20 km per hour

An lab assistant will visit an industry twice a year to collect samples

A lab assistant will spend;

4 hours per visit, collecting samples from a high level polluting industry

3 hours per visit, collecting samples from a medium level polluting industry

2 hours per visit, collecting samples from a low level polluting industry

Visit of industries was given the highest weightage (90%) when accounting for Lab assistant’s

workload. Built-up area and population were given a weightage of 5% each, respectively.

Technicians

The EPD has recently setup a number of air pointers around Lahore. The location of these air pointers are as

follows:

Ravi Road, Lahore

Bund Road, Lahore

Shahkam, Mohlanwal, Lahore

Qaddafi Stadium, Lahore

Jail Road, Lahore

Government Hospital, Lahore

For the upkeep and maintenance of these air pointers, the Department needs to hire expert technicians. Hence,

we propose that each of the air pointers be coupled with an expert technician who ensures that the air pointers

run seamlessly without interruptions, collecting data 24/7.



Proposed New Staff of IETT

Fig. 2.15: Proposed Staff for IETT



Fig. 2.16: Proposed Staff for Director Training



2.3. SALARY STRUCTURES AND GRADE SCALES OF GOVERNMENT

Future Recommended Structure

It is recommended that the Department and the Associated Agencies classify the future positions into three

main categories:

Positions which are strategically important

Future leaders of the organizations

Core executors of the organizations

The three categories defined above have been mapped to the proposed hierarchy of the future state

institutions.

Table 2.3: Future positions, category and salary level

Cadres Position Category Salary Levels

Top Tier Secretary / DG / Chiefs Strategic

Importance

Government Pay scales /

Industry Competitive

Senior

Management

Directors Future Leaders Government Pay scales /

Industry Competitive Deputy Directors /

Deputy Chiefs

Middle

Management

Assistant Directors /

Assistant Chiefs

Executors Varied

Research Analysts /

Research Associates

Lower

Management

Seniors Inspectors /

Inspectors

Support Staff Field Officers

It is important to build the capacity over time but ensuring that the right level of talent is brought into the

organizations. As explained in the organograms earlier, there are several positions in the proposed institutional

structures across EP&CCD, EPA, EMC and IETT that require technical expertise.

Positions which are mostly administrative will be filled by Government Employees within the Basic Pay

Scales (BPS) as approved by the Government of Pakistan. A breakdown of the new workforce per grade is

given in Table 2.2 of this report.

For positions that are technical, expertise will need to be hired externally through the private sector. In order

to attract talent the pay scales will need to be higher than the BPS. After several discussions it was agreed that

in accordance with the design principles of transparency and accountability set out at the behest of the future

state design that the pay scales for the future will stay within the approved Government limits. Therefore for

technical positions for which external experts will need to be hired, MP Scales will be applicable which

allows for higher salaries to be paid for expert positions.

MP Scales will be used for contractors who will be hired for technical positions e.g. Director

BAT

BP Scales will be used for permanent staff who will be hired for regular positions e.g. Director

Enforcement



The future state institutions have several specialized

positions as shown in the organograms and to attract the

top talent in the industry, ideally competitive rates

should be offered, however due to the limitation of

accountability, the pay scales will be limited to MP

Scales.

However if the Department and Associated Agencies

would like to consider changing the legal structure of

any one or more institutions (i.e. to change it to a

Company or an Authority), an updated pay structure can

be suggested which is more market competitive. Such a

pay structure is set in a way to maximize the long term

and short term benefit to the employees, so that a balance

between retention and contentment can be achieved.

Usually the compensation can be divided into a fixed

component to reward past performance and into a

variable component to promote future loyalty. However

for the Department and its Associated Agencies a mix of

BP Scales and MP Scales has been suggested. Fig. 2.18: Proposed percentage for hiring of staff at

MPS/BPS



2.4. CAREER PLANNING

Introduction to Career Ladders

A career ladder can be defined as a series of defined positional levels within an organization, ranging from the

lowest job level to the highest, for progression of an employee. It can also be narrated as a planned effort to

link the individual career needs with the organizational workforce requirements. Example movements include:

promotion, horizontal/diagonal movement, field or function change, job enrichment, relocation or

readjustment etc.

A Source Role is one, from which incumbents are considered for movement to other roles. It is the start-point

of career pathing, as career paths are defined for each source role. Whereas, a Target Role is one, in which

incumbents move from the source roles. Career pathing starts from the source roles and links into possible

target roles. It is the start-point of succession planning, and is identified as per business need and criticality.

Fig. 2.19: Career Ladder

The aim of establishing career ladders in the Department and its Associated Agencies is to

Encourage performance excellence, recognizes achievement and success, and provide equal

opportunity and fairness for all employees as they progress through the system;

Allow the future state institutions to identify realistic and effective pathways for employees to move

within the organization or a partner organization and consequently help to build individual and

organizational capability that will enable all staff to fulfil personal career development and

aspirations.

Benefits of Career Ladders

Establishing career ladder positions can optimize efficiency, productivity and organizational effectiveness. It

aids the following:

Recruitment: Establishing career ladders will broaden the pool of applicants providing flexibility

when it comes to filling key roles

Motivation: It will enhance employee motivation and job satisfaction through planned employee

development;

Retention: It will increase workforce retention by providing internal career opportunities;

Effectiveness: It will optimize efficiency, productivity and organizational effectiveness.



Proposed Career Movements

Career movement doesn't necessarily mean moving up a path. An employee may decide to make other

movements (as explained below) across defined paths to gain skills and experience, making them more

capable of handling greater responsibility as they are promoted. Considering the Department and its

Associated Agencies’ transformation to future state and anticipated risks/challenges the following career paths

should be introduced:

Table 2.4: Proposed Career Paths

Career

Paths Definition

Eligibility

Tier/Grade

Level

Rationale

Vertical

Progression

It signifies the regular

progression within one

directorate/division/section

based on their average

performance score and

availability of vacancies. It is

the usual form of promotion,

as occurs within the same area

the employee is currently in.

For instance the Deputy

Director (Enforcement) can be

promoted to Director

(Enforcement)

All staff

Vertical progression will facilitate the

recruitment process by attracting talent

by illustrating a defined career path;

It will motivate the employees to build

and develop next level

skills/competencies with the aid of

defined career paths;

It will also recognize and reward the

eligible employees by promoting to the

next level in the organization.

Fast Track

It signifies faster progression

that occurs on the basis of

outstanding performance,

potential assessment and

availability of vacancies. For

instance the Research Analyst

(Licensing) can be promoted

to Assistant Director

(Licensing); for more details

please refer to below

illustration.

All staff

Fast track progression will facilitate in

identifying, developing and rewarding

employees who are exemplary

performers;

It will facilitate in grooming potential

employees with business acumen to

position them as the future leaders

It will also act as a retention tool by

motivating the exemplary employees to

aim for the management roles; which in

turn will also aid the succession planning

needs

Internal

Horizontal

Progression

It indicates the progression

that occurs within the same

grade across the same

institution. For instance,

Assistant Director (Permits)

can be rotated to Assistant

Director (Licensing) and vice

versa.

All staff up

until Deputy

Director/De

puty Chief

It will provide progression in same grade

across group/division/department/

institution

It will help EPA to develop employees

with multiple competency/skill sets by

providing an opportunity to work in

different domains;

It will provide an opportunity for EPA to

build individual and overall

organizational capability by providing

employees a chance to acquire new

skillset;

External

Horizontal

Progression

It signifies the progression that

occurs within the same grade

across different a different

institution. For instance, this

would be the same role but

within a different department

All staff up

until Deputy

Director/De

puty Chief



or a different institution. For

example, Deputy Directors

(Permits and Licensing) in

EPA can be rotated to Deputy

Director (Monitoring) in EMC.

It will also support in workforce

planning, as employees will move the

ladder across the group/division/

department/institution

It will also act as a by-product in

providing job security to employees.

Diagonal

Progression

It indicates the progression

that occurs across

department/division/section

from a lower grade to the

higher one, but within the

same job family. For example,

Assistant Director (Licensing)

can be promoted to Deputy

Director (Permits.

All staff up

until Deputy

Director/De

puty Chief

It will help EPA to provide cross

functional exposure to all employee and

develop a pool of employees with diverse

skill set.

The below illustration depicting the proposed career paths for EPA as mentioned in Table 2.4;

Fig. 2.20: Illustration of Proposed Career Paths for EPA

Proposed Career Movements – Progression Criteria

Career Progression Criteria is basically a representation of specific set of criteria required for career

progression across levels/grades in EP&CCD, EPA, EMC and IETT. It provides the basis for identification of

a talent pool of employees available to move to the next level. In order to ensure a standardized and clear basis

of transition of roles, following Career Progression Criteria can be applied by for all career progression

decisions;



Table 2.5: Progression Criteria of Proposed Career Movements

Particulars Description

Availability of Vacancy

Career progression is subject to the availability of vacancies however in the

scenario where a suitable candidate is available with superior skill sets, a

vacancy may be created in order to reap the benefits of the employee skills and

competencies.

Educational Qualification/

Certification

Specified qualification is identified, however for some employees the

qualification requirement may differ taking into consideration their local

experience, understanding of the local market, language/cultural skills and their

ability to remain on site for longer periods of time in comparison to other

employees.

Professional Experience

Progressions will be subject to the minimum years of professional experience

in previous positions and total relevant experience required (as prescribed in

the Job Description – Annex 7), however for some employees the number of

years of professional experience may be discounted taking into consideration

their local experience, understanding of the local market, language/cultural

skills and their ability to remain on site for longer periods of time in

comparison to other employees.

Performance Ratings Career progressions will be subject to minimum performance rating.

Competency Mapping

Meets 50% technical and 50% behavioral competency requirements of the

target position; and managerial competencies (for employees at mid-senior

level and above).

Specifically, for diagonal career progression shall only be permissible when the

outcome of the competency mapping between the source role and target role is

50% or more.

Fig. 2.21: Career Path Process Flow Chart

HR planning and

Budgest/Vacancies Analysis

Measure employee

performance in current role

• Access the competency level in current role

• Discuss career interest, development gaps and new possible roles (verticle, diagnol etc.)

Evaluatie if employee meets

career progression

criteria

• Eligible and interested applications to be screed prior to the mobility

Validate and facilitate monility

• Communicate the employee of career movement

• To acquire new skills and competencies of the new role through training/development

• Assess the job readiness for the new role



Table 2.6: Progression Criteria of Proposed Career Movements

# Particulars Procedure Description Output – Report

1 Talent

Management

Analysis

Capacity Planning and

Budgets/Vacancies

analysis

Capacity Plan, an initial workforce assessment has

been done already to derive the numbers for EP&CCD,

EPA, EMC and IETT.

Number of internal recruits required at each level and

role, a TNA exercise has been done identifying the

current competency levels.

Number of external recruits required at each level and

role, a gap analysis of the additional positions required

has already been done showing the various vacant

positions.

Available recruitment and development budget. A

concept paper is being move to PMWP for approval of

the future state numbers.

2 Performance

Improvement

Measure employee

performance in current

role

Employee performance evaluation and report against

pre-established KPIs.

2.1 Competency

Assessment

Assess the competency

level in the current role

Employee performance evaluation and report against

pre-established individual competencies.

Individual competency gap analysis report.

2.2 Employment

Development

Discussion

Discuss career interest,

development gaps and

new possible roles

(horizontal, vertical,

diagonal etc.)

Discussion on employee career ambitions in terms of

employee short, medium and long term career goals in

EP&CCD, EPA, EMC and IETT

Discussion on any training and development needs;

Discussion on any new competencies and KPIs for the

individual employee.

3 Career

Progression

Criteria

Evaluation

Evaluate if employee

meets Career

Progression Criteria

Employee career mobility options against criteria

evaluation.

3.1 Career Mobility Progression options

within the same

department/function; or

across other

departments/functions

Employee promotion/mobility (vertical, horizontal,

diagonal etc.) options presented for validation.

4 Confirmation Validate and facilitate

mobility

Employee promotion/mobility approved.

4.1 Employee

Communication

Communicate the

employee of the career

movement

Employee promotion/mobility undertaken.

4.2 Transition Period To acquire new skills

and competencies of

the new role through

training/development

activities

Employee competency attainment through various

Training and Development programs.

4.3 Competency

Assessment

Assess the job

readiness for the new

role

Competency assessment against behavioral and

technical competencies; and managerial competencies

(for employees at Manager level and above)

***Please refer to TNA report submitted earlier for

technical and behavioral competency requirements

against identified thematic areas in line with future

state of the Department and Associated Agencies



2.5 INITIAL RECRUITMENT VS. PROMOTIONS MIX

The new Department and its Associated Agencies will require a mix of staff including the following

Initial Recruitment into either EP&CCD, EPA, EMC or IETT followed by Internal Promotions. Promotions will only take place on fitness cum

seniority bases. Any one deemed fit in terms of having the right qualification and experience will be eligible for promotion.

Posting / Deputation of CSS / PCS Officers – these will be for administrative positions which required knowledge and experience of the public

sector.

Competitive hiring of specialists – these will be for technical positions which require specific expertise e.g. data modelling and simulation. The

competitive hiring cadre can also include staff already employed by the various institutions i.e. EP&CCD, EPA, EMC and IETT, where they will be

allowed to compete with candidates from the market i.e. lateral hiring.

The table below summarizes the split of positions between each one of the three cadres explained above.

Table 2.7: Initial Recruitment vs. Promotions Mix

Future State

Institution Grade

Total

Positions

Internal

Promotion /

Initial

Recruitment

Deputation

/ Posting of

CSS / PCS

Officers

Competitive

Hiring of

Specialists

Remarks

EP&CCD

21 1 - 1 - Secretary EP&CCD will be a CSS / PCS Officer appointed by the Provincial

Government.

20 - - - - There are no Grade 20 positions proposed in EP&CCD.

19 5 - 3 2

The Chief Strategy & Policy and Chief Environment & Climate Change are

both technical positions that require a competitive process for hiring specialists.

Chief Communication & Coordination, Chief Legal & Administration and Chief

Internal Performance Evaluation require knowledge and experience of the

public sector therefore will be filled by CSS / PCS Officers.



Future State

Institution Grade

Total

Positions

Internal

Promotion /

Initial

Recruitment

Deputation

/ Posting of

CSS / PCS

Officers

Competitive

Hiring of

Specialists

Remarks

18 15 1 4 10

All positions within the Environment & Climate Change Function are technical

including Climate, Air, Water and Ground Water, Soil and Waste, Biodiversity

and Hazardous Substances that require a competitive process to hire specialists.

All positions within the Strategy & Policy Function are technical including

SEAs, MEAs, Economic Instruments and State of the Environment. Hence they

require a competitive process to hire specialists, except for Strategy & Policy

which requires knowledge and experience of the public sector therefore will be

filled by CSS / PCS Officers.

All positions within the Legal & Administration and Internal Performance

Evaluation Functions require knowledge and experience of the public sector

therefore will be filled by CSS / PCS Officers, however the Deputy Chief

Administration has been assigned as an EP&CCD filled position.

17 8 5 3 -

The Communication and Coordination Function requires knowledge and

experience of the public sector therefore will be filled by CSS / PCS Officers.

All positions under the Legal and Administrative Function have been assigned

as EP&CCD filled positions.

EPA

21 - - - - There are no Grade 21 positions proposed in EP&CCD

20 1 - - 1 The DG EPA is a technical position that requires a competitive process to hire a

specialist.

19 15 13 - 2

The Director Environmental Health and Director Emergency Response are both

technical positions that require a competitive process to hire specialists.

The Director Enforcement, Director Permits, Director Compliance &

Complaints and Director Legal have been assigned as EPA filled positions as

these relate to the core expertise that EPA needs to build.



Future State

Institution Grade

Total

Positions

Internal

Promotion /

Initial

Recruitment

Deputation

/ Posting of

CSS / PCS

Officers

Competitive

Hiring of

Specialists

Remarks

18 62 49 2 11

The Permitting & Licensing, Enforcement and Complaints and Compliance

Functions have been assigned as EPA filled positions as these relate to the core

expertise that EPA needs to build. Only 25% of this function will be filled by a

competitive process to hire specialists from the market to bring in an external

perspective.

The Legal Function is a mix of EPA filled positions and CSS / PCS Officers

filled positions as this is an area that requires in-house capability and public

sector knowledge and expertise.

The Environmental Health and Emergency Response are both technical

positions requiring competitive process to hire specialists, however the Planning

& Coordination roles within these Functions have been assigned as core EPA

roles to build future capacity.

17 226 209 2 15

The Permitting & Licensing, Enforcement and Complaints and Compliance

Functions have been assigned as EPA filled positions as these relate to the core

expertise that EPA needs to build. Only 25% of this function will be filled by a

competitive process to hire specialists from the market to bring in an external

perspective.

The Legal Function is a mix of EPA filled positions and CSS / PCS Officers

filled positions as this is an area that requires in-house capability and public

sector knowledge and expertise.

The Environmental Health and Emergency Response are both technical

positions that require a competitive process to hire specialists, however the

Planning & Coordination roles within these Functions have been assigned as

core EPA roles to build future capacity.

EMC


20 1 - - 1 The CSO EMC is a technical position that requires a competitive process to hire

a specialist

19 3 - - 3

The Director Planning, Collection & Analysis, Director Monitoring, and

Director Laboratories are all technical positions that require a competitive

process to hire specialists.



Future State

Institution Grade

Total

Positions

Internal

Promotion /

Initial

Recruitment

Deputation

/ Posting of

CSS / PCS

Officers

Competitive

Hiring of

Specialists

Remarks

18 9 5 - 4

All positions within the Planning, Collection & Analysis Function are technical

that require a competitive process to hire specialists.

All positions within the Monitoring and Laboratories Functions have been

assigned as EMC filled positions as these relate to the core expertise that the

EMC needs to build.

17 40 29 - 11

All positions within the Planning, Collection & Analysis and Monitoring

Functions are technical that require a competitive process to hire specialists,

except for positions which focus on Industries, Industries Data, Data

Compliance and Monitoring and Data Uploading, which are simplistic in nature

and are therefore assigned as EMC filled positions.

All positions within the Laboratories Functions have been assigned as EMC

filled positions as these relate to the core expertise that EMC needs to build.

IETT


20 1 - - 1 The CEO IETT is a technical position that requires a competitive process to hire

a specialist

19 5 - - 5

The Director Training, Director BAT, Director Technology Transfer, Director

Commercial Projects and Director Advisory are all technical positions that

require a competitive process to hire specialists.

18 18 8 - 10

All positions within the BAT and Technology Transfer Functions are technical


All positions within the Commercial Projects and Advisory Functions have been

assigned as IETT filled positions as these relate to the core expertise that the

IETT needs to build.

All positions within the Training Function which relate to WQ / AQ

Monitoring, Biodiversity, Biological Assessment, Economic Instruments and

MEAs are technical that require a competitive process to hire specialists.

All positions within the Training Function which relate to EIAs / IEEs /

Permitting, Enforcement and Prosecution have been assigned as IETT filled

positions as these relate to the core expertise that the IETT needs to build for



Future State

Institution Grade

Total

Positions

Internal

Promotion /

Initial

Recruitment

Deputation

/ Posting of

CSS / PCS

Officers

Competitive

Hiring of

Specialists

Remarks

EPA.

17 24 9 - 15

All positions within the BAT and Technology Transfer Functions are technical


All positions within the Commercial Projects and Advisory Functions have been

assigned as IETT filled positions as these relate to the core expertise that IETT

needs to build.

All positions within the Training Function which relate to WQ / AQ

Monitoring, Biodiversity, Biological Assessment, Economic Instruments and

MEAs are technical that require a competitive process to hire specialists.

All positions within the Training Function which relate to EIAs / IEEs /

Permitting, Enforcement and Prosecution have been assigned as IETT filled

positions as these relate to the core expertise that IETT needs to build for EPA.

Percentage

Total

21 1 - 100% -

20 3 - - 100%

19 28 46% 11% 43%

18 104 61% 6% 34%

17 298 85% 2% 14%

It is recommended that after 5 years, the percentage mix between the three cadres be re-evaluated to reflect the internal capacity that the Department and

its Associated Agencies will be building.



3

Effective Environmental

Governance

Section 3 Effective Environmental Governance


Section 3

Effective Environmental Governance 3.1 GENERAL

An effective environmental management requires sufficient understanding on the nature of

environmental problems afflicting Punjab, and where they may lead the province in the future if left

untreated. At the moment the lack of environmental data is the single biggest obstacle that inhibits a

proper analysis being conducted that can help understand the gravity of the environmental situation.

In order to acquire an understanding on the environmental situation the first step is to acknowledge

the alarming signs.

At the current rate of economic growth it is paramount for the wellbeing of citizens of Punjab and the

whole Pakistan to effectively manage pollution from all sources and establish an effective

Environmental Management System for the country. This is also highly relevant in creating criteria

for environmental management for the planned industrial corridor. In the current environmentally

conscious market a good environmental reputation matters.

In the gap analysis report, deficiencies in legislation, administration and environmental management

are highlighted, with details. In this section they are further elaborated and key aspects are highlighted

to justify the recommendations.

Strategic approach needs to be strengthened

It has been observed, based on published documents, that there is insufficient emphasis on

strategic work in the environmental administration of Punjab. In a modern world environmental

matters are inherently international – even global – and intertwined with other sectors and all

aspects of sustainable development.

Inclusion of Sustainable Development Goals

The message of ‘Transforming our world: The 2030 agenda for Sustainable development’ and it’s

SDG’s would need to be taken into account in formulation of environmental strategy, or any

strategy, including Spatial strategy of Punjab as one key framework, but not to limit on it. Also

requirements rising from Multilateral Environmental Agreements as well as local conditions and

needs would need to be reflected in any relevant strategy or program.

Limited environmental management scope

Currently the whole system of environmental management concentrates mainly on control of

industrial pollution. That scope is far too narrow. Emphasis should also be placed on practical

control and environmental mitigation mechanisms for other key functions of society such as:

Abstraction of raw materials

Abstraction of ground water

Usage of surface waters

Transportation system

Agricultural practices

Waste management

Sanitation

Land use

It can be further stated that managing mainly emissions and discharges through EIA/IEE and

complaint handling processes is far too limited approach as it undermines possibilities to reduce

environmental impacts on the all above mentioned sectors by other means like:

enhancing energy efficiency of cities

steering consumption patterns to more sustainable direction

enhancing material efficiency

using land use planning and spatial information for the betterment of environment

reducing population growth

Environmental problems – vaguely defined and not prioritized

Impacts of environmental problems are often intertwined, but still need to be dealt with separately

to understand the root causes, driving forces and pressures that are causing them. These need to be

defined and prioritized by experts in a localized manner that is relevant to the province (and the

whole Pakistan).

The prioritization of environmental problems is necessary for defining Provincial Core Set of

Environmental Indicators (PCEI) which can be continuously monitored, allowing their results to

be integrated in the provincial planning alongside with economic and social indicators. That is a

key tool for management of environment as it allows you to “You can only manage what you

measure”.

For defining of indicators to be monitored in the PCEI, an indicator framework needs to be set in

place. It is suggested in the Environmental Monitoring Framework section of Technical

Submission 5.1 that a D-P-S-I-R –indicator framework should be utilized: (D; Driving forces, like

population growth), (P; Pressure, like heavy metal load to a river), (S; State, like concentration of

that heavy metal in fish), (I; Impact, like health effects of eating fish polluted by heavy metals)

and (R; Response of society to that pressure e.g. reducing load of chromium to river from lead

industries). A cost-efficient way to gradually create one elemental part of “sufficient

understanding on the nature of environmental problems that Punjab is facing now”, is to start an

EMIN –process, as advised in Technical Report 5.1.

Biased regulation and enforcement even for industries

Even the environmental enforcement of industries is severely biased and insufficient as it covers

only a short lifespan of any industrial plant. This is basically due to deficiencies within the

legislation. There are specifically three major flaws that inhibit any serious possibility of

mitigating environmental pressures, namely;

No provision to control pressures from any industrial plants established before

promulgation of PEPA 1997

No provision (practically in use) to control any industries after EIA process is over

No provisions to set industries to pathway of continuous improvement

It is difficult not to underline an obvious need to change the current legislation in such a way that

the above mentioned grave concerns are taken into account. There is an urgent need to amend or

change legislation to cover all of the above mentioned deficiencies. Without them any

environmental restructuring would be futile.

There are currently only short term environmental monitoring obligations during and afterwards

of project implementation set in the conditions of NOC’s (Non-Objection Certificates). There are

no obligations for industries to do any better; once they have fulfilled the measures set in NOC’s.



There is no provision in the current legislation for environmental permitting with timely renewed

environmental permits that have binding obligations neither for old nor the new factories. This

means that there are no incentives for industries to strive for any further improvements than what

are identified during an EIA-process.

Fig. 3.1: Control of industry during their life time – an illustration for Punjab

One of the biases is the “concentration based” idea of mitigation of pressures. More appropriate

would be “load and concentration based” mitigation. The current PEQS’s are only related to

concentrations and can thus be by-passed by pumping more clean water to the effluent or

pumping more clean air to the chimney to dilute the effluent or emissions. This is not helping the

state of the environment at all, because the concentrations of pollutants would be dissolved

naturally in the ambient environment anyway. The key issue requires a change of focus from

concentrations to “loads”. This is roughly concentration times flow (in the end of chimney or

discharge pipe). The load matters as a high load raises the concentrations and their effects on the

ambient environment – areas away from the polluting plants. This is essential in mitigating the

environmental impacts of industries. An acceptable “load” is subject to considerations, which are

related to environmental quality targets and the current state of the environment, including

sensitivity of the recipient ecosystem as well as the timetable to reach the set of environmental

quality targets.

One of the major deficiencies in implementation of PEPA is clogging of EIA process of industries

and other development projects. EIA process has been jammed for years peaking up to more than

3000 pending EIA processes in mid-2017. After that the amount of pending cases has been

reduced, but the cost and resources for monitoring and implementation of law in regions is still an

issue. This jam has some major impacts in many aspects of functioning of the society. They are

concerning citizen and organization rights in a civilized society. All the proponents have right to



be treated equally and timely according to generally set principles and norms set in democratic

process.

Institutional set up

Good environmental governance is necessary for effective environmental management.

Instrumental to that is a sufficient institutional set up that covers all needed roles and

responsibilities so that the current and future oriented needs are catered for. Currently the

institutional set up is far too limited to even handle the current tasks set in the PEPA 1997.

Current EPA has such a limited scope that it doesn’t even have the provision for environmental

permitting. On the other hand, having a laboratory sitting within the EPA, as it currently is,

undermines its vital importance and may lead to situations of conflicting interests or situations

where laboratory resources are used suddenly for tasks other than sampling, analysis and

reporting. Laboratories deserve an independent, strongly science oriented status from where the

work force could not be used for any purposes other than sampling, monitoring and State of the

Environment reporting – purely science based obligations.

Environmental Protection Department (EPD) only maintains limited capacity for performing tasks

beyond the “command and control” approach, and contributing to the future oriented approaches

and responding to global megatrends like Climate Change, digitalization, artificial intelligence

(AI), nano and biotechnologies, new energy technologies, dematerialization and emergence of

sharing economy. All of these have environmental aspects that are embedded but also hidden in

their concepts, either in terms of added environmental risks or opportunities in control or

mitigation of environmental problems.

The EPD has also a very limited capacity to assess, communicate and acquire new technologies to

abate emissions and discharges of industries. In current practice, the EPA officials of the EIA

directorate try their best to asses those, but without a technological arm it is an overwhelming task

for them. Hence, the results are poor. In reality, the current enforcement system is flawed, as there

is no provision of continuous improvement of environmental performance of industries.

Companies should not only be seen as a targets of administrative orders, but more like partners in

achieving common good and finding solutions for environmental sustainability. NGO’s and local

citizens should not be seen as complaint makers but rather as custodians of the environment who

can protect the local environment together with the administration (and firms).

Media should not be seen as nuisance but rather as instrumental partners to spread information

and awareness of necessity of environmental protection, actions of administration and

environmental legislation and rights of citizens.

This kind of conversion in the mindset of administration is necessary for achieving strategic goals

of environmental protection. For that kind of thinking the current institutional set up is not

sufficient. There are several roles, which would require independent organizations to avoid

conflict of interest and to ensure manageable focus for different types of tasks. A new suggested

an institutional set up is already presented in chapter 1.

Towards effective environmental enforcement

In previous sections, some deficiencies in current situation of environmental enforcement in

Punjab were presented. In this section some principles and a workable model for effective

environmental enforcement are recommended.



For an effective environmental management and enforcement there are some key principles,

which are advisable to take into consideration when drafting new legislation, policies, strategies,

implementation plans and guidelines.

TOP-10 recommendations of principles for effective environmental enforcement

1. Apply science and evidence based environmental information management

2. Use all environmental policy instruments to complement each other and for gaining

maximal cost-efficiency for regulation

3. Apply “Polluter-pays-principle” in not only mitigation investments of industries but

also for compliance monitoring of Environmental Quality Standards of the

government where they imposed through EIA-process, permitting process or

compliance requirements of MEA’s.

4. “Precautionary principle” is important, especially for those values, which would be

difficult to replace, like the quality requirement of ground water and avoidance of

hazardous substances

5. Take the Integrated Environmental Management (IEM) as a guiding principle for

mitigation of discharges to water, emissions to the air and wastes to soils

6. Promote Inter agency cooperation on the environment

7. Avoid creating such administrative structures where conflicts of interest are

inherently embedded

8. Delegate sufficient amount of powers and resources to districts in order to facilitate

effective and sustainable environmental enforcement in local level taking into account

local knowledge in administration, communities and industries

9. Ensure a balanced participation by civil society organisations, businesses and the

administration. Integrate the local population to participate as far as possible for the

protection of the environment as public participation for a common cause brings

integrity to communities and avoid environmental and other conflicts

10. Promote public access to environmental information (legislation, meta-databases,

open databases, web-sites, information systems, public hearings, State of the

Environment reports, media releases) and promote “Open data” in environmental

research and databases.

Using all environmental policy instruments

There are basically three types of environmental policy instruments, namely regulatory

instruments, economic instruments and information instruments. It is advisable to use a

combination of all of them to complement each other and to help front runners to benefit from

their early actions as well as to avoid “free riders” to benefit from non-compliance. The traditional

division of environmental policy instruments is as follows:

Regulatory instruments aim at alteration of the set of options open to different actors.

They include: standards, bans, permits, zoning, and use restrictions.

Economic instruments aim at altering the benefits and/or the costs of different actors.

Grants and subsidies; taxes and charges; and market creation, through tradable emission or

resource use quotas are some examples of economic instruments.

Information as an environmental policy instrument aims at altering the priorities and

significance agents attached to environmental issues. These instruments include different

forms of information (including indicators and indices) campaigns, research and

development, and education.



Legal Incentives

Pakistan has ratified several international agreements concerning the environment. These

agreements relate to protection of air, climate, natural resources, flora and fauna and waste

management:

Convention on Wetlands of International Importance Especially, Ramsar, 1971 and its

amending Protocol, 1982

Convention on International Trade in Endangered Species of Wild Fauna and Flora

(CITES), Washington, 1973

Convention on the Conservation of Migratory Species of Wild Animals, Bonn, 1979

Vienna Convention for the Protection of the Ozone Layer, Vienna, 1985 and its Montreal

Protocol on Substances that Deplete the Ozone Layer, Montreal, 1987 and amendments

thereto

Convention on the Control of Transboundary Movements of Hazardous Waste and their

Disposal, Basel, 1989

Convention on Biological Diversity, Rio De Janiero, 1992

United Nations Framework Convention on Climate Change, Rio De Janiero, 1992 and its

Paris Agreement 2015

The list is not exhaustive. There are several important MEA’s, which are not listed in here, like

the Århus Convention (on public access to environmental information) and Stockholm

Convention (on Persistent Organic Pollutants) etc.

Obligations from these MEA’s are legally binding to signatory countries and are commonly

localized in national environmental legislations.

In many developing countries, including Pakistan (and its provinces), there are several

environmental laws in place, but they may outdated and poorly implemented. Legislation may

cover all types of instruments, including voluntary information instruments providing frameworks

for ISO standards, for example, but the emphasis should lie on the strict implementation of the

regulatory framework – without it government may lose its credibility. Poor implementation gives

reverse incentives by rewarding those who breach the law by giving them proportional benefits

when compared to the honest entrepreneurs and firms who invest in purification technologies.

Therefore it is crucially important to include and implement penalties to those who willingly

breach environmental laws.

Some international examples: In the EU, originally, a great variation in penalties and penal

scales between countries triggered an adoption of the so-called Environmental Crime Directive

(Directive 2008/99/EC of the European Parliament and of the Council on the protection of the

environment through criminal law, OJ L328/28; 6 December 2008),

Its aim was to guarantee a high level of environment protection in the member countries by

setting minimum requirements, which if not met will result in liabilities or penalties on actions

impairing the environment. The concern over increasing environmental crime and its effects that

increasingly extend beyond the borders of the country where the crimes are committed was in the

background of adopting the Directive.

The Criminal Code of Finland and various special environmental Acts contain provisions on

environmental offences. In the most serious acts, in which sentencing to prison is possible, penal

scales vary from a fine to the maximum of six years of imprisonment, depending on the

seriousness of the criminal act in question. The reason why environmental offences were included



as a separate entity in the Criminal Code is to emphasize the blameworthiness of the acts. Other

laws establishing the body of the actual environmental legislation, e.g. the Waste Management

Act, Water Act, Nature Conservation Act and the Environmental Protection Act, include minor

offences punishable by a fine at the most. If supervising authorities detect illegal environmental

circumstances, they are obliged to take action in order to restore the legitimacy of the

circumstances.

ELY Centers (a contact authority in Finland in EIA law and permitting) and environmental

authorities in municipalities are preparing a supervision program for the periodic inspections and

other regular supervision measures. The program must also contain information on supervised

targets and periodic supervision measures taken, and it must be kept up-to-date at all times.

Supervision of industrial (and municipally owned) plants subject to environmental permits is both

proactive and retroactive. Proactive supervision refers to assessment of a need for environmental

permits for functions that are defined in the supervision plan, statements given in respect to permit

applications issued to Regional Administrative Agencies (the permit authority) and

municipalities, participation in inspections and discussions relating to the application procedure

and appeal procedure.

Retroactive supervision is legality control i.e. observing compliance with permit terms and other

regulations. Retroactive supervision consists of checking reports (annual reports, monthly reports,

reports on interferences, follow-up reports on environmental conditions), periodic and other

inspections in plants, handling reports on exceptional circumstances and reports received from

members of the public and taking administrative measures to achieve law state of operations. The

possible ways to proceed in supervisory matters are:

Admonitions,

Administrative compulsion orders and/or

Requests for criminal investigation made to the police

Polluter-pays-principle

“Polluter-pays-principle” is one of the key principles in environmental enforcement that is applied

globally. In the EU the Environmental Liability Directive (ELD 2004/35/EC) on environmental

liabilities with regard to the prevention and remedying of environmental damage establishes a

framework based on the polluter pays principle to prevent and remedy environmental damage.

In terms of environmental permitting it means that industrial companies are expected to pay the

environmental liabilities caused by the operator (holder of environmental permit) if their activities

cause such leaks or emissions, which damage the environment exceeding permitting conditions.

The polluter-pays-principle also justifies the economic burdening of an operator (firms) for the

purification costs of their emissions and discharges as well as the environmental self-monitoring

costs. There is also the cost incurred to the authorities for carrying out environmental monitoring

and compliance monitoring related to particular industrial plants or any other kinds of relevant

cost, like costs of proper waste management and hazardous waste management, which needs to be

accounted for. In case of environmental accident the polluting company should pay the

remediation costs.

In Finland, for example, companies which have environmental permits or those who are

performing EIA’s before the establishment of industries or large scale infrastructure projects are

ordered by permit authorities to perform environmental self-monitoring and reporting according

to conditions (a self-monitoring program) set to them by authorities. The sampling and laboratory



analysis are required to be ordered from companies with certified sample takers and certified

laboratories. Government laboratories are only performing quality control of self-monitoring and

proficiency tests. Permit authorities and contact authorities are scrutinizing the self-monitoring

reports of companies and will take action as explained above in cases of non-compliance.

Environmental permitting and BAT

Environmental permitting is the most important tool in controlling pollution in most of the

countries. In the EU the directive 2010/75/EU on industrial emissions (Integrated pollution

prevention and control) aims to simultaneously control environmental impacts of industries to all

compartments of nature as “different approaches to controlling emissions into air, water or soil

separately may encourage the shifting of pollution from one environmental medium to another

rather than protecting the environment as a whole. It is, therefore, appropriate to provide for an

integrated approach to prevention and control of emissions into air, water and soil, to waste

management, to energy efficiency and to accident prevention”. This approach is also applied in

the environmental permitting procedure, which is further explained in Technical Report 5.2.

In the EU, environmental permits are linked with Best Available Techniques (BAT) in the

Industrial Emissions Directive (2010/75/EU). The IE Directive is a framework directive, which

aims at a high level of protection for the environment as a whole by stipulating the operating

permits of industries with conditions based on “Best Available Techniques” (BAT). It also

provides for an exchange of information on BAT for BREF-documents and their BAT-

conclusions.

The system of control through monitoring and inspections

An effective and efficient environmental management is a balanced combination of many aspect

all of which need to be functional at the same time.

It is essential to have sufficient resources for monitoring and laboratory analysis to enable science

and evidence based material for operative decision making and state of the Environment

reporting. It is also necessary to have enough trained manpower for compliance control and

inspections of industrial sites.

It is equally important that the available staff is well trained to their tasks whether the tasks are

related to sample taking, laboratory analysis, statistical analysis, modeling, report writing,

compliance monitoring of NOC’s and enforcement orders of permitting or administrative

procedures.

The trained staff and sufficient resources are not enough if not allocated systematically according

to annual monitoring and inspection plan. EPD should publish annually such a plan and

implement it rigorously and publish an annual analytical report on compliance and findings as

well as performed inspection visits and analysis taken. This report should also have an analysis on

exceedance of EQS’s and permitted loads as well as corrective measures ordered and completed.

In that system entity the amount of permits issued and conditions given to industries is an

important KPI to be followed by the top management of the EPD.

In the end of the day there needs to be technical preparedness and will to initiate criminal

investigations and legal processes against those industries who do not comply even after soft

measures like Admonitions and Administrative compulsion orders.

Access to environmental information and public participation

Currently in Punjab as a part of the PEPA a provision of public hearing is embedded in the PEPA



1997. Public hearings are regularly organized, but there are several features in current practices,

which undermine this possibility of reaping benefits from public participation to the society. In

current practice public hearings face some problems, like:

Lack of environmental NGO’s, which could participate due to lack of funding or difficult

access to locations where events are held

Local citizens are sometimes more interested in work places than environmental issues

EIA documents not sent or made available to participants in advance

No minutes circulated on the discussions and concerns presented in public hearings

These are some examples why public hearings, as they are currently managed, have only limited

impact on the outcome. Currently in Punjab citizens in the vicinity of a polluting plant do not

have access to environmental data on discharges or emissions of that plant, neither do they have

information on the concentrations and threshold levels of pollutants emitted by that particular

industry or other industries. They do not have either access to information related to measures

required by the industries in NOC’s. This is a waste of resources as citizen could be the best

custodians of their immediate environment through their observations. The current practice is an

unjust situation and may bring doubts or even hatred towards industry owners, government

regulators, civil servants or society in general. Pakistan is not signatory to the United Nations

Århus convention but can benefit from its implementing principles.

Punjab could benefit tremendously if civil society organizations could be activated. A true

environmental progress can only take place in an environment which is conducive to genuine

dialogue between all stakeholders. From a government point of view the role of local citizens and

NGO’s could be seen as custodians of a good State of the Environment and guardians of

environmental legislation.

The role of various environmental data producers and researchers, including government and

academic institutions are further elaborated in section regarding environmental monitoring.

Environmental Considerations in planning of investment corridors

China–Pakistan Economic Corridor, the CPEC is already under construction. This enormous set

of infrastructure projects will connect China to seaports of Pakistan. It is expected to create

millions of jobs and work opportunities for years, increase the economic growth of Pakistan and

create better transportation and traffic infrastructures within the country – at the same time it may

have adverse impacts, if not properly managed, on already otherwise burdened state of the

environment in Pakistan.

One expected impact of the corridor is an emergence of new industries alongside of transport

routes. Some of them, like some new power plants are already under construction but many of

them are still on the planning tables.

These developments do affect also Punjab in many ways. It is quite essential to make all possible

efforts to avoid adverse effect to the already burdened environment by doing all possible

measures according to precautionary principle.

One of the key measures is to apply Strategic Environment Assessment (SEA) for the master plan

where ever still applicable and make EIA for each of the sub-projects concerning the economic

corridor (and other large programs). Currently there are now legal provisions of the SEA in

Punjab, but the method may be used on voluntary basis while waiting drafting and promulgation

of SEA law. Even a voluntary SEA would benefit further planning and implementing of



investment in the corridor. It may also lead to some corrective measures or better alternatives in

locations and/or routings.

Other useful tools include EIA’s for separate infrastructure projects, environmental permits,

environmental risk assessments, regional plans, city plans and site plans as well as using of check

lists.

The following aspect would need to be taken into consideration in planning of industrial areas in

the corridor:

inclusion of industrial parks in the regional and/or city plans

site plans for planned industrial parks including following aspects;

o land ownership

o suitability of ground for construction

o availability and suitability of water for industrial processes without risking water

needs of local communities

o plans on drainage of waste water, storm water and purification plants

o separate sewage for household waste and organic matter

o sufficient capacities for storm water taking into account increased amount of extreme

weather conditions caused by global warming

o discharge points in the ambient environment and capacities of recipient waterways to

dilute discharges

o suitability for emission into the ambient air taking into account the prevalent wind

directions and locations of local communities

o placement in relation to main highways, local roads, ports and other logistical

infrastructures

o placement in relation to security concerns related to military protection from terrorist

acts

o flood risks, especially regarding chemical industries

o availability of energy infrastructures, like sufficient capacities of energy production

and electricity lines

adopting of BAT- requirements

solid waste management

hazardous waste management

plans to organize recycling infrastructure

maintenance routes and fire protection

plan on protection of local biodiversity and endangered species and ecosystems

Recommendations:

Punjab should define strategic objectives for the future State of Environment in

quantitative scientific terms on the basis of current information and on the base of

prioritized environmental problems and renew them once more data is accumulated on

each environmental problem

Establishing a well-organized, quality controlled ISO 17025 – compatible laboratory

certification process with chain of certified laboratories, supported by EMC central

laboratory would enable evidence based environmental management in Punjab

Provide provisions of environmental offences for most serious offences in the legislation

and include and emphasize the blameworthiness in drafting the laws. Corporate penalties

may be too mild incentives to cause change in behavior.



Set minimum performance obligations with regulatory instrument (all companies

must comply with them). Use economic instruments to distribute benefits according to

performance (Companies comply immediately or pay now and until they comply). Create

information instruments to promote front runner companies and to assist consumers in eco-

friendly consumer choice (Market is supposed to favor those who comply and punish

wrong doers).

Include provision of environmental permitting as an obligatory requirement for all

companies and municipalities, which have such industrial plants, power plants or who

discharge waste water to environment, irrespective to the year of establishment of the

industrial plant or the company. All plants should be included in environmental databases

Establish a provision in legislation and a mechanism to define BAT procedure to support

environmental permitting through BAT- REF conclusions or similar type of locally

suitable mechanism

Setting a supervision program of periodic inspections for environmental monitoring

and compliance monitoring of set conditions (in EIA NOC’s and permitting) is highly

recommendable also for EPA/EMC/PETI Punjab to control also self-monitoring of

companies

Companies should be given conditions/orders as a part of EIA NOC and/or permit

conditions:

o to make corrective measures (optimally according to BAT conclusions)

o to follow EQS’s and orders based on pollution load

o to self- monitor discharges and emissions according to monitoring obligation(with

times, parameters and used standards). Also other parameters may be required in a

long run.

Use a gradually advancing process in supervisory matters in cases of non-compliance by

first issuing an admonition, followed by an inspection. In case of negative result in

inspection administrative compulsion order, again followed by another inspection. In case

of non-compliance the responsible authority should be obliged to requests for criminal

investigation made to the police

Punjab EPD might like to consider a separation of duties in the administration in such a

way that inspections and permitting as well as approvals of EIA’s/IEE’s are separated in

different entities (like EMC and EPA) in order to create and preserve integrity and

impartiality in the administration. In that kind of model approvals and permitting would be

under EPA and inspection and monitoring would be under the EMC. In this kind of system

the compliance monitoring of conditions, set in the NOC’s and permitting conditions,

might be left to IETT as this organization should have the best capacities to assess applied

technologies. IETT might also give statements to the permitting/EIA authority (EPA) on

Best Available Technologies, when requested. In many countries so called BAT

conclusions are forming the basis for environmental permits.

Apply Integrated Environmental Management (IEM) approach in all environmental

measures, including planning of environmental monitoring, designing of databases and

data collection systems as well as guidelines for monitoring of industries, by taking all

necessary parameters to cover all environmental compartments (water/groundwater, air

and land/soil) and also hazardous substances



3.2. TOOLS FOR FUTURE CHANGE

Regulatory Intensity

Environmental policies contribute to wellbeing and the long-term sustainability of growth. They aim

to achieve environmental objectives that markets fail to deliver. Such policies tend to make pollution

and, more generally environmental services, more costly in order to alter both producer and consumer

behaviour. It is widely believed that environmental policies have become increasingly stringent in

response to environmental challenges, both global and local. However, analysis of the stringency of

environmental policies is held back by the lack of reliable, comparable measures of stringency.

Regulating authority can also use economic incentive or market-based policies such as, Subsidies,

Tradable Permits, Deposit-Refund scheme etc. They rely on market forces to correct for producer and

consumer behavior. Hence, regulators should carry out, early in the regulatory process, an informed

comparison of a variety of regulatory and non-regulatory policy instruments, considering relevant

issues such as costs, benefits, distributional effects and administrative requirements and then should

design and implement the best framework. Hence, it is important to set the right level of regulation.

Regulatory Intensity in the context of environmental management represents the level of regulatory

compliance burden on an industry which balances the environmental footprint in a manner which

doesn’t escalate the cost of doing business beyond sustainable level.

It is a common perception that the higher the intensity of regulation, the more the firms face burden.

However, a recent study on Radioactive Contamination in the US Steel Industry found that strong

government actions (regulatory intensity) are related to firm cooperation which is in line with Porter’s

Hypothesis. Firms seem to adopt cooperative strategies when coerced to do so by the government.

The regression results testing the relationship between the degree of regulatory intensity that a firm

experiences and the level of cooperativeness of the firm in US, showed a positive relation2.

Due to rising public awareness and more aggressive research, regulations have become more

stringent.3 Hunt and Auster (1990)

4 highlighted the importance of government forces in shaping firms’

cooperative green strategies. They argued that firms must act to avoid potential costs and legal

liabilities inherent to regulatory intensity.

Population growth and density also fuel more stringent control. The closer we live to one another, the

more the number of people sharing the limited environmental resources. Considering that Pakistan has

a 2% growth rate of pollution (World Bank data)5 is alarming and calls for speedy protection of

resources. For instance, International Standards Organization (ISO) 14000 is a management system

designed to help firms continuously improve their green performance. It is crucial that Punjab’s

Environmental Protection Department also becomes ISO 14000 certified.

Policy recommendations: First, the regulatory authority should establish the optimal environmental

regulation intensity in advance considering differences between industries and pollutants. Reasonable

intensity of environmental regulation can provide continuous incentive for technology innovation and

efficiency improvement of heavy pollution industry. When the environmental regulation intensity is

too high, it cannot achieve the related technological innovation activities. This will lead to low

2 Clemens, B. W. and Papadakis, M. 2008. Environmental Management and Strategy in the Face of Regulatory Intensity:

Radioactive Contamination in the US Steel Industry. Business strategy and environment. 17: 480-492 3 Fineman S. 1997. Constructing the green manager. British Journal of Management. 8: 31–38 4 Hunt CB, Auster E. 1990. Proactive environmental management: avoiding the toxic trap. Sloan Management Review.

31(2): 7–18. 5 http://data.worldbank.org/indicator/SP.POP.GROW

http://data.worldbank.org/indicator/SP.POP.GROW



efficiency, and small or medium sized enterprises will prefer to develop at the expense of the

environment, and weaken environmental regulation strength due to the lower cost, often overlooked

by the enterprises, thus it cannot stimulate enterprise technological innovation and produce green

effect6.

Second, the government should adjust environmental regulation intensity level dynamically. In the

case of asymmetric information, governments developing environmental regulation standards will

overestimate or underestimate the real emissions compliance costs. Thus, the environmental

regulation intensity cannot play a binding effect. Only if the government monitors the effectiveness

and implementation of timely innovation, and focuses on revising the intensity of environmental

regulation to a reasonable level, the regulation standards will continue to be business constraints and

incentivize innovation.

Enhancing Processes with EIA’s and IEE’s

In order to improve the EIA review and approval process of Punjab EPA, and the resulting quality of

the Environmental Assessment Reports, the Punjab EPA IEE/EIA process were assessed together with

selected EIA cases in Punjab (reflected in the Gap Analysis report). To further enhance and

systematize the review process, recommendations were made at each step for improvements into the

current EIA review process of Punjab EPA with the aim to ensure ease of business and at the same

time meeting environmental protection requirements.

In addition to the main weaknesses noticed in the IEE/EIA review process (during the Gap analysis)

in Punjab, the main underlying factors causing bottlenecks in the process are

Lack of sufficient staff,

Lack of expertise,

Limited public hearing practice with no formal redress mechanism,

Lack of monitoring and

Lack of laboratory capacities for carrying out monitoring.

There are different steps involved in the Environmental Assessment process and practices such as

screening, scoping, baseline data collection, public participation, review and appeal and monitoring.

An enhanced internal EIA/IEE business process has been developed on the base of gap analysis and it

is presented in the Figure 3.2.

6 Cao, Yu Hong, and Hu Chen Liu. 2017. Optimal Environmental Regulation Intensity of Manufacturing Technology

Innovation in View of Pollution Heterogeneity. Sustainability, MDPI, Open Access Journal. 9(7): 1-14.



Fig. 3.2: Key interfaces of enhanced Environmental Assessment Process and flow of information

The project Team has developed an IT based official Interface for EPA in order to overcome the

observed bottlenecks in the process and speed up and ease handling of EIA’s and IEE’s. This new

system will improve the business process by bringing in transparency in the process and help regain

the trust among key stakeholders.

New Assessment Tools SEA and CEIA

Strategic Environmental Assessment

Strategic Environmental Assessment (SEA) is a systematic decision support process, aiming to ensure

that environmental and other sustainability aspects are considered effectively in policy, plan and

programme making. In this regard, a guide for developing SEAs has been prepared and submitted in

Technical Report 5.2. Particular attention is paid to the effectiveness and usefulness of environmental

assessment in the preparation, decision-making and implementation of plans and programs. The guide

is a recommendation of good practice. The interpretations and recommendations set out in this guide

are indicative and have no legal validity.

Institutional Aspects of Strategic

Environmental Assessment (SEA)

As per the proposed institutional

arrangement, the Strategic

Environmental Assessment will be the

function of Environmental Protection

Agency, along with the other mandatory

functions like Initial Environmental

Examinations and Environmental

Impact Assessments.

Integrating SEA in Policy Plan and

Programs

Plans

Policy

Projects

Strategic

Environmental

Assessment

(SEA)

Environmental

Impact

Assessment

Fig. 3.3: SEA: Up-streaming environmental considerations



Program

There is a hierarchy of levels in decision making comprising projects, programmes, plans and

policies (Fig. 3.3). Logically, policies shape the subsequent plans, programmes and projects that

put those policies into practice. Policies are at the top of the decision-making hierarchy. As one

moves down the hierarchy from policies to projects, the nature of decision-making changes, as

does the nature of environmental assessment needed. Policy-level assessment tends to deal with

more flexible proposals and a wider range of scenarios. Project-level assessment usually has well

defined and prescribed specifications.

The planning of the assessment shall be documented properly as a concise memo/note or a

participation and assessment plan, and be part of the work program. Consultation with the public

and the public authorities shall be closely linked to the preparation of the assessment plan – based

on their hearing; the draft plan can be modified if necessary.

Cumulative Environmental Impact Assessment (CEIA)

Cumulative impacts are those that result from the successive, incremental, and/or combined effects of

an action, project, or activity, when added to other existing, planned, and/or reasonably anticipated

future ones.

CEIA is useful when information on the combined effects of projects is necessary to provide

confidence to proponents, decision makers and the public about the broader context and longer-term

environmental conditions likely to result from and action, project or projects. This approach can be

justified especially in areas where a large number of projects/industries are planned to be located in

fairly short space of time (e.g. within 5-15 years), like the planned Special Economic Zones (SEZ’s)

of China-Pakistan Economic Corridor.

Multiple and successive environmental and social impacts from existing developments, combined

with the potential incremental impacts resulting from proposed and/or anticipated future

developments, may result in significant cumulative impacts that would not be expected in the case of

a stand-alone development, thus requires Cumulative Environmental Impact Assessment.

Institutional Aspects of Cumulative Environmental Impact Assessment

As per the proposed institutional arrangement, the Cumulative Environmental Impact Assessment

will be the function of Environmental Protection Agency, along with the other mandatory

functions.

CEIA requirement in EPA Review

The following is terms of reference examples which can be used as an example as to how to

operationalize the CEIA in the existing EIA process, through EPA observing the TOR in the EIA

study of a particular project or projects

The EIA should identify and address cumulative influences, where there are estimated

project affects coupled with existing impacts of other activities (which includes both

current and future developments by the proponent and other parties in the region and

area). The EIA must also address the potential cumulative impact of the proposed action

on ecosystem resilience. Where relevant to the potential impact, a risk assessment must

be conducted and documented.

Forecast the demand for potable and raw water for the operational period (in ML per

annum) and discuss this in relation to the resource capacity and current use with particular

reference to the cumulative impacts on water resources.



Discuss potential direct/indirect (including downstream) and cumulative impacts to fauna

as a result of the proposal, and provide quantitative data on impacts of the proposal to

species of conservation significance.

Conduct an assessment of the likely impacts of the development on the environment,

focussing on the specific issues identified below, including: an assessment of the likely

impacts of all stages of the development, including any cumulative impacts.

Where relevant, this section must contain an assessment of the potential cumulative

impacts of the proposal, based on existing and other formally proposed developments in

the region, which have not been addressed in previous sections. Interactions between

biophysical, socio-economic and cultural impacts of the proposal should be discussed.

Cumulative impacts on the environmental values of land, air and water and cumulative

impacts on public health and the health of terrestrial and water ecosystems must be

discussed in the relevant sections. This assessment may include air and water sheds

affected by the Project and other proposals competing for use of the local air and water

sheds.

The Figure 3.4 illustrates which projects should be included or excluded for CEIA.



Fig. 3.4: Broad process for determining projects for inclusion in cumulative environmental impact

assessment

Best Available Techniques (BAT) & Permitting

Best Available Techniques (BAT)

Best available techniques (BAT) are the most effective and advanced stage in the development of

activities and their methods of operation which indicate the practical suitability of particular

techniques for providing in principle the basis for emission limit values designed to prevent and,

where that is not practicable, generally to reduce emissions and the impact on the environment as a

whole. ‘Available techniques’ means those developed on a scale which allows implementation in the

relevant industrial sector, under economically and technically viable conditions, taking into

consideration the costs and advantages, whether or not the techniques are used or produced inside the

Member State in question, as long as they are reasonably accessible to the operator; In determining

whether a set of processes, facilities and methods of operation constitute the best available techniques

CEIA Initiation What projects to include?

Reasonably foreseeable

and spatially &

temporarily relevant ?

For each project:

Are potential impacts likely to

be material?

Confirm scope and projects for

inclusion with regulator

If there is insufficient data on

project impacts, exclude

project or if necessary

include with justifiable

assumptions on impacts

Exclude from CEIA

May be included in later

assessments if status changes

Gather data: Obtain

information from

regulator, third party and

publicly available

Conduct CEIA

Further projects need to

conduct their own CEIA

(updating and confirming

previous assessments)

Yes No

No

Yes

Excl

ud

e

Incl

ud

e



in general or individual case in the US, the requirement to perform a BAT analysis is part of the

construction permitting approval process. It is incumbent upon the regulatory permit reviewer to

understand emission control technologies in order to objectively evaluate the BAT analysis submitted

by an applicant.

In the EU environmental permits are linked with Best Available Techniques in the Industrial

Emissions Directive (2010/75/EU). The IE Directive is a framework directive, which aims at a high

level of protection for the environment as a whole by stipulating the operating permits of industries

with conditions based on Best Available Techniques. It also provides for an exchange of information

on BAT for BREF-documents and their BAT- conclusions.

Description of Procedure for choosing BAT for appropriate technologies7

Choosing the Best Available Technique in any

environmental media (air, water, soil) for its

respectable application is not as easy as it may

sound. The appropriate technique/technology

would be the one that has the least

environmental impact but sometimes it is not

feasible to use the most effective pollution

control option because of the economic,

energy or technical impacts that it might

impose. A top-down approach, shown in

Figure 3.5, is used in North America in this

regard which is a relatively fast, practical,

repeatable and simple procedure for any

source or pollutant under consideration. It

could be used in Punjab for so called

appropriate technologies, piloting and

technology transfer.

Framework of BAT implementation

Under the proposed legislation that maybe a further amendment to the PEPA 1997, the concept

of provincial permitting procedures shall be introduced that will lead to the incorporation of

BAT in the environmental permits. Similarly, a BAT Committee shall be established under

IETT including representatives from EPD and industry-wise experts hired on temporary or

permanent basis. These industry specific experts shall also ensure proper capacity building of

EPD staff with regard to the potential techniques/technologies that can be implemented in the

respective industry and how the suggested techniques can lead to desired reductions. Following

the principle of continual improvement, these decisions shall be based on making the standards

and emission reductions stringent over time. As a result of their input coupled with other

stakeholders’ consensus, BAT conclusions shall be developed as an output of BAT reference

documents, containing set of industry specific BAT measures and the associated emission limit

values.

A generic framework of BAT implementation is shown in Figure 3.5.

7 Fields of industries and techniques not listed above in EU Bref-documents with conclusions

Identify possible control

technologies

Eliminate infeasible options

Sort and rank feasible options

Evaluate most effective option

Select

BAT

Fig. 3.4: A top-down process proposed for

choosing the most appropriate BAT



Fig. 3.5: Framework implementation of Best Available Technologies in Punjab

Environmental Permitting

BAT shall be used in an activity needing an environmental permit and operator must make an own

assessment of the use of BAT in the permit application. Emission limit values have to comply with

BAT Conclusions - however operator may choose the way and the technique how emission limit

values are achieved.

In environmental permitting procedure a proponent (industry) prepares a permit application to the

permit authority according to guidelines issued by the authority. The guidelines should include all

aspects of environmental management, like boundaries of the plant, used processes, types and

amounts of raw materials used, types and amounts of energy required in the process, discharges of

waste water to the environment, purification details, emissions to the air, used filters and other

methods of purification including figures on purification efficiency, types and amounts of waste

generated, recycling and reuse of materials, noise, handling of hazardous waste, storm water handling

capacities, logistics etc. often also separate surveys related to occupational health and safety as well as

protection of species and ecosystems are required. Usually proponents assign competent experts to

prepare permit documents. Environmental permits are renewed periodically or in connection of bigger

process changes or enlargements.

Permit application is then discussed informally with contact authorities and once it is completed it will

be published and sent to key stakeholders who may give their opinions or make complaints to some

aspects of the permit application. Authorities are giving their statements.

After considering complaints, given opinions and statements proponent may make corrections to the

application or explain justifications and then issues a written reply.

That is followed by a permit consideration by the permit authority.

If the permit authority finds the application sufficient he/she issues a permit decision. In this decision

the authority may allow less pollution load than what the proponent applied. In this context permit

authority may give enforcement orders to the company as a pre-condition of a permit.

After that there is a limited timeframe for an appellate procedure. After that the environmental permit

becomes legally valid. For the legally valid permit there is always compliance monitoring embedded.

Proposed Legiselation Provincial Permitting

Procedures Local decision making i.e.

Environmental Permits

BAT conclusions/documents defining BAT and emission limit values

BAT Committee (including EPD staff and industry wise experts and/or IETT staff)



Fig. 3.5: A simplified example of environmental permitting procedure

We recommend Punjab to use EU procedure of BAT’s relating to permitting and EU-BAT ref

documents and their conclusions as a basic reference point for defining Punjab’s own processes and

BAT conclusions with emission limit values (ELVs) or ranges of values relating to permitting

conditions. These should be adapted first to the current economically and technically viable

conditions of Punjab and gradually tightened towards EU level unless otherwise demanded in GSP+

requirements for exporting industries.

The basic idea about permitting is to apply principle of Continuous improvement by gradually

tightening permitting conditions as technologies are developing as expressed in the figure 14.

Permit

Application

Permit consideration

Permit decision

Publicizing of the

decision

Appellate procedure

Legally valid

permit

Publicizing of the

application

Statements Complaints

Written reply of the

applicant

Compliance

Monitoring

Possible

Enforcement Order



Fig. 3.5: Continuous improvement through gradually tightening emission limit values of BAT conclusion in

environmental permits

EQS and BAT Framework

In order to enhance the situation of the environment special attention should be given to the

establishment and enforcement of Environmental Quality Standards (EQS). While doing so, the

following points should be considered;

1. Existing Environmental Quality Standards and Emission & Discharge standards, in

Punjab, shall be implemented and enforced upon Industries and major polluters.

2. Environmental Quality standards should be in place to cater to all the components of

environment, including water, wastewater, drinking water, ambient air, stack emissions,

noise, vehicle exhaust, treatment, soil quality, biodiversity etc., and set a basis for thresholds.

3. Introduction of pollution loads for polluters in the Permits issued and NOCs of EIA/IEE

should be made mandatory. A pollution load inventory is also a pre-condition for establishing

Market Based Instruments, especially emission trading, as the loads from all industries will

have to be compiled to set a cap for trade.

4. Continuous improvement should be brought about in the process of design, implementation

and enforcement of EQS, especially where and when they are exceeded. Measures to take into

account would involve:

i. Policies (with future target levels set)

ii. Tightening enforcement

iii. Setting new emission and Discharge standards

iv. Strict permit decisions on pollution loads (through renewed BAT conclusion

emission limit ranges)

v. Review and resetting of EQS

Years

EIA Permitting

Permits by

EPA within

emission

limit ranges

Industry Specific

BAT Info-exchange

Committee

facilitated by IETT

(Consisting of technical

experts and

environmental engineers)

More

Stringent

Permits

More

Stringent

Permits

More

Stringent

Permits

BAT Ref

Documents

Conclusions

Ranges of

Emission Limits

and other

Conditions

Resulting to

continuous

improvement in

emission

reduction



Fig. 3.6: EQS – BAT Framework

Monitoring Trends in the Environment and Compliance of Polluters

Environmental Monitoring Framework

Environmental monitoring is a powerful and irreplaceable tool for evidence based environmental

management. EPA Punjab undertakes a range of core regulatory tasks that includes sate of

environment monitoring, inspections, audits, and response to community complaints and public

enquiries. Monitoring of these key environmental procedures are of paramount importance, as they

provide data and information on trends of prioritized environmental problems in a long run. These

trends could be popularized in periodically published State of the Environment Reports (SoER),

which provide grounds for renewal of priorities, strategies and programs as some environmental

problems get solved and some others get worse. Eventually, both operational monitoring of legal

obligations as well as strategic monitoring of indicators serve the same purpose – they produce

material for science based environmental awareness of citizens and support evidence based decision

making as shown in Fig. 3.7.

Emissions &

Discharge

Standards

e.g. mg/l

Loads

decided in

Environmental

Permits

e.g. tons/l

Environmental

Quality

Standards

e.g. µg/l

If exceeded, triggers

changes in:

1. Policies

2. E&D standards

3. Implementation

4. Enforcement

Current Punjab

Standards

International

Standards

Conditions

locked in IETT

Industrial sector

wise committees

e.g. range of

emission levels

Ambient Air

Water

Soil

Others

New Standards

published for Punjab

EU-BAT Ref applied

to local conditions

Future

Standards

Application

Drinking Water

EU-BAT Ref

conclusions applied

Exist but

not applied

Do not exist



Fig. 3.7: Overall Approach for Environmental Monitoring

Punjab Environmental Monitoring Centre (EMC) would take scientific information and makes it

accessible to non-technical audiences by providing information about environmental conditions,

trends and pressures, prediction and forecasting, health advisory and many more. For EMIN the EPD

would invite all relevant organizations, which perform environmental monitoring activities, do long

term environmental research or have relevant environmental data sets to join Environmental

Monitoring and Indicators Network (EMIN). The project should facilitate EMIN and build capacities

of the EPD (and its agencies) to establish a monitoring programmes, data sharing policies, meta-

database and databases in order to support evidence based environmental decision making and State

of the Environment reporting.

The information will be collated and shared with Strategy and Policy Directorate of EP&CCD for

preparation of Punjab State of Environment Report. This would be a periodically published report and

form the basis for effective environmental and sustainable development planning by examining the

current conditions and trends of environmental indicators influenced by local, regional, and

transboundary pressures. The report would be developed by using Provincial Core Set of

Environmental Indicators (PCEI). The SoE report can be used to strengthen the environmental

sustainability of provincial development plans and policy decisions.

MEAs Requirement

Protection of Public

Interest

Legal Obligations

Environmental

Monitoring

Permit Requirements

EIA Requirements

Complaints Handling

Control of Compliance

Reporting

Environmental Indicators

(PCEI and SDG)

Trends in environment

State of Environment

Reporting

Renewal of priorities,

strategies and programs

Evidence Based

Decision Making



The Strategy and Policy Department of EP&CCD will use Driving force-Pressure-State-Impact-

Response (DPSIR) model8 for greater details in order to design environmental monitoring

programmes for Punjab in a cost-effective way. The D-P-S-I-R Model will help the department to

support decision making through the provision of credible environmental information. This will also

help to present the environmental indicators needed to provide feedback to policy makers on

environmental quality and the resulting impact of the political choices made, or to be made in the

future (Fig. 3.8).

Fig. 3.8: The D-P-S-I-R Model

This comprehensive framework for state of environment monitoring and reporting will bring

transparency, informed environmental information and decision making, enhanced communication

between scientists and stakeholders by simplifying the complex connections between humans and the

environment and increased public awareness.

Punjab EMC will also do monitoring against the complaints relate to events and environmental

problems or perceived problems that can be useful for management purposes and may indicate

situations where consents may be required in future to better address adverse effects created by

permitted activities. It can also help to fill gaps in knowledge and information about the quality of the

environment and community attitudes. In the long run, it may be possible to use complaints

monitoring to help develop trend data and add value to state of the environment reporting. This relies

on having an integrated approach to monitoring and reporting within EPA and other entities.

8 The DPSIR model is a global standard for State of Environment reporting and part of a systems approach that takes into

account social, political, economic, and technological factors, as well as forces associated with the natural world. This

framework for integrated environmental reporting and assessment was developed by the European Environmental Agency

(EEA) in 1999 and has since been widely adopted in the study of environmental problems. This approach has proven to have

utility in understanding the genesis and persistence of environmental problems at scales ranging from the global (United

Nations Environment Programme. 2002. Global Environment Outlook 3: Past, present and future perspectives. London:

Earthscan)

1. Drivers

Push Changes on environment

2. Pressure

Trend that appears in the environment resulting from

a driver

3. State

Current environmental conditions and trends

4. Impact

Implications of the current state on humans and the

environment

5. Response

Actions that can be taken to better acheive a more

sustainable future



Monitoring requirements are also crucial for the operating permits. Assessing and documenting

compliance with permits and regulations provides information to the facility

owners/operators/industrialists to self-assess their performance relative to meeting air pollution

requirements, and to support them in determining the proper corrective actions, when necessary.

Punjab EMC will do regular monitoring as per Annual Ambient Environmental Monitoring Plan.

However, it will also do monitoring upon request from EPA directorates to either check the

compliance of EQS of specific industry or monitoring as per the requirements of EIA, operational or

tradeable permits. This will help EPA Punjab to set out the core regulatory and targeted compliance

interventions and also help to promote transparency and bring an opportunity for businesses to review

and where necessary correct their practices, prior to any intervention by the regulator.

Environmental monitoring and inspections can expose 'triggers' which lead to prosecution. A process

flow has been developed for prosecution of environmental polluters in the figure 3.9.

Fig. 3.9: Approach for Prosecution of Polluters

Complaints

(Received from the

public or otherwise)

Public Hearing

Complex Case? Yes No

Communication

with

proponent/Industry

Small EPO

Admonition/

Conditional Fine

Compulsory

Order

Request for

criminal

investigation

Court Green Police Action

Complex Case? Yes No



Laboratory Framework

The major steps in the laboratory framework are the following:

1. Gap Analysis; A comprehensive gap analysis and recommendations have been presented in

the gap analysis report of the EPD Restructuring project. A complete inventory of the current

status of the laboratory equipment has been carried out.

2. Staffing plan needs to be based on the Gap Analysis and TORs/job descriptions for

positions prepared and the job descriptions of the laboratory manager, quality manager and

other senior staff shall be included in the quality manual. The laboratory management and key

experts needs to be hired whenever necessary. The staffing situation has been reviewed and

the plan finalized during the consultancy of the international laboratory specialist.

3. It is proposed to carry out the EMIN process (through a set of stakeholder workshops

facilitated by an international specialist) in order to develop environmental indicators and to

prepare proper environmental monitoring programmes.

4. An Acquisition plan for the central laboratory and regional laboratories shall be done based

on results of inventory and future needs.

5. At the same time with above, a decision on establishing EMC and related legal provisions

shall be processed; the above mentioned staffing and acquisition plans shall include the

programmatic multi-year resource allocation for the entire EMC.

6. Laboratory certification process shall be carried out and quality management practices

established in the laboratories.

7. The key piece of quality documentation is the quality manual. This is the document which

describes in detail the policy on quality and the quality management structure and describes or

refers to the procedures which constitute the working quality system. The quality manual is,

typically, prepared and checked by laboratory management, usually under the overall co-

ordination of the quality manager. It should, however, be formally authorised for issuing from

as high a point in the management hierarchy as possible; chief executive, director general,

chairman are typical points. This ensures that the manual has the strongest authority and also

shows, to the accreditation body, a commitment on the part of the senior management to the

quality system. It is critical that the quality manual is seen to be a working document. It

should be available to all staff and they must be instructed to read it and to use it to guide them

in all aspects of their work. It will then be a vital force for the consistent and comprehensive

operation of the quality system.

Laboratories will require documentation of technical procedures in addition to the quality

manual. The key part of the technical procedural documentation will be the documentation of

the test or calibration methods themselves. The level of detail for these methods documents

should be such as to enable a trained practitioner to carry out tests and calibrations in a proper

and consistent fashion.

8. Training Needs Assessment; Currently training is needed for all staff of the laboratories,

including management, key experts and other staff ̧a detailed training plan shall be prepared

and training carried out by an international laboratory specialist whose qualification includes

degree in chemistry and experience in laboratory works as per international guidelines, and

who masters advanced laboratory equipment (GC, AAS, HPLC, ICP etc.) and has been

professionally trained according to ISO 17025 requirements. Training will include



management and quality aspects and certification issues, as well as practical training on

laboratory analysis as per SOPs as well as sampling, reporting and statistical analysis.

Fig. 3.10: Framework for development of quality management for laboratories

Market based Instruments

Producers of pollution are generally unaware of the total effects of their operations to the

environment. No one producer has an incentive to eliminate his pollution entirely; his incentive,

commonly, is limited only to the elimination of that part which adversely affects his own operation.

The arguments against going farther are that it will cost too much, that prices will have to be

increased, that consumers will not buy it, and that there is no proof that air pollution is damaging

anything anyway, so why pick on me. Whether regulators should impose strict standards or provide

incentives for Industries has always been the center of debate which has ensued between economists,

legislators, administrators, and businessmen. Technical Submission 5.2 lay out the basic instrument

alternatives available to the environmental regulators, for instance EPA.

Policy options for pollution abatement

To correct for the externalities problems, there are two types of broad policy instruments to alter

behavior to abate pollution for desirable outcome that are deployed at varying degrees across the

globe:

Command and Control Measures: These consist of mandatory standards and norms on

environment quality that are imposed by the regulatory agencies.

Market-Based Instruments: These act in free markets to establish price of pollutants

and distinguish themselves through their tradability and incentive structure.

Well-designed policy instruments harnessing market forces by encouraging firms and

individuals to undertake pollution control efforts to collectively meet policy goals.



However, the key lies in their implementation and monitoring by the regulatory agency.

Therefore, no measure whether Command and Control or Market based instruments can

be effective unless EPA strengthens its monitoring and enforcement capacity.

Fig. 3.11: Types of Market Based Instruments

Briefly, Market-Based Instruments (MBIs) are aspects of policy that encourage

behaviours through market signals, rather than through explicit directives regarding

pollution control levels or methods.9

On the basis of the review of the

present regulatory framework, there

is no design of or any effective

economic instrument operational in

the EPA regime in Punjab. So, there

is a dire need to introduce some

economic instruments which are

designed to create appropriate

patterns of incentives or

disincentives for economic agent to

behave accordingly. It should also

be noted that incentives or

disincentives indeed work best in a

package approach, which combined

with more stringent policy

instruments.

Trading Schemes

Emissions trading or Cap and Trade is a government-mandated, market-based approach to

controlling pollution by providing economic incentives for achieving reductions in the

emissions of pollutants. These schemes are flexible that allows businesses to decide how

best to meet policy targets. A central authority allocates or sells a limited number of

permits to discharge specific quantities of a specific pollutant per time period. Polluters

are required to hold permits in amount equal to their emissions. Polluters that want to

increase their emissions must buy permits from others willing to sell them.

Design and Implementation procedure for EPA Punjab

The design of a trading scheme should consider several features in order to enhance the

achievement of the environmental objective and facilitate the efficient operation of a competitive

and cost effective market. The main design elements include: scope, cap, distribution of tradable

permits, banking, and monitoring.

9 Stavins, R. A. 2003. Experience with Market Based Environmental Policy Instruments. Handbook of Environmental

Economics. 1: 355-435.

Pollution Charge

Tradable Permits

Deposit Refund System

Product Charge and

Tax Subsidy

Administrative Charge

Fig. 3.12: Procedure for implementing MBIs

Identify the environmental

problems

Identification of possible solutions

Analysis of policy proposals

Investigate the feasibility of

introducing specific MBIs

Recommend policy, institutional, or

legislative actions

Implement and Monitor



Fig. 3.13 Steps in designing Tradable Permit system

Thus, emissions trading require highly accurate monitoring verification of industrial emissions not

just reporting but a check and balance needs to be maintained. The choice and success of an

instrument is much more than simply a question of which instrument is the most cost-effective.

EP&CCD has to consider the current situation to understand the feasibility of Tradable Permit

System as the lack of transparency and monitoring possibilities, inadequate legal systems, and,

foremost, the difficulties involved in creating a functioning market observed is prevalent. In the

near future, emissions trading might be the centerpiece of local and international efforts to build a

global and comprehensive Trading Permit system.

It should be noted that Punjab can’t just rely on the new Market Based Instruments. Command and

Control approach has to be supplemented with Market based instruments as just the implementation

of former is not very encouraging. Market based instruments support the financial incentives with

environmental objectives and give an effective driving force to enterprises to advance and adopt

cleaner and better pollution control technologies.

However, it remains an open question whether tradable permits are appropriate for use in

transition and developing economies like Pakistan. There are also many crucial design issues for

the permit schemes as well as several competing instruments, such as environmental taxes.

Initial Survey

Define the scope

Set the cap

Distribute permits

Consider the use of offsets

Decide on Temporal Flexibility

Address price predictability and cost containment

Ensure compliance and

oversight

Engage stakeholders,

communicate, & build capacities

Implement, evaluate, and

improve

4

Access to Global

Resources to Support

Environmental Change

Section 4 Access to Global Resources to Support Environmental Change


Section 4

Access to Global Resources to Support

Environmental Change 4.1 GLOBAL ENVIRONMENT FACILITY

The Global Environment Facility (GEF) was established in 1992 at the Rio Earth Summit to help

tackle the planet’s most pressing environmental problems. Since then, the GEF has provided over $17

billion in grants and mobilized an additional $88 billion in financing for more than 4000 projects in

170 countries. The GEF is considered to be the main global mechanism to support developing

countries’ to take action to fulfill their commitments under the world's major multilateral

environmental agreements10

.

Fig. 4.1: A timeline of Global Environment Facility

Achievements

Over the past 25 years, the GEF has supported a range of notable achievements:

Creation of more than 3,300 protected areas covering 860 million hectares, an area larger than

Brazil.

Conservation-friendly management of more than 352 million hectares of productive

landscapes and seascapes

790 climate change mitigation projects contributing to 2.7 billion tonnes of GHG emission

reductions.

Sustainable management of 34 Transboundary river basins in 73 countries.

Improved cooperation and governance of one-third of the world’s large marine ecosystems.

Sound management and disposal of 200,000 tons of highly toxic Persistent Organic

Pollutants.

Climate change adaptation to reduce the vulnerability of more than 15 million people in 130

countries11

.

10 https://www.thegef.org/about-us 11 https://assembly.thegef.org/assembly/overview

https://www.thegef.org/about-us

https://assembly.thegef.org/assembly/overview



Areas of work

GEF funds are available for activities in the following seven focal areas:

Biodiversity

Climate change

International waters

Land degradation

Sustainable forest management

Ozone layer depletion

Persistent organic pollutants

Eligibility

All projects or programs must fulfill the following criteria to be eligible for GEF funding.

Eligible country: Countries may be eligible for GEF funding in one of two ways:

o a) if the country has ratified the conventions the GEF serves and conforms with the

eligibility criteria decided by the Conference of the Parties of each convention; or

o b) if the country is eligible to receive World Bank (IBRD and/or IDA) financing or if it

is an eligible recipient of UNDP technical assistance through its target for resource

assignments from the core (specifically TRAC-1 and/or TRAC-2).

National priority: The project must be driven by the country (rather than by an external

partner) and be consistent with national priorities that support sustainable development.

GEF priorities: The project has to address one or more of the GEF focal area

strategies (Biodiversity, International Waters, Land Degradation, Chemicals and Waste, and

Climate Change Mitigation, as well as cross-cutting issues like sustainable forest

management).

Financing: The project has to seek GEF financing only for the agreed incremental costs on

measures to achieve global environmental benefits.

Participation: The project must involve the public in project design and implementation,

following the Policy on Public Involvement in GEF-Financed Projects and the respective

guidelines12

.

Project Types

The GEF provides financing to various types of projects ranging from several thousands to several

million dollars from the GEF Trust Fund (GEFTF), Special Climate Change Fund (SCCF) and Least

Developed Countries Fund (LDCF) – however, LDCF is not applicable to Pakistan.

There are four types of projects: Full-sized projects, Medium-sized projects, Enabling Activities,

Direct Access Programs and Programmatic Approaches, briefly described below.

Full-sized Projects (FSPs) - More than US$2 million

The GEF provides funding for FSPs only to governments. Governments then decide on the

executing agency (e.g. civil society organizations, private sector companies, research institutions).

The GEF Council approves FSP concepts, which are then fully developed over 18 months. The

GEF CEO endorses the fully developed FSP for subsequent approval by the GEF Partner Agency

to start project implementation.

12 https://www.thegef.org/about/funding

https://www.thegef.org/partners/conventions

https://www.thegef.org/gef/GEF6-Programming-Directions

https://www.thegef.org/gef/GEF6-Programming-Directions

https://www.thegef.org/about/funding



Medium-sized Projects (MSPs) - Up to US$2 million

MSPs offer opportunities for a broad range of programming that is typically smaller in scale than

full-sized projects. The approval process is simpler, allowing them to be designed and executed

more quickly and efficiently. These projects increase the GEF’s flexibility in allocating its

resources: a wide range of stakeholders can propose and develop project concepts. The GEF

Council delegates approval of MSPs to the GEF CEO. Following CEO approval, the GEF Partner

Agency approves the MSP to start project implementation.

Enabling Activities (EAs) - Up to $1 million

EAs represent a basic building block of GEF assistance to countries. EAs are means of fulfilling

essential reports to conventions. They provide a basic level of information to enable policy and

strategic decisions, or help identify priority activities within a country. The GEF Council

delegates approval of EAs to the GEF CEO. Either the country or the GEF Agency can access

funds directly. EAs that go beyond their funding threshold are considered non-expedited, and

would then follow the procedures for processing full-sized projects.

Direct Access for NPFEs and Convention Reports

The GEF provides resources directly to the countries for the National Portfolio Formulation

Exercises (NPFEs) and the drafting of the Convention Reports that are undertaken as obligations

of the countries to the conventions. The two initiatives are both on a voluntary basis, and

countries can opt to access GEF resources directly from the GEF Secretariat, or, in the case of the

Convention Reports, they can opt to use the existing procedures for accessing GEF resources

through a GEF Agency.

Programmatic Approaches (PAs)

Programs are a strategic combination of FSPs and MSPs with a common focus to build upon or

complement one another. In this way, they can produce results not possible through a single

project. Programs maximize the impact of GEF resources by securing a larger scale and sustained

impact on the global environment. They do this by implementing medium- to long-term strategies

for achieving specific global environmental objectives consistent with the national or regional

strategies and plans of recipient countries. There are two types of programs that may be

implemented under the programmatic approach modality: thematic programs and geographical

programs (country or regional)13

.

4.2 RELATED FUNDS MANAGED BY GEF

Special Climate Change Fund (SCCF)

The Special Climate Change Fund (SCCF) was established under the UN Framework Convention on

Climate Change (UNFCCC) in 2001 to finance activities, programs, and measures relating to climate

change that are complementary to those funded by the resources allocated to the Climate Change

Focal Area of the GEF and by bilateral and multilateral funding.

The Special Climate Change Fund (SCCF) supports adaptation and technology transfer in all

developing country parties to the UNFCCC, supporting both long-term and short-term adaptation

activities in water resources management, land management, agriculture, health, infrastructure

13 https://www.thegef.org/about/funding/project-types

https://www.thegef.org/about/funding/project-types



development, fragile ecosystems, including mountainous ecosystems, and integrated coastal zone

management.

Eligible Countries

SCCF is open to all vulnerable developing countries. As of 2017, the SCCF has a portfolio of

nearly US$350 million in voluntary contributions supporting 77 projects in 79 countries.

Supported Activities

Adaptation is the top priority. But the SCCF also funds, through separate financing windows,

technology transfer, mitigation in selected sectors including: energy, transport, industry,

agriculture, forestry and waste management; and economic diversification.

Funding Modality

Projects over USD 1 million are referred to as Full-sized Projects (FSP); those of USD 1 million

or below are referred to as Medium-sized Projects (MSP.) MSPs follow a further streamlined

project cycle, compared to FSPs14

.

Nagoya Protocol Implementation Fund (NPIF)

The Nagoya Protocol Fund supports signatory countries, as well as those in the process of signing The

Nagoya Protocol on Access to Genetic Resources and the Fair and Equitable Sharing of Benefits

Arising from their Utilization (the Nagoya Protocol) and that intend to ratify the Protocol in order to

accelerate the ratification and implementation of the Protocol.

The fund encourages engagement with private sector entities interested in exploring the economic

potential of genetic resources and facilitate the transfer of appropriate technologies. Through the

implementation of this type of project, countries should be generating additional information that can

help to understand their capacities and needs on Access and Benefit Sharing (ABS), with focus on the

provisions from existing policies, laws and regulations affecting genetic resources.

Eligible Countries

The NPIF assists GEF eligible developing countries and countries in transition economy that are

signatory Parties and those in the process of signing the Nagoya Protocol, and that intend to ratify the

Protocol in order to accelerate the ratification and implementation of the Protocol.


Promote technology transfer, private sector engagement, and projects targeting investments in

the conservation and sustainable use of genetic resources in-situ.

Build capacity among indigenous peoples and local communities

Further the knowledge and scientific-base for the implementation of the protocol

Review capacities and needs on ABS with focus on existing policies, laws and regulations

that compliments investment from the GEF Trust Fund.

Funding Modality

Projects under the NPIF are supported mainly through the GEF Medium Size Project modality ($1

million or less). Full size projects (above $1 million) can also be pursued15

.

14 https://www.thegef.org/topics/special-climate-change-fund-sccf 15 https://www.thegef.org/sites/default/files/documents/NPIF_brochure_-_English.pdf

https://www.thegef.org/topics/special-climate-change-fund-sccf

https://www.thegef.org/sites/default/files/documents/NPIF_brochure_-_English.pdf



4.3 CAPACITY BUILDING INITIATIVE FOR TRANSPARENCY

As part of the Paris Agreement, Parties to the United Nations Framework Convention on Climate

Change (UNFCCC) agreed to establish a Capacity-building Initiative for Transparency (CBIT). The

goal of the CBIT is to strengthen the institutional and technical capacities of developing countries to

meet the enhanced transparency requirements of the Paris Agreement. These enhanced transparency

requirements are defined in Article 13 of the Paris Agreement.

Eleven donors have pledged more than $50 USD million to the CBIT, including Australia, Canada,

Germany, Italy, the Netherlands, New Zealand, Sweden, Switzerland, the United Kingdom, the

United States of America and the Walloon Region (Belgium).Others, including Japan, have publicly

declared their intention to support the fund.

Eligible Countries

All developing country Parties have access to the CBIT upon request.


Activities should aim to16

:

Strengthen national institutions for transparency-related activities in line with national

priorities;

Provide relevant tools, training and assistance for meeting the provisions stipulated in Article

13 of the Paris Agreement;

Assist in the improvement of transparency over time.

GEF Agencies

The GEF Agencies will assist the eligible applicants in the development, implementation, and

management of GEF projects. Often, the Agencies work together on GEF projects, pooling

expertise. Not only does this allow a more holistic approach to programming, it also reinforces the

individual Agency's efforts to mainstream or incorporate global environment concerns into its

internal policies, programs and projects.

These agencies are the channel between countries and the GEF for the project approval process

and participate in GEF governance as well as in the development of GEF policies and programs.

They are responsible for the creation of the project proposals and the managing of GEF projects.

These agencies include the following organizations17

:

1. Asian Development Bank (ADB)

2. African Development Bank (AfDB)

3. European Bank for Reconstruction and Development (EBRD)

4. Food and Agriculture Organizaton of the United Nations (FAO)

5. Inter-American Development Bank (IADB)

6. International Fund for Agricultural Development (IFAD)

7. United Nations Development Programme (UNDP)

8. UN Environment United Nations Environment Programme (UNEP)

9. United Nations Industrial Development Organization (UNIDO)

10. The World Bank Group (WBG)

16 https://www.thegef.org/topics/capacity-building-initiative-transparency-cbit 17 https://www.thegef.org/partners/gef-agencies

https://www.thegef.org/topics/capacity-building-initiative-transparency-cbit

https://www.thegef.org/partners/gef-agencies



11. Conservation International (CI)

12. Development Bank of Latin America (CAF)

13. Development Bank of Southern Africa (DBSA)

14. Foreign Economic Cooperation Office, Ministry of Environmental Protection of China

(FECO)

15. Brazilian Biodiversity Fund (FUNBIO)

16. International Union for Conservation of Nature (IUCN)

17. West African Development Bank (BOAD)

18. World Wildlife Fund (WWF-US)

4.4 ADAPTATION FUND

The Adaptation Fund was first created by the 7th session of the Conference of Parties (COP 7) in

2001 through decisions made in Marrakech, Morocco, although it was not launched until being

operationalized and its Board established in follow-up decisions at COP 13 in December 2007 in Bali,

Indonesia.

These projects help vulnerable communities meet urgent adaptation needs in sectors such as food and

water security, coastal management, agriculture, disaster risk reduction, rural development, and

forests. A recent study by the World Bank estimated that developing countries face climate-change

adaptation costs ranging from US$70 billion to US$100 billion annually by the year 2050 if world

average temperature rises by 2 degrees Celsius, as scientists predict.

Since 2010, the Adaptation Fund has committed US$ 462 million to support 73 countries, including

28 Least Developed Countries and 17 Small Island Developing States. The World Bank serves as

trustee of the Adaptation Fund on an interim basis18

.

It was the first climate fund to implement a Direct Access modality, which provides developing

countries the opportunity to build their adaptation capacity by receiving funding and designing

projects directly through accredited National Implementing Entities (NIEs). Through direct access,

National Implementing Entities are able to directly access financing and manage all aspects of climate

adaptation and resilience projects, from design through implementation to monitoring and

evaluation19

.

In Pakistan, it has funded the Project “Reducing Risks and Vulnerabilities from Glacier Lake Outburst

Floods in Northern Pakistan” amounting to US$ 4 million, with UNDP as the Implementing Entity

(IE)20

.

18 https://www.adaptation-fund.org/af-10-years/ 19 https://www.adaptation-fund.org/armenia-becomes-first-european-country-achieve-direct-access-adaptation-fund/ 20https://www.adaptation-fund.org/project/reducing-risks-and-vulnerabilities-from-glacier-lake-outburst-floods-in-northern-

pakistan/



Fig. 4.2: An overviw of Adaptation Fund 21

21 https://www.adaptation-fund.org/document/adaptation-fund-infographic/

https://www.adaptation-fund.org/document/adaptation-fund-infographic/



Eligibility

All countries that are particularly vulnerable to the adverse effects of climate change.

Project Types

Small scale “starter” projects/programmes, typically under US$ 10 million for a single

country project

US$ 15 million for a regional programme.

Readiness Grants

The Adaptation Fund’s Readiness Programme for Climate Finance aims to help strengthen the

capacity of national and regional implementing entities to receive and manage climate financing,

particularly through the Direct Access modality, and to adapt and build resilience to counter

changing climate conditions in sectors ranging from agriculture and food security to coastal zones

and urban areas. The programme also aims to advance direct access in developing countries and

promotes the accreditation of National Implementing Entities (NIEs) from developing countries

that are particularly vulnerable to the adverse effects of climate change.

Navigating the accreditation process and fulfilling the requirements of the accreditation criteria

can be a challenging experience for countries. Receiving support and guidance from an already

accredited NIE of the Adaptation Fund (the Fund) can help developing countries that are going

through the accreditation process to quickly navigate through the accreditation requirements and

reduce the length of the accreditation process. It is expected that such peer-peer support will

effectively help build national capacity and sustainability for both the accreditation applicant and

the provider of accreditation support22

.

South-South Cooperation Grants

As part of the Readiness Programme, the Adaptation Fund Board (the Board) decided to make South-

South Cooperation grants available in order to increase peer to peer support among accredited NIEs

and those seeking accreditation. These grants are aimed at strengthening the capacity of countries

seeking accreditation with the Fund to undertake activities, and to prepare and submit relevant

documents that lead to accreditation with the Fund.

Eligibility

The Adaptation Fund has 28 accredited NIEs, all at different stages of the project cycle process.

To become eligible to receive South-South Cooperation grants to provide peer support to

countries seeking accreditation with the Fund, an accredited NIE will need to demonstrate

experience implementing an Adaptation Fund project or programme, and also demonstrate

experience participating in, organizing support to, or advising other NIEs, entities or governments

relevant to accreditation or capacity building to receive climate finance for adaptation projects

and programmes23

.

Project Formulation Assistance Grants

The Adaptation Fund Board (the Board) has made Project Formulation Grants (PFGs) available to

accredited National Implementing Entities (NIEs) of the Adaptation Fund (the Fund) to build the

22 https://www.adaptation-fund.org/readiness/ 23 https://www.adaptation-fund.org/readiness/readiness-grants/south-south-cooperation-grants/

https://www.adaptation-fund.org/readiness/

https://www.adaptation-fund.org/readiness/readiness-grants/south-south-cooperation-grants/



capacity of NIEs in project preparation and design. NIEs that are at the concept development stage of

the Fund’s project cycle process have the option to request a PFG up to a maximum of US$30,000

together with their submission of the project concept to the Board. Component one of the Fund’s

Readiness Programme for Climate Finance is focused on providing support to accredited

implementing entities of the Fund. Under this component, the secretariat will provide support to

accredited implementing entities of the Fund.

To complement the PFG and support the undertaking of specialist technical assessments during

project preparation and design, the Board has also made available Project Formulation Assistance

(PFA) grants under the Readiness Programme, up to a maximum of US$20,000 per NIE. The grants

are meant to help NIEs tap into external (international or national) expertise in the form of short-term

consultant assignments to undertake specific technical assessments such as an environmental impact

assessment (EIA) a vulnerability assessment (VA), a risk assessment, a gender study, and other

environmental and social assessments.

It is expected that through the PFA grant, NIEs will be able to capitalize on available external

expertise to strengthen their capacity to undertake the necessary technical assessments related to the

design and development of adaptation projects and programmes. Through this process, NIEs can also

generate information in advance on the likely effects climate change will have on people and the

environment and also information on the likely environmental, social as well as gender related effects

of the project or programme that should be avoided, remedied or minimized.

Eligibility

All accredited NIEs of the Fund are eligible to apply for a PFA grant. The PFA grant can be

requested at the same time when NIEs going through the two-step approval process submit project

concepts24

.

Technical Assistance (TA) Grants

As part of the Readiness Programme, the Adaptation Fund Board has decided to make Technical

Assistance (TA) grants available to accredited NIEs. These grants are aimed at strengthening the

capacity of NIEs in the areas of environmental, social and gender risk management as they design,

develop and implement concrete adaptation projects and programmes.

The Fund’s Environmental and Social Policy (ESP), with its 15 principles, and the Gender Policy,

serve as frameworks for mitigating these types of environmental and social as well as gender related

issues that may need to be considered. The grants are meant to help NIEs tap into external

(international or national) expertise in the form of short-term consultant assignments.

Eligibility

All accredited NIEs of the Fund that have not previously received the specific technical support.

4.5 GREEN CLIMATE FUND

Green Climate Fund (GCF) is a new global fund created to support the efforts of developing countries

to respond to the challenge of climate change. GCF helps developing countries limit or reduce their

greenhouse gas (GHG) emissions and adapt to climate change. It seeks to promote a paradigm shift to

24 https://www.adaptation-fund.org/readiness/readiness-grants/project-formulation-assistance-grants/

https://www.adaptation-fund.org/readiness/readiness-grants/project-formulation-assistance-grants/



low-emission and climate-resilient development, taking into accounts the needs of nations that are

particularly vulnerable to climate change impacts.

Areas of Work

Shifting to low-emission sustainable development pathways through:

Low-emission energy access and power generation

Low-emission transport

Energy efficient buildings, cities and industries

Sustainable land use and forest management

Increasing climate-resilient sustainable development for:

Enhanced livelihoods of the most vulnerable people, communities, and regions

Increased health and well-being, and food and water security

Resilient infrastructure and built environment to climate change threats

Resilient ecosystems

Eligibility

GCF has established six criteria in its Investment Framework to guide its investment decisions:

impact potential

paradigm shift potential

sustainable development potential

needs of the recipient

country ownership

efficiency and effectiveness

The full investment framework includes activity-specific sub-criteria and indicative assessment

factors.

Access to GCF resources to undertake climate change projects and programmes is possible for

accredited entities that can submit funding proposals to the Fund at any time25

.

Programs

The GCF Board has established several supporting programmes to issue Requests for Proposals as

shown in Fig. 4.3;

Fig. 4.3: GCF Project Sizes

25 https://www.greenclimate.fund/how-we-work/funding-projects

https://www.greenclimate.fund/how-we-work/funding-projects



Micro, Small, and Medium-Sized Enterprises Pilot Programme

The micro, small, and medium-sized enterprises pilot programme was established by the GCF

Board in 2016 as part of the Private Sector Facility. The programme aims to support micro- ,

small-, and medium-sized Enterprises in addressing mitigation and adaptation challenges26

.

Enhancing Direct Access

The GCF Board has approved an initial allocation of USD 200 million for 10 pilots funding

proposal adopting Enhance Direct Access implementation modalities.

Mobilizing Funding at Scale Pilot Programme

The GCF Board has allocated up to USD 500 million for the Mobilising Funding at Scale Pilot

Programme to identify innovative, high-impact projects and programmes that mobilize private

sector investment in climate change activity27

.

Project Preparation Facility

The Project Preparation Facility (PPF) supports Accredited Entities (AEs) in project and

programme preparation. It is especially targeted to support direct access entities, and micro-to-

small size category projects. A total of USD 40 million has been made available for the initial

phase of the PPF, with each request subject to a cap of USD 1.5 million. Support will be

commensurate to the funding proposal being developed, and to the activities in the PPF

application.

If approved, support is granted in the form of grants and repayable grants, while equity may be

considered for private sector projects. Funding proposals developed with the PPF should be

submitted to the GCF Board within two years of the approval of a PPF request. There are many

phases in project preparation, from early stages of project identification, concept development and

establishing the enabling environment, to mid- and late-stage processes including project due

diligence and project structuring. With each phase having different needs, it would be important

to review the main outstanding requirements of project development as well as to assess the type

of support the project/programme will require.

PPF support is limited to covering the following activities:

Pre-feasibility and feasibility studies, as well as project design;

Environmental, social and gender studies;

Risk assessments;

Identification of programme/project-level indicators;

Pre-contract services, including the revision of tender documents;

Advisory services and/or other services to financially structure a proposed activity;

Other project preparation activities, where necessary, provided that sufficient justification is

available28

.

Readiness Support

The GCF Readiness Programme is a funding programme to enhance country ownership and

access to the Fund.

26 https://www.greenclimate.fund/how-we-work/tools/infographics 27 https://www.greenclimate.fund/gcf101/funding-projects/project-funding 28 https://www.greenclimate.fund/gcf101/funding-projects/project-preparation#p_p_id_56_INSTANCE_G81RzaPmz656_

https://www.greenclimate.fund/documents/20182/226888/GCF_B.13_15_-_Establishing_a_programmatic_framework_for_engaging_with_micro-__small-_and_medium-sized_enterprises.pdf/558ec8ba-f0f8-455a-a8ce-8544de51f719

https://www.greenclimate.fund/how-we-work/tools/infographics

https://www.greenclimate.fund/gcf101/funding-projects/project-funding

https://www.greenclimate.fund/gcf101/funding-projects/project-preparation#p_p_id_56_INSTANCE_G81RzaPmz656_



This "country readiness" funding is a dedicated and cross-cutting programme that maximizes the

effectiveness of the Fund by empowering developing countries. Activities supported through

readiness are not one-off measures, but part of an ongoing process to strengthen a country’s

engagement with the Fund. The Programme provides resources for strengthening the institutional

capacities of National Designated Authorities (NDA) or Focal Points and direct access entities to

efficiently engage with the Fund. Resources may be provided in the form of grants or technical

assistance.

Eligible Countries

All developing countries can access the GCF Readiness Programme, and the Fund aims for a floor of

50 percent of the readiness support allocation to particularly vulnerable countries, including Least

Developed Countries (LDCs), Small Island Developing States (SIDS), and African States.

Funding Modality and Supported Activities

Up to USD 1 million per country per year. Of this amount, NDAs or Focal Points may request

up to USD 300,000 per year to help establish or strengthen a NDA or focal point to deliver on

the Fund’s requirements.

Up to USD 3 million per country for the formulation of adaptation plans and/or other

adaptation planning processes by NDAs or focal points. This support can facilitate the

development of National Adaptation Plans, which set national priorities for measures to

address adaptation to climate change.

Fig. 4.4: GCF Proposal Approval Framework29

29 https://www.greenclimate.fund/how-we-work/tools/infographics

https://www.greenclimate.fund/how-we-work/tools/country-directory

https://www.greenclimate.fund/how-we-work/tools/infographics



Within these specific funding caps, countries may submit multiple proposals over multiple years, to

best meet the needs of the country over time. Multiple proposals may be implemented by direct access

entities, international accredited entities and/or delivery partners, to best address comparative areas of

expertise and opportunities. This applies to all readiness activities, including adaptation planning.

Furthermore, GCF can provide capacity building for national or regional organizations (Direct Access

Entities) that are nominated by their local NDAs. Support can be provided to enhance the ability of an

entity to seek accreditation with the Fund, including for the fast-track accreditation process (pre-

accreditation support).

Support can also be provided to build the capacities of Direct Access Entities that are already GCF

accredited (post-accreditation support).

In each case readiness funds will be allocated in coordination with, and with the approval of, the

relevant NDAs / focal points30

.

30 https://www.greenclimate.fund/gcf101/empowering-countries/readiness-upport#p_p_id_56_INSTANCE_FmEoOUi7J82h_

5

Roadmap to

Implementation

Section 5 Roadmap to Implementation


Section 5

Roadmap to Implementation IMPLEMENTATION STRATEGY

The steps that need to be taken to achieve the future state institutional structure and capacity include;

Establishment of Institutions

Short Term Medium Term Long Term

Next 12 months Within the next 12-24 months Longer than 24 months

Get approval for the new

administrative structure from the

Chief Minister and government

Promulgate new PEPA with new

structure

Establish new institution:

o Environmental Council (EC)

o Environmental Protection

Department (EPD)

o Environmental Protection

Agency (EPA) along with its

divisional and district setups

(large division and districts)

o Environmental Monitoring

Center (EMC)

o Institute of Environmental

Technology and Training

(IETT)

o Establishment of Sustainable

Development Fund (SDF)

Approval of establishment of

following;

o Three Environmental

Tribunals

o Ministerial Board on

Sustainability

o Committees of Agencies

o EPA along with its

divisional and district

setups (in remaining

divisions and districts

o Divisional setup for

Environmental Monitoring

Center (EMC)

o Appointment of consultant

for change management

and to support PMU (for

business processes,

monitoring and MIS/ICT.

Legislation



Drafting and approval of

Environmental Protection Act

2018/19

Revision or drafting of 10 proposed

rules/laws

Approval and notification of 10

proposed rules/laws

Amendment in Service Rules

Revision and drafting of 15

proposed rules/laws

Approval and notification of 15

proposed rules and laws

Enforcement of these

rules, laws and acts



Business Processes and SOPs



EIA process and its SOPs

Site Inspection Report (SIR) and its

SOPs

Environmental Assessment

Guidelines and SOPs

Registration of consultants and labs

and SOPs

Environmental Permitting System

and SOPs


and SOPs

MEAs and SOPs

Strategic Environmental

Assessment

Implementation on

recommendations of MEAs

Tradeable permits for five

selected industries

Best Available Technology for

5 selected

Environmental Checklists

Implementation on

recommendations of

MEAs

Best Available

Technologies for other

industries

Trading Permits for

other industries

Capacity Building



Induction training of existing staff

on restructuring of EPD

Training of existing staff on new

business process (item 1)

Training of existing staff on SOPs

and reporting mechanism

Induction training for new staff

(critical mass)

Establishment of training

institute

Development of curriculum

Training of staff as per

proposed training plan

Induction training for new staff

Fully operational

environmental training

institute

Full implementation of

training plans for EPD

staff

Training of consultants

and industries

Induction training for

new staff

Human Resource



Service Level Agreement

Development of job descriptions

Development of HR manual

Set comprehensive salary

structures and positions

Give current staff a chance to apply

to new structures

Hire competent work force for

new positions based on job

descriptions in an open and

transparent procedures

Request the PPSC for hiring of

HR (50%)

Advertisement for contractual

HR (50%)

Appointment of Human

Resource

Request the PPSC for

hiring of HR (50%)

Advertisement for

contractual HR (50%)

Appointment of Human

Resource



MIS/ICT



Implementation of the following:

File Tracking System

Asset Management System

IEE/EIAs

Android Applications for SIR,

CIR and EPO


Android Applications for

Monitoring

Reports updated by

EMC

Industries

Consultants

Public/ Private Laboratories

Local Governments

Reports updated by

EMC

Industries

Consultants

Public/ Private

Laboratories

Local Governments

Monitoring



Make an initial meta-database

survey on existing monitoring

programs and datasets of all

relevant organizations. Use a

selected meta-database standard

Establish Environmental

Monitoring Indicators Network

(EMIN)

Organize the first EMIN

workshop to present initial results

of meta-database survey, to define

10 most important environmental

problems and to prioritize them

with the Analytic Hierarchy

Process and to discuss data

sharing policies

Make a good quality proceedings

report on the first EMIN

workshop

Finalize the meta-database survey

according to the information

obtained from EMIN partner

organizations

Establish Environmental

Databases

Organize the second EMIN

workshop to define the

Provincial Core Set of

Environmental Indicators,

assessing monitoring gaps

taking into account the

requirements from MEAs &

SDGs and making

recommendations from this

report and its monitoring

chapter. Define the way

forward.

Make a good quality

proceedings report on the

second EMIN workshop

Make a provincial monitoring

plan with assessed costs based

on meta-database, defined

PCEI and assessed gaps in

monitoring. Make a cost

analysis for future monitoring.

Present the monitoring

situation to the government

with monitoring plan and cost

analysis

Implementation of

Monitoring Pan by all

industries

Start monitoring and

training activities as

you go

Add legal provisions

for monitoring to

PEPA 2018/19

State of Environment

Monitoring &

Reporting

See Annex 6 for further details.



6

Annexure

Section 6 Annexure


Annex 1

Total Staff for EPA at District Level

District Inspector Field Assistant Senior

Inspector

Assistant

Director

Deputy

Directors

Total

Staff

Excl. Support Staff

Attock 2 2 - 2 1 6

Bahawalnagar 4 4 - 2 1 11

Bahawalpur 5 5 - 2 1 12

Bhakkar 2 2 - 2 1 6

Chakwal 2 2 - 2 1 8

Chiniot 2 2 - 2 1 8

Dera Ghazi Khan 2 2 - 2 1 8

Faisalabad 91 99 9 5 1 205

Gujranwala 48 52 5 5 1 111

Gujrat 14 16 1 5 1 37

Hafizabad 3 3 - 2 1 9

Jhang 4 4 - 2 1 11

Jhelum 4 4 - 2 1 11

Kasur 8 9 1 5 1 24

Khanewal 4 4 - 2 1 11

khushab 2 2 - 2 1 6

Lahore 41 44 4 5 1 95

Layyah 4 4 - 2 1 11

lodhan 2 2 - 2 1 6

Mandi Bahauddin 5 6 1 2 1 15

Mianwali 1 1 - 2 1 5

Multan 19 20 2 5 1 47

Muzaffargarh 5 5 - 2 1 12

Narowal 2 2 - 2 1 8

Nankana Sahib 2 2 - 2 1 6

Okara 8 8 1 5 1 23

Pakpattan 2 2 - 2 1 8

Rahim Yar Khan 3 3 - 2 1 9

Rajanpur 4 4 - 2 1 11

Rawalpindi 11 11 1 5 1 29

Sahiwal 11 11 1 5 1 29

Sargodha 5 6 1 2 1 15

Sheikhupura 16 17 2 5 1 41

Sialkot 46 50 5 5 1 107

Toba Tek Singh 5 6 1 2 1 15

Vehari 5 5 - 2 1 12

Total 388 423 35 105 36 986

Section 6 Annexure


Annex 2

EPA Headquarters details Here we present further details that accompany the new EPA structure in the report.

Environment Protection Agency

Director Permits

Director Permits will have 3 Deputy Director Permits working under him, whose permitting domain

will be categorized as follows:

Deputy Director Permits - Industries 1

Assistant Director – A

o Food Products

o Beverages

o Tobacco Products

Assistant Director – B

o Textiles

Assistant Director – C

o Chemicals and chemical products

o Rubber and Plastic Products

o Wearing Apparel

o Leather and related products

Assistant Director – D

o Basic metals

o Fabricated metal

o Machinery and equipment

o Motor vehicles, trailers and semi-trailers

o Repair and maintenance

Deputy Director Permits - Industries 2


o Computer, electronic and optical products

o Electrical equipment

o Printing and reproduction of recorded media


o Paper and paper products,

o Furniture

o Wood and products of wood, cork,


o Coke and refined petroleum products,

o Non-Metallic mineral products


o Pharmaceutical products

o Other manufacturing

Deputy Director Permits - Other development projects


Section 6 Annexure


o Water management, dams, irrigation and flood protection

o Water supply and treatment

o Waste disposal


o Urban Development

o Tourism

o Transport


o Energy

o Mines and minerals processing


o agriculture, livestock and fisheries

o Environmental sensitive area

o other projects

Director Permits will also have a Deputy Director Licenses working under him.

Deputy Director Licences


o Market based instruments


o Hazardous waste

Director Enforcement

Director Enforcement will have 4 Deputy Director Enforcement working under him.

Deputy Director Enforcement (Industries - 1) – Same as Permits

Deputy Director Enforcement (Industries - 2) – Same as Permits

Deputy Director Enforcement (Other development) – Same as Permits

Deputy Director Enforcement (Water quality and sanitation)

Director Compliance and Complaints

Director Compliance and Complaints will have 3 Deputy Director Compliance working under him.

Deputy Director Compliance (Industries - 1) – Same as Permits

Deputy Director Compliance (Industries - 2) – Same as Permits

Deputy Director Compliance (Other development) – Same as Permits

Director Compliance and Complaints will have 1 Deputy Director Complaint working under him.

Deputy Director Complaint

Assistant Director Complaint – 1

Assistant Director Complaint – 2

Director Legal

Director Legal will have;

2 Deputy Directors HQ, who will be based in the EPA headquarters.

3 Deputy Directors Legal, who will be based in the tribunals.

Assistant Director – North

Assistant Director – Centre

Assistant Director - South

Section 6 Annexure


Annex 3

Duties of Inspectors Each district is divided into Tehsil / Towns and usually each tehsil / town is assigned to separate

Inspector. Inspector is incharge of his area of jurisdiction and responsible for following duties:

1. Daily / frequently visit the area and report any violation under Section 11 & 12 of the

Punjab Environmental Protection Act 1997 (Amended 2012) to Assistant Director regarding

illegal construction of project (without Environmental Approval), excessive Smoke,

discharge of untreated wastewater etc.

2. Visit and redress the public complaints. Prepare Site Inspection Reports, facilitate Hearings

before AD, and deliver EPOs. Check compliance of EPOs. Collection of Samples of

Wastewater, under Sampling Rules 2001.

3. Check Compliance of conditions of Environmental Approvals issued to units and report to

Assistant Director.

4. Implementation of directions of EPO i.e. seizing / sealing of pollution generating sources.

5. Lodge FIRs under PPC 1860 against Polluters for prompt action. (usually in Anti-Dengue

Surveillance, Storage of Hospital Waste by Junkyards, burning of Solid Waste etc).

6. Visit of Hospitals to check compliance of Punjab Hospital Waste Management Rules 2014.

7. Traffic Challenging under Section 15 of PEPA usually in coordination with Traffic Police.

8. Visit of Polythene Bags Manufacturing Units, wholesale dealers and retailers to check

Black Polythene Bags and less than 15 Micron Bags under Polythene Bags Ordinance 2002

and Rules 2004.

9. Anti-Dengue Surveillance Visit (Tyre Shops, Junkyards, Nurseries and Under Construction

Sites) of at least 20 sites and update progress using Android Phones on daily basis.

10. Attend Environmental Tribunal, Environmental Magistrate, Civil, Session and

Ombudsman Courts regarding Environment cases.

11. Attend Meetings of District Management (Deputy Commissioner, Assistant

Commissioners, ADC etc) and fulfil assignments given by them.

12. Special Duties by Authorities like City Beautification Project (Tree Plantation supervision),

Boiler Inspection along with Boiler Inspector etc.

13. Maintain Inspectors Diary and Log book of Vehicle.

14. Submit Monthly Progress (Visits, Reports, Complaints, NOCs, Traffic Challaning,

PHWMR, Polythene Bags etc) to AD.

15. Delivery of Summons, Hearing Notices, EPOs to proponents / Accused and submit service

report to AD.

The Field Assistant helps Inspector in performing these duties.

Section 6 Annexure


Annex 4

Total Staff for EMC at Division Level

District Lab Assistants Technicians Assistant

Directors Total District and Below Staff

Bahawalpur 5 0 2 7

Dera Ghazi Khan 5 0 2 7

Faisalabad 32 0 2 34

Gujranwala 34 0 2 36

Lahore 21 6 2 29

Multan 11 0 2 13

Rawalpindi 7 0 2 9

Sahiwal 6 0 2 8

Sargodha 5 0 2 7

Total 126 18 18 150

Section 6 Annexure


Annex 5

EMC Headquarters details Environmental Monitoring Center

Director Planning, Collection & Analysis

Deputy Director Planning

Assistant Director Air & Land

Assistant Director Biodiversity & Heritage

Assistant Director Water

Assistant Director Industries

Deputy Director Computer Scientist (Data Management & Security)

Assistant Director Industries data

Assistant Director In-house data (Compliance & Monitoring)

Assistant Director IRIS Management (Data uploading on web)

Deputy Director Data Scientist

Assistant Director Data Analyst

Assistant Director Modelling and Simulation

Deputy Director GIS

Assistant Director North

Assistant Director Centre

Assistant Director South

Director Monitoring

Deputy Director Monitoring

Assistant Director Air & Land

Assistant Director Biodiversity & Heritage

Assistant Director Water

Assistant Director Industries

Director Laboratories

Deputy Director Air Monitoring (Ambient, Stack & Vehicles)

Assistant Director Chemist

Deputy Director Water and Waste water


Deputy Director General Analysis (Soil, Pesticides, Heavy Metals and POPs)


Deputy Director Asset Manager (Registration, O&M of fixed stations and labs)

Section 6 Annexure


Annex 6

Roadmap to Implementation Permitting and Enhanced EIA/IEE

Sr. No. Action Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8

1 Finalize the EIA/IEE -IT system

2 Add a Permitting module to that system

3Establish industry sector specific BAT Ref Information exchange Committees and start elaborating

BAT conclusions with conditions and Emission Limit Values suitable for Punjabs current situation

4 Add provision of permitting into the PEPA 2018/19

5Make a campaign with industrial stakeholders on new processes and IT-systems for EIA/IEE and

future permitting systems as well as MIS

6 Amend legal provisions for PEIT and Committees

7Finalise elaborating BAT conclusions with conditions and Emission Limit Values suitable for Punjabs

current situation one by one and start using them in EIA NOC’s and permitting

8 Monitor the impacts of new permitting system

Section 6 Annexure


Economic incentives

Sr. No. Action Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11

1 Start with some fees, like plastic bag fee

2

Initiate car inspection system based on private inspection garages complemented

with government inspection garages for issuing roadworthiness licences for

individual vehicles. The inspection garages should have standardized tools to to

measure vehicular emissions

3 Set roadworthiness standard for old and new vehicles based on emission limits

4 Define an Emission Trading scheme for selected high polluting industries

5Calculate total load of Punjab industries and other sectors on CO2 emissions, SO2

and NOx emissions

6 Set gap and trade system

7 Make a specific piece of legislation on emission trading

8Communicate the system of permitting and emission trading with industries in a

campaign

9 Implement defined emission trading systems

10Make an overall survey on applicable environmental economic incentives with the

funding from the endowment fund

11 Start implementing the most implementable, easy, potentially effective ones

Section 6 Annexure


For EQS’s and other thresholds

Sr. No. Action Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7

1Make difference between Environmental Quality standards, like approvable air quality, to

emission and discharge limit standards in the new PEPA

2

Make a new governmental environmental strategy for to improve a) air quality b)drinking water

quality c)ground water quality d) irrigation water quality e) soil quality f) state of biodiversity g)

reduction of waste h) reducing pollution of hazardous substances i) reduction of climate gases

3Set new standards according to government new environmental strategies (see the picture in

chapter “Diversifying Target Setting Usage of Standards (regulatory intensity)”

4 Educate stakeholders on standards and government environmental strategies/policies

5Monitor the compliance of industries and municipalities on emission&discharge standards and

set consequences according to prosecution procedure if not implemented

6 Monitor the environmental quality standards and take measures if targets are not reached

7Renew emission&discharge standards and permitting conditions if environmental quality

standards are not reached

Annex 7

Job Descriptions

EP&CCD

Chief Strategy & Policy

Grade 19

Qualifications • Masters (18 years of

education) in Environmental Management/ Policy/ Engineering/ Sciences or related subjects

Minimum 10 years of relevant experience (including 5 years of public sector projects experience)

Job Description • Responsible for reviewing and approving the strategic vision that will help provide employees and the organization with a goal/direction to

pursue.

• Oversight of the strategic elements of Multilateral Environmental Agreements (MEA’s) allowing the EP&CCD to act as an intermediary between the Federal Government and provincial stakeholders.

• Ensuring the dissemination of MEA requirements provided by the Federal Government to the relevant stakeholders in Punjab while also ensuring that the provincial issues are passed back on to the Federal Government so as to negotiate more favorable terms.

• Oversight of the creation and promotion of economic instruments such as trade permits, subsidies etc.

• Increasing awareness of people about environment sustainability by overseeing the implementation of incentives and eco-labelling schemes.

• Oversight of the production of a State of the Environment (SOE) Report evaluating the short, medium and long term implications on the environment.

• Ensuring the use of internationally accepted framework notably the Drivers-Pressures-State-Impact-Response (DPSIR)

• Coordinating with the EMC to gather information that will be included in the SOE, and get feedback on the implementation status of the policies that have been put into place.

Knowledge requirement

• Detailed understanding of the environmental regulation including relevant acts, rules, regulations and laws (including MEAs)

• Detailed understanding of technical environmental matters including economic instruments, eco-labeling schemes, environmental policies and internationally accepted frameworks such as the DPSIR

Skills requirement

• Diverse communication ability (oral and written)

• Ability to use MS Office complete suite

• Leadership, planning and organizing, directional/motivational skills

• General management including supervision, time management, resource planning

EP&CCD– Strategy & Policy

Deputy Chief Strategy & Policy

Grade 18



Minimum 7 years of relevant experience

Job Description • Responsible for creating the strategic vision that will help provide employees and the organization with a goal/direction to pursue.

• Taking input from EMC, EPA, IETT and their respective divisional and district units to understand the issues and pitfalls that the Environment regime is facing.

• Responsible for identifying the areas of greatest risk in the region pertaining to the environment, and developing strategies and drafting policies to mitigate their effects.

• Responsible for producing of a State of the Environment (SOE) Report evaluating the short, medium and long term implications on the environment.

• Develop the report using the Provincial Core Set of Environmental Indicators (PCEI)

• Coordinating with the EMC to gather information that will be included in the SOE, and getting feedback on the implementation status of the policies that have been put into place.



• Detailed understanding of technical environmental matters including economic instruments, eco-labeling schemes, environmental policies and internationally accepted frameworks such as the DPSIR

Skills requirement




• General management including supervision, regular reporting, time management, resource planning


Deputy Chief MEAs

Grade 18

Qualifications • LLM/ Masters (18 years

of education) in Environmental Sciences / Management or related subjects with additional knowledge of environmental policy and laws


Job Description • Looking after the strategic elements of Multilateral Environmental Agreements (MEA’s) allowing the EP&CCD to act as an intermediary

between the Federal Government and provincial stakeholders

• Disseminating the MEA requirements provided by the Federal Government to the relevant stakeholders in Punjab while also ensuring that the provincial issues are passed back on to the Federal Government so as to negotiate more favorable terms

• Liaising with the other Provinces in regards to environmental issues/areas that concern and affect Pakistan as a whole

• Building effective linkage and reporting to the federal ministry on the status of MEA falling under the scope of EP&CCD

• Attending sessions & contributing, wherever needed, in international/national/provincial level meetings with relevant stakeholders on the theme, goals and status of specific MEA in question

• Ensuring compliance of relevant MEAs at provincial level, eventually leading to compliance with requirements like GSP+

• Tapping the funding/supportive mechanisms enjoined under compliance procedure of different MEAs for effective implementation



• Detailed understanding of all the MEAs to which Pakistan is signatory and their scope in Punjab

• Detailed understanding of the MEA mechanisms, including compliance, reporting, penalties, supportive mechanisms etc.

Skills requirement

• Diverse communication ability (oral, written and presentation)





Deputy Chief Economic Instruments

Grade 18


education) in Economics/ Environmental Economics/ Engineering/ Sciences or related subjects with additional knowledge of development economics, statistics


Job Description

• Advise on the analysis and development of economic policy instruments and financial incentives.

• Playing a lead role in the creation and promotion of economic instruments such as tradable permits, subsidies etc.

• Estimate the economic and environmental effects of changes in legislation or policy on government, industry, and society at large.

• Estimate the effects of environmental legislation on the economy using economic instruments i-e deciding on the level of stringency of

environmental regulation

• Promoting the internalization of environmental costs and the use of economic instruments,

• Carry out Cost Benefit analysis of each instrument to select the most feasible option for Punjab in accordance with the Head’s decision

• Increasing awareness of people about environment sustainability by overseeing the implementation of incentives and eco-labelling

schemes.

• Write research proposals and grant applications to obtain private or public funding for environmental and economic studies. Knowledge requirement

• Detailed understanding of the environmental regulation including relevant acts, rules, regulations and laws

• Conceptual understanding of all the costs involved such as Marginal Abatement cost, social cost etc and the dynamics of each instrument

• Detailed understanding of data analysis or information and make inferences based on that

• Detailed understanding of technical environmental matters including economic instruments, eco-labeling schemes, environmental policies

and internationally accepted frameworks Skills requirement






Deputy Chief SOE

Grade 18


education) in Environmental Sciences/ Engineering/ Management or related subjects with additional knowledge of environmental sustainability, statistics and data analytics


Job Description • Taking lead in the production of a State of the Environment (SOE) Report evaluating the short, medium and long term implications on the

environment.

• Coordinating with the EMC to gather information that will be included in the SOE, and get feedback on the implementation status of the policies that have been put into place.

• Supervising ambient air, soil, water, biodiversity and hazardous waste monitoring, and using to understand the drivers of change

• Helping to identify ideal locations for future development

• Presenting the results of the SOE report to relevant governments, companies and other businesses



• Detailed understanding of data management systems

• Detailed knowledge of data analysis techniques, including data cleaning, mining, visualization and segmentation

Skills requirement


• Report writing Skills





Chief Communication and Coordination

Grade 19

Qualifications • Minimum Masters (18

years of education) in Communication/ Mass Communication/ Strategic Communication/ Public Relation or related subjects


Job Description • Overseeing the effective flow of internal communication, ensuring that communication is timely and organizational strategies are understood

by the employees

• Managing the large flow of information within the different institutions of EP&CCD such as EPA, EMC and IETT.

• Supervising the long term plans to eradicate regional pollution through coordination with other provincial environmental agencies.

• Ensuring strong and positive media relations strategies so that favorable media coverage for various initiatives for living environment enhancement is received

• Approve and supervising the social media strategy so as to ensure a strong social media presence that generates interest and awareness.

• Approve and supervising the running of day to day operations of information dissemination through EP&CCD website ensuring the general public access to environmental information.

• Ensuring that a blog is maintained which shall engage the public through regular updates with short and to the point articles that promote a greener Punjab.


• Detailed understanding of the information flow sensitivity and communication policy

• Knowledge of and experience with media production, communication and dissemination techniques and methods

• Environmental regulation including relevant acts, rules, regulations and laws (including MEAs)

• Detailed understanding of social media and media relations strategies.

Skills requirement


• Proficient in the use of computer application related to the task

• Ability to use social media, print media and electronic media

• Good Communication, Leadership and Teamwork skills


EP&CCD– Communication and Coordination Department

Assistant Chief Coordination

Grade 17

Qualifications • Bachelors (16 years of

education) or higher in Communication/ Mass Communication/ Business Administration/ Public Relation or related subjects


Job Description • Ensuring effective coordination within the EP&CCD and its related agencies

• Contacts outside agencies and groups for meetings. Gathering of information and other operational responsibilities

• Ensuring effective coordination with relevant public sector departments on environmental matters

• Coordinating the large flow of information within the different institutions of EP&CCD such as EPA, EMC and IETT.

• Prepare handouts and materials for workshop, trainings and meetings

• Following the long term plans to eradicate regional pollution through coordination with other provincial environmental agencies.


• Information about relevant departments with key information related to environment.

• Understanding of information dissemination process in the government sector departments/ organization


Skills requirement




• General management including regular reporting, ad-hoc reporting, time management, resource planning


Assistant Public Relations

Grade 17

Qualifications • Bachelor's (16 years of

education) or higher Degree in Public Relations, Journalism, Communications, Public Administration, Political Science, or closely related field


Job Description • Managing the reputation of the Environmental Protection and Climate Change Department in the eyes of the public by:

• Ensuring strong and positive media relations strategies so that favorable media coverage for various initiatives for living environment enhancement is received

• Co-creating the social media strategy with the Deputy Chief Communications and Media so as to ensure a strong social media presence that generates interest and awareness.

• Ensuring the positive environmental progress stories are disseminated to the wider public

• Dealing with general enquires from the public, press and related organizations

• Organizing promotional events such as press conferences, visits and environment days

• Attending key environmental forums e.g. provincial climate change policy implementation committee meetings


• Detailed understanding of the information flow sensitivity and communication policy

• Knowledge of and experience with media production, communication and dissemination techniques and methods

• Environmental regulation including relevant acts, rules, regulations and laws (including MEAs)


Skills requirement






Assistant Chief Communication and Media

Grade 17


education) in Mass Communication / Journalism / Media studies/ Public Relation or related subjects


Job Description • Overseeing the effective flow of internal communication, ensuring that communication is timely and organizational strategies are understood

by the employees

• Managing the large flow of information within the different institutions of EP&CCD such as EPA, EMC and IETT.

• Co-creating the social media strategy with Deputy Chief Public relations so as to ensure a strong social media presence that generates interest and awareness.

• Maintaining the EP&CCD website to help ensure that the general public has access to environmental information.

• Ensuring that a blog is maintained which shall engage the public through regular updates with short and to the point articles that promote

• A greener Punjab

• Best Environmental Practices.




• Detailed understanding of webpage design and development

Skills requirement






Chief Environment & Climate Change Research

Grade 19



Minimum 10 years of relevant professional experience with at least 5 years experience in public sector

Job Description • Supervising and reviewing extensive research into the local environment in coalition with the key industry sectors and academic institutions

• Coordinating with the EMC in gathering environmental data in Punjab

• Overseeing the implementation of research strategies that can identify pressures on the environment through the assessment of the current environmental status

• Supervising the development of solutions to counter the environmental pressures through use of innovative technologies, in collaboration with the IETT

• Managing the funding of research programmes through grants and fellowships that will allow university students to conduct research in areas relevant to the environment

• Supervising the coordination with educational institutions of various levels and providing them assistance in setting up environmental degrees/courses, along with incorporating environmental education into the school curriculum


• Detailed understanding of the environmental regulation including relevant acts, rules, regulations, standards and laws (including MEAs)

• Detailed understanding of the government budgeting and spending process

• Detailed understanding of technical environmental matters including assessment requirements, monitoring frameworks and environmental health standards

• Detailed understanding of academic resources in regards to areas of climate change, air, water, waste, biodiversity and hazardous materials.

Skills requirement

• Leadership, technology savvy, communication and planning and organizing skills




EP&CCD– Environment and Climate Change Research Department

Deputy Chief Climate

Grade 18

Qualifications • MS/MPhil (18 years) in

Environmental Management / Policy / Engineering / Studies / Sciences or related subjects

Minimum 7 years of professional experience in relevant field

Job Description • Conducting extensive research on the local environment in coalition with the key industry sectors and academic institutions


• Assist in the implementation of research strategies that can identify pressures on the environment, particularly on the climate, through the assessment of the current environmental status

• Contributing in the development of solutions to counter the environmental pressures through use of innovative technologies, in collaboration with the IETT

• Managing the funding of research programmes through grants and fellowships that will allow university students to conduct research in areas relevant to Climate change and its mitigation/adaptation strategies


• Use the research conclusions and recommendations to contribute in policies related to climate change


• Knowhow of climate change and its reactive measures (mitigation, adaptation) strategies being adapted globally

• Detailed understanding of the environmental regulations including relevant acts, rules, regulations and laws (including MEAs)



• Detailed understanding of academic resources with regards to areas of climate change

Skills requirement

• Strong research aptitude





Deputy Chief Air

Grade 18


Environmental Engineering / Management / Sciences/ Chemistry/ Atmospheric Sciences or related subjects


Job Description • Supervising and reviewing extensive research into the local air environment in coalition with the key industry sectors and academic

institutions

• Coordinating with the EMC in gathering air related data in Punjab

• Conducting research into methodologies for air pollution minimization at source, control, attenuation, or neutralization

• Overseeing the implementation of research strategies that can identify pressures on the environment, particularly in the air environment, through the assessment of the current environmental status

• Supervising the development of solutions to counter the air pollution through use of innovative technologies, in collaboration with the IETT

• Managing the funding of research programmes through grants and fellowships that will allow post graduate students to conduct research in areas relevant to Air quality


• Use the research conclusions and recommendations to contribute in policies related to air quality





• Detailed understanding of academic resources in regards to areas of air quality management

Skills requirement






Deputy Chief Water & Groundwater

Grade 18


Environmental Engineering / Management / Sciences/ Chemistry/ Hydrology or related subjects


Job Description • Supervising and reviewing extensive research into the local water and ground environment in coalition with the key industry sectors and

academic institutions.

• Coordinating with the EMC in gathering environmental data in Punjab.

• Conducting research into methodologies for water and ground water pollution minimization

• Overseeing the implementation of research strategies that can identify pressures, particularly on the water and ground environment, through the assessment of the current environmental status.

• Supervising the development of solutions to counter the environmental pressures through use of innovative technologies, in collaboration with the IETT.

• Managing the funding of research programmes through grants and fellowships that will allow post graduate students to conduct research in areas relevant to water & groundwater


• Use the research conclusions and recommendations to contribute in policies related to water & groundwater quality management





• Detailed understanding of academic resources in regards to areas of water & groundwater

Skills requirement






Deputy Chief Soil & Waste

Grade 18


Environmental Engineering/ Sciences/ Management/ Soil Sciences / or related subjects


Job Description • Supervising and reviewing extensive research into the local soil and waste environment in coalition with the key industry sectors and

academic institutions.


• Conducting research into methodologies for soil and waste pollution minimization

• Overseeing the implementation of research strategies that can identify pressures on the environment, particularly on soil & waste, through the assessment of the current environmental status.


• Managing the funding of research programmes through grants and fellowships that will allow post graduate students to conduct research in areas relevant to soil & waste


• Use the research conclusions and recommendations to contribute in policies related to soil & waste





• Detailed understanding of academic resources in regards to areas of soil and waste

Skills requirement






Deputy Chief Biodiversity

Grade 18


Environmental Management / Sciences/ Engineering /Biodiversity/Conservation / Botany/ Zoology or related subjects


Job Description • Supervising and reviewing extensive research into the local biodiversity environment in coalition with the key industry sectors and academic

institutions.


• Conducting research into methodologies for biodiversity management and conservation of species

• Overseeing the implementation of research strategies that can identify pressures on the environment, particularly on Biodiversity, through the assessment of the current environmental status.


• Managing the funding of research programmes through grants and fellowships that will allow post graduate students to conduct research in areas relevant to the environment


• Use the research conclusions and recommendations to contribute in policies related to biodiversity





• Detailed understanding of academic resources in regards to areas of biodiversity management

Skills requirement

• Leadership, research, planning and organizing skills





Deputy Chief Hazardous Substances

Grade 18


Environmental Management / Engineering / Sciences / Chemical Engineering/ Industrial Engineering or related subjects


Job Description • Supervising and reviewing extensive research into the local hazardous waste in coalition with the key industry sectors and academic

institutions.


• Conducting research into methodologies for hazardous waste pollution minimization

• Overseeing the implementation of research strategies that can identify pressures on the environment, particularly by hazardous substances, through the assessment of the current environmental status

• Supervising the development of solutions to counter the environmental pressures through use of innovative technologies, in collaboration with the IETT

• Managing the funding of research programmes through grants and fellowships that will allow post graduate students to conduct research in areas relevant to the environment


• Use the research conclusions and recommendations to contribute in policies related to hazardous substances





• Detailed understanding of academic resources in regards to areas of hazardous substances and their handling

Skills requirement

• Leadership, research, planning and organizing skills





Chief Legal & Administrative Services

Grade 19


education) of Law (LLM) / M. Phil or higher degree in Business Administration, Finance, or related subjects

• Minimum 10 years of relevant experience (including 5 years of public sector projects experience)

• International experience will be preferred

Job Description • Review of the new legislations and updates related existing acts, rules and regulations.

• Overseeing the existing legislation.

• Overseeing the registration of laboratories and consultants through coordination with third parties for data.

• Overseeing the development of the Punjab Environmental Quality Standards (PEQS) and presenting them to the Environmental Protection Council.

• Overseeing the operational elements of MEA’s and ensuring their compliance

• Supervising the routine administrative tasks such as HR, Training, Finance, Procurement, Information Technology, General Administration and Capital Expenditure.

• Contribute in strategy formulation and devising policies on various support services of EP&CCD and ensure they are in line with the objectives of EP&CCD

• Oversee the development and implementation of a performance management system in line with the EP&CCD’s overall values and objectives to ensure employees have clear performance objectives and enhance their commitment to achieving the organizational goals

• Consulting with heads of all departments to set KPIs of employees




• Detailed understanding of technical environmental matters including environmental quality standards and MEAs

• Detailed understanding of HR, Finance and Procurement processes as per government requirements

Skills requirement



• Detailed-oriented, follow up and control


EP&CCD– Legal & Administrative Services Department

Deputy Chief Legal

Grade 18


of education) in Environmental Law or related subjects


Job Description • Development of new legislation and updating of existing acts, rules and regulations.

• Identifying areas of improvement in the environment legislation by examining past court cases and their decisions.

• Studying and comparing environmental legislation of other countries, and recommending suitable amendments to the environmental laws and procedures within Punjab

• Understanding the MEAs requirements to identify the environmental legislation boundaries between provincial and federal areas

• Taking lead in developing the MEA compliance program.


• Detailed understanding of the environmental legislation including all relevant laws, regulations, rules and guidelines

• Detailed understanding of all the Multilateral Environmental Agreements applicable in Punjab.

• Detailed understanding of law pertaining to air, water, and/or waste regulatory compliance, permitting and enforcement

• Detailed understanding of the prosecution mechanism including Tribunals, Magistrate, High Courts and Ombudsman

• Detailed understanding of the legal requirement with regards to the technical environmental areas, e.g. assessment and monitoring

Skills requirement


• Report writing skills (Drafting of legislation)


• General management including supervision, regular reporting, resource planning, time management

• Detailed-oriented, follow up and control

• Team work and Evaluating alternatives


Deputy Chief Admin

Grade 18


education) in Business Administration, Finance, or related subjects


Job Description • Planning and coordinating administrative procedures and systems and devising ways to streamline processes

• Accomplishing staff results by communicating job expectations; planning, monitoring, and appraising job results; coaching, counseling, and disciplining employees; initiating, coordinating, and enforcing systems, policies, and procedures.

• Oversee the development and implementation a performance management system in line with the EP&CCD’s overall values and objectives to ensure employees have clear performance objectives and enhance their commitment to achieving the organizational goals

• Developing and implementing strategies for procuring, storing, and distributing goods or services and maintaining stock levels

• Designing employee wellness programs to raise employee motivation and oversee their implementation

• Leading the formulation and execution of the compensation and benefits strategy and ensuring its alignment with the overall HR strategy, and local legislative and regulatory requirements




• Detailed understanding of technical environmental matters including environmental quality standards and MEAs

• Detailed understanding of HR, Finance and Procurement processes as per government requirements

Skills requirement




• Negotiation and problem resolution


Assistant Chief Human Resource

Grade 17


education) or above degree in Business Administration/ Human Resources or related subjects


Job Description • Contribute in strategy formulation and devising policies on various support services of EP&CCD and ensure they are in line with the

objectives of EP&CCD

• Developing and administering human resources plans and procedures

• Updating and maintaining employee benefits, employment status, and similar records

• Overseeing recruitment efforts for all personnel, including writing and placing job ads

• Overseeing the recruitment process, ensuring that background and reference checks are properly conducted

• Oversee the support services for employees in terms of leave and ensure that an appropriate record is maintained

• Designing employee wellness programs to raise employee motivation and oversee their implementation

• Leading the formulation and execution of the compensation and benefits strategy and ensuring its alignment with the overall HR strategy, and local legislative and regulatory requirements

• Developing and implementing a performance management system in line with the EP&CCD’s overall values and objectives to ensure employees have clear performance objectives and enhance their commitment to achieving the organizational goals


• Detailed understanding of the government recruitment processes

• Detailed understanding of the government service rules

• Detailed understanding of procedures for personnel recruitment, selection, training, compensation and benefits and negotiation, and personnel information systems.

Skills requirement




• Strong interpersonal skills


Assistant Chief Procurement

Grade 17


education) in management / business administration / supply chain or related subject


Job Description • Ensuring procurement as per PPRA rules;

• Review and optimize developed procurement policies, processes, and procedures and sourcing strategy;

• Responsible for day to day running/supervision of purchasing materials required for company operations.

• Ensuring that all purchase orders are fulfilled in accordance with company policy and recorded correctly.

• Liaising with vendors for processing non-conformance reports. This includes written communication with vendors to clarify corrective actions and appropriate close out.

• Nurturing relationships with suppliers to negotiate the best prices for EP&CCD

• Maintaining an approved and updated vendor list

• Assessing and evaluating of new suppliers and vendors

• Issuing purchase orders for vendors.

• Ensure the supply of items in accordance with project schedules.

• Manage the selection of suppliers and internal services required facilities by coordinating with the related departmental personnel to identify the needs and requirements;


• Knowledge of market trends and ability to identify sources of supply.

• Knowledge of internationally recognized procurement standards and understanding of procurement practices in public sector.

• Detailed understanding of the government budgeting and spending process.

• Detailed understanding of Procurement processes as per government requirements and should possess sound knowledge of PPRA rules 2014

Skills requirement





Assistant Chief Finance

Grade 17


education) or above degree in finance/ Accounting/ Commerce/ CA/ ACCA or related subjects


Job Description • Assisting in the generation of financial statements, budgeting, preparation of analytical reports and data reporting

• Assisting in developing, interpreting and communicating company policies on finance, accounting, budgeting, insurance, financial/accounting systems, internal controls, and auditing

• Ensuring accurate and timely reconciliation of general ledger and accounts; ensure such outputs are accurate, available to relevant parties and compliant with standards and guidelines

• Ensuring preparation of statutory financial statements in accordance with requirement of companies Ordinance, 1984 and international financial reporting standards (IFRS)

• Preparing/assisting in the preparation of information for annual financial audit and cost reports.

• Assisting in the facilitation of organization – financial planning, budgeting, and resource allocation processes.

• Working with department leadership to implement financial plans, benchmarks, and budgetary performance metrics to help monitor progress toward financial goals.

• Working with Chief Admin & Legal and Deputy Chief to develop financial goals and objectives for the organization which are in line with the strategic vision and mission of EP&CCD


• Knowledge of financial markets, resource planning, relevant accounting principles and computer systems pertaining to accounting and financial management.

• Detailed understanding of the government budgeting and spending process.

• Detailed understanding of Finance processes as per government requirements.

• Understanding of ethical business practices and government regulations relevant to the operations of the Finance department

Skills requirement





Assistant Chief IT

Grade 17


education) in IT/ computer science/ electrical engineering or relevant field


Job Description • Managing information technology and computer systems, ensuring that they are kept up to date and running

• Ensuring up keep of IT systems so that staff has access to data and network services, facing as little downtime as possible

• Overseeing the complete operation of the server system

• Devising and establishing IT policies and systems to support the implementation of strategies set by the Department

• Ensuring that the IT team is able to provide adequate service to the rest of the organization

• Liaising with IT vendors to ensure that they are getting the right type of equipment and systems within the right price

• Modifying and developing systems according to the needs of the staff.

• Designing training material to help staff understand how to best utilize the technologies employed throughout the organization

• Identifying and recommending new software and hardware, and supporting their implementation

• Developing and overseeing SMART metrics for hardware, software, and storage


• Detailed understanding of knowledge of technical management, information analysis and of computer hardware/software systems

• Detailed understanding of the Information Technology environment, including broad understanding of technology theories and applications from a macro level

Skills requirement


• Management experience in an IT environment

• Strong problem solving and technical skills

• Ability to keep up to date with latest trends and technologies



Assistant Chief Registrations

Grade 17


education) in Business Administration/ economics or related subjects


Job Description • Liaising with the EMC for the registration of Laboratories as per the procedures defined in the certification of environmental laboratories

regulations, 2000

• Ensuring the registration of consultants as per the procedures defined in the guidelines for the registration of environmental consultants

• Gathering data from third parties and utilizing it to identify quality consultants and laboratories around the province

• Maintaining a record of all the laboratories and consultants that have been registered

• Conducting monthly reviews on the performance of the registered laboratories and consultants

• Creating a monthly report that highlights the poorly performing laboratories or consultants, and sending them warning notices


• Detailed knowledge of laboratory apparatus and equipment

• Knowledge of the laboratory accreditation and registration process

• Have sound knowledge of Punjab environmental quality Standards (PEQS) and Certification of Laboratories Rules 2000

Skills requirement


• Strong problem solving and technical skills


• Setting performance standards and sound judgement

• Follow up and control


Director General EPA

Grade 20

Qualifications • PhD or Masters (18

years of education) in Environmental Management / Policy / Engineering / Studies / Sciences / Planning or related subjects


Job Description • Administrating the Punjab Environmental Protection Act and its rules and regulations

• Administering the functions of the EPA

• Taking measure to promote research and development of science and technology which may contribute to the mitigation of pollution, protection of the environment and sustainable development

• Supervising and ensuring the enforcement of the Punjab Environmental Protection Act.

• Supervising the issuance of Licenses and permits.

• Supervising the process of compliance and complaints

• Specifying safeguards for the prevention of accidents and disasters, which may cause pollution, collaborate with the quarters concerned in the preparation of contingency plans for control of such accidents and disasters and coordinate the implementation of such plans

• Encouraging the formation and working of non-governmental organizations, community organizations and village organisations to prevent and control pollution and promote sustainable development


• Knowledge requirement


• Detailed understanding of technical environmental matters including assessment requirements, monitoring frameworks, compliant management systems, and environmental health standards

• Detailed understanding of the environmental permitting processes, including EIAs, IEEs, CEIAs and SEAs.

Skills requirement



• Leadership, planning and organizing, motivational and judgment Skills


EPA – HQ (Detailing)

Director Permits

Grade 19


education) in Environmental Management / Policy / Engineering / Studies / Sciences / Planning or related subjects


Job Description • Supervising the issuance of Licenses, ad-hoc or otherwise, using the assess and prevent model

• Supervising assessments that assess the environmental and social impacts of planned or ongoing development activities

• Advising steps and actions that mitigate potential or existing negative impacts of development activities.

• Designing limits for polluting, and assigning them to different polluting industries

• Supervising the issuance of tradable permits in order to incentivize businesses and help them take ownership of their pollution levels

• Supervising the issuance and renewal of EIAs, IEEs, CEIAs and SEAs

• Coordination with Enforcement directorate for the Issuance of Environmental Protection Orders (EPOs)





• Detailed understanding of the screening criteria, scoping process, alternative evaluation and site selection

• Detailed understanding impacts e.g. socioeconomic, biological, physical etc.

• Detailed understanding of common remedial measures, including prevention and control techniques

• Sector expertise of at-least three sectors relevant to the division e.g. cement, power, leather etc.

Skills requirement






Deputy Director Permits

Grade 18


education) in Environmental Management / Engineering / Studies / Sciences / Planning or related subjects


Job Description • Carrying out assessments that assess the environmental and social impacts of planned or ongoing development activities


• Issuing tradable permits in order to incentivize businesses and help them take ownership of their pollution levels

• Issuing and renewing of EIAs, IEEs, CEIAs and SEAs

• Coordination with enforcement directorate for information and issuance of Environmental Protection Orders (EPOs)

• Reporting monthly permitting activity to the Director Permits







• Sector expertise of at-least one sector relevant to the division e.g. cement, power, leather etc.

Skills requirement






Deputy Director Licences

Grade 18


education) in Analytical Chemistry / Chemical Engineering / Environmental Sciences/ Engineering or related subjects


Job Description • Issuance of Licenses, ad-hoc or otherwise, using the assess and prevent model

• Carrying out assessments that assess the environmental and social impacts of planned or ongoing development activities

• Managing and evaluating all regulations and legislations for licensing activities and ensuring its appropriate implementation and prepare strategies for various business groups.

• Issuing Licenses in order to regulate businesses and help them take ownership of their pollution levels


• Analyze and recommend improvements to all internal procedures and implement same.







• Sector expertise of at-least one sector relevant to the division e.g. cement, power, leather etc.

Skills requirement






Director Enforcement

Grade 19


of education) in Environmental Management / Law / Engineering / Sciences / Policy or related subjects


Job Description • Supervising and managing the enforcement of the Punjab Environmental Protection Act.

• Supervising the tasks and duties performed by the enforcement teams, i.e. conducting investigation of any activities that might be in violation of the environmental laws

• Reviewing the year long enforcement plan to ensure that the different stakeholders are compliant to the environmental regulations

• Overseeing the issuance of compulsory orders to admonish non-compliers

• Requesting for criminal investigation to be issued against non-compliers, either through the green police and court.

• Overseeing the execution of environmental compliance and management audit activities

• Ensuring the enforcement of Punjab Environmental Quality Standards throughout the province

• Coordination with the Divisional and District Enforcement staff to identify priority areas of focus for enforcement / inspections




• Detailed understanding of the prosecution procedure in the province.

• Detailed understanding of sampling methodologies; systematic, grid, random, grab, adaptive cluster, passive, snowball etc.

Skills requirement



• Leadership, planning and organizing and teamwork skills

• General management including supervision, regular reporting, ad-hoc reporting, time management, resource planning


Deputy Director Enforcement

Grade 18


of education) in Environmental Management / Law / Engineering / Sciences / Policy or related subjects


Job Description • Ensuring the enforcement of the Punjab Environmental Protection Act.

• Supervising the tasks and duties performed by the enforcement teams, i.e. conducting investigation of any activities that might be in violation of the environmental laws

• Designing a year long enforcement plan to ensure that the different stakeholders are compliant to the environmental regulations

• Supervising the issuance of compulsory orders to admonish non-compliers

• Reporting the list of non-compliers to Director Enforcement

• Supervising the execution of environmental compliance and management audit activities

• Ensuring the enforcement of Punjab Environmental Quality Standards throughout the province





• Sector expertise of at-least three sectors relevant to the division e.g. automobile emissions


Skills requirement



• Leadership, planning and organizing and teamwork skills



Director Compliance & Complaints

Grade 19


education) in Environmental Management / Law / Engineering / Sciences / Policy or related subjects


Job Description • Supervising the processing of complaints made by the general public regarding non-compliance of environmental decrees.

• Overseeing the resolution of all environmental complaints received in the Province, while ensuring that the complaint resolution timelines are also being adhered to

• Ensuring all policies and procedures relating to environmental compliance and complaints are being adhered to

• Reviewing the periodic reports on complaints received from the District and Divisional teams, detailing the status of complaints resolved, in progress or rejected.

• Reviewing the periodic reports on compliance received from the District and Divisional teams.

• Supervising the monitoring and recording of non-compliance with environmental regulation throughout the province

• Overseeing the processing of compliance and complaints from the Divisional and District offices

• Reviewing the non-compliance reports that contain the list of all the non-compliers and passing them onto the enforcement department for swift action



• Detailed understanding of the complaint management system

• Detailed understanding of the enforcement mechanism

• Detailed understanding of the permitting mechanism (EIA / IEE permits)

Skills requirement



• Analytical, teamwork, leadership and judgment skills



Deputy Director Compliance

Grade 18


education) in Environmental Management / Law / Engineering / Sciences / Policy or related subjects


Job Description • Conducting the monitoring and recording of non-compliance with environmental regulation throughout the province

• Creating non-compliance reports that contain the list of all the non-compliers and passing them onto the Director Compliance for review

• Inspecting and monitoring a wide variety of commercial and industrial businesses to include facilities not routinely inspected, to evaluate for potential oversight issues, ensuring compliance with District and regulatory requirements regarding composition and quantity of discharges into the wastewater collection system; prepares court-admissible documentation of all inspection activities.

• Scheduling and prioritizing workload, along with setting compliance deadlines.

• Conducting routine check to ensure compliance of industries/ businesses with the permitting conditions, along with ensuring that any new plans are in compliance with the regulations and standards. If industries/ businesses are not in compliance of the permitting conditions or the regulations, than communicating the requirements that need to be undertaken for compliance.


• Operational characteristics, services and activities of environmental compliance programs.

• Principles and practices of environmental compliance and program management.

• Methods and techniques of environmental compliance report writing for local, state and federal agencies.

• Environmental regulations, referral agencies and mechanisms of response activity.

• Principles and practices of municipal budget preparation and administration.

• Standard office procedures, methods and equipment including computers and applicable software applications.

• Principles of supervision, training and performance evaluation

Skills requirement



• Analytical, teamwork, leadership and judgment skills



Deputy Director Complaints

Grade 18


education) in Environmental Engineering / Sciences Management / Law / Policy or related subjects


Job Description • Processing the complaints made by the general public regarding non-compliance of environmental decrees.

• Ensuring the resolution of all environmental complaints received in the Province, while ensuring that the complaint resolution timelines are also being adhered to

• Ensuring all policies and procedures relating to environmental complaints are being adhered to

• Reviewing the periodic reports on complaints received from the District and Divisional teams

• Submitting periodic reports on complaints to the Director compliance and complaints team, detailing the status of complaints resolved, in progress or rejected.

• Overseeing the processing of complaints from the Divisional and District offices through monthly reports.





• Detailed understanding of the permitting mechanism (EIA / IEE and permits)

Skills requirement



• Analytical, conflict resolution, teamwork, leadership and judgment skills



Director Legal

Grade 19

Qualifications • LLM / Masters of

Environmental Law (18 years of education)


Job Description • Supervising legal proceedings against the polluters in the tribunals

• Reviewing and signing off the show cause notices

• Coordination the legal matters of the different Divisions and Districts

• Conducting the capacity building of environmental prosecutors

• Reviewing environmental pollution case files and determining whether sufficient evidence is present for persecution or not

• Supervising environmental pollution cases

• Reviewing pleadings against polluters, and dealing with all the following correspondence. This includes the following

• Development and presentation of cases on behalf of the EPA for prosecution in front of the Environmental Tribunal / High Court / Magistrate / Ombudsman

• Any other legal proceedings involved

• Advising in any legislative matters




Skills requirement





Assistant Director Legal

Grade 17

Qualifications • LLB / bachelors (16

years of education) in environmental Law


Job Description • Conducting legal proceedings against the polluters in the tribunals

• Preparing the show cause notices and passing them onto Deputy Director Legal for review

• Reviewing environmental pollution case files and determining whether sufficient evidence is present for persecution or not

• Preparing for environmental pollution cases through thorough research and compilation of all the evidence available

• Drafting pleadings against polluters, and dealing with all the following correspondence. This includes the following




• Preparing an annual report including a summary on the outcome of cases, including the number of cases received and the number disposed off.




Skills requirement





Director Environmental Health

Grade 19

Qualifications • MBBS, Masters (18

years of education) in Public Health / Environmental Health/ Management / Policy / Sciences / or related subjects


Job Description • Developing an annual environmental health protection plan with a specific focus on prevention of environmental health issues that are being

generated from Dengue and Hazardous Waste

• Using the data gathered by the EMC to understand the agents of change that are negatively affecting the environment

• Coordination with the other Health Departments to develop mitigation measures focusing on the prevention of disease outbreaks, including developing and maintaining relationships with local public health units, academic institutions and other stakeholders

• Overseeing the design and implementation of appropriate testing to monitor hazards in the environmental that are harmful to humans. Working with the enforcement teams to monitor and enforce public health and safety regulations.

• Supervising the environmental awareness activities that take place around the province.

• Developing and maintaining relationships with local public health units, academic institutions and other stakeholders.

• Overseeing team Inspecting waste disposal and sewage treatment facilities to ensure these facilities conform to health and safety regulations

• Overseeing the design of a mechanism to educate people about the interdependent relationship between people and the natural environment


• Detailed understanding of the impacts of development and population growth on the environment specifically impact of human lives on environment

• Detailed understanding of public health issues including the epidemic outbreaks originating from polluted environment

• Detailed knowledge on the latest research and development in environment health to include this in mitigation planning

• Detailed knowledge of occupational health and safety laws, rules and regulations including protocols and practices to environmental incidents

Skills requirement





Deputy Director Epidemics

Grade 18

Qualifications • MBBS, Masters (18

years of education) in Public Health/ Environmental Health / Management / Sciences or related subjects


Job Description • Helping develop an annual environmental health protection plan with a specific focus on prevention of environmental health issues that are

being generated from Dengue and Hazardous Waste

• Using the data gathered by the EMC to understand the agents of change that are negatively affecting the environment

• Coordinating with other departments to identify potential outbreaks of diseases and help in mitigating their spread

• Supervising the environmental health awareness activities that take place around the province.

• Overseeing team Inspecting waste disposal and sewage treatment facilities to ensure these facilities conform to health and safety regulations






Skills requirement





Deputy Director Health Reporting

Grade 18

Qualifications • MBBS/ Masters (18

years of education) in Environmental Health / Public Health/ Environmental Management / Sciences or related subjects


Job Description • Assist in the development of an annual environmental health protection plan with a specific focus on prevention of environmental health

issues that are being generated from Dengue and Hazardous Waste

• Coordinating the environmental awareness activities that take place around the province.

• Recording the environment health situation around the province and reporting them to the EP&CCD for its inclusion in the annual state of the environmental report

• Setting up an environmental health reporting system and reporting on the environmental health metrics






• Detailed knowledge of health reporting systems

Skills requirement





Deputy Director Planning & Coordination

Grade 18


education) in Public Health, Environmental Health / Management / Policy / Sciences / Engineering or related subjects


Job Description • Assisting in the development of an annual environmental health protection plan with a specific focus on prevention of environmental health

issues that are being generated from Dengue and Hazardous Waste

• Coordinating with the Primary and Secondary health department for the identification of agents that are negatively affecting the health of the public

• Coordination the environment health activities that take place around the province

• Leading the strategic, operational, capacity and financial planning of the Environmental Health Directorate

• Conducting research on the mitigation of epidemic outbreaks that can be a result of environment degradation

• Developing and maintaining relationships with local public health units, academic institutions and other stakeholders.

• Designing of a mechanism to educate people about the interdependent relationship between people and the natural environment






Skills requirement





Director Emergency Response

Grade 19


education) in Environmental Management / Policy / Engineering / Sciences / Planning or related subjects


Job Description • Supervise emergency response activities, such as the Rapid Environment Assessments

• Supervise and coordinate the activities of all the emergency response teams in the province

• Developing a response mechanism to ensure that the response teams are the first responders to any environment related emergencies

• Ensuring coordination with the relevant departments in the government to ensure that the response efforts are in sync and produce the desired result

• Commanding all the response teams in the province, and sanctioning their rollout to environmental crisis sites.





Skills requirement


• Emergency Response

• Emergency Management


• Teamwork and Leadership skills



Divisional - EPA

Divisional Director

Grade 19


education) in Environmental Management / Engineering / Sciences / Planning or related subjects


Job Description • Supervising and managing the Division's environmental function. Ensuring all necessary measures are in place for the protection,

conservation, rehabilitation and improvement, prevention and control and promotion of sustainable development; of the environment

• Ensuring implementation and monitoring relevant legislation including acts, rules, regulations and guidelines

• Providing written and verbal direction to EPA division staff on a day to day and long term bases ensuring smooth functioning of operations

• Providing advice to all levels of Division management on enforcement of environmental quality standards, compliance, monitoring, assessments, permitting, complaints, legal issues, policies and health

• Creating awareness of environmental issues with the public and other stakeholders through information dissemination and training programs planned across the Division

• Supervising and evaluating the work of subordinate employees for the assigned roles. Prioritizing and assigning work to the Division staff


• Regular reporting of all issues on a periodic bases to the Director General ensuring consistency of actions at the District and Division Formulating policy and guidelines in collaboration with concerned stakeholders regarding functions of all the sections under the directorate

• Reviewing and administering the divisional budget





Skills requirement

• Follow-up and Control




EPA – Divisional Level (Detailing)

Assistant Director – Permits

Grade 17


education) in Environmental Management / Engineering / Sciences / Planning or related subjects

Job Description • Supporting environmental assessment preparation, review, monitoring and evaluation

• Ensuring assessment of the applications with relevant laws, rules, regulations and guidelines

• Assessing environmental and social impacts of planned or ongoing development activities

• Advising on steps and actions to mitigate potential or existing negative impacts of development activities

• Training of team to identify areas of focus when conducting field assessments

• Awarding of licenses on an ad-hoc bases e.g. for hazardous waster substances

• Providing input into the development and allocation of polluting limits

• Coordination with the District EIA staff to identify priority cases, and alignment of reports / results quality





Skills requirement

• Analytical ability


• Report writing ability (written using data analysis)


• General management including supervision, regular reporting, ad-hoc reporting, resource planning, time management




Assistant Director – Compliance & Complaints

Grade 17


education) in Environmental Engineering / Sciences Management / Law / Policy or related subjects


Job Description • Planning, coordinating and implementing the inspection of industries and other pollution generating areas e.g. agricultural activities

• Managing Investigations into the sources of pollution to protect local communities and ensuring that companies comply with provincial environmental laws

• Planning, coordinating and implementing the collection of samples (air, water and soil) and other types of evidence for laboratory analysis

• Collection information to identify violations in order to determine corrective actions that need to taken

• Collecting records of issued verbal and written warnings, followed by imposing of penalties on the violators

• Participation in enforcement hearings, presenting relevant evidence to reach reliable judgments

• Examining licenses and permits to ensure holders of these documents comply with licensing requirements

• Ensuring the Inspection of waste disposal and sewage treatment facilities to ensure these facilities conform to health and safety regulations

• Coordination with the District Enforcement staff to identify priority areas of focus for enforcement / inspections





• Detailed understanding of the permitting mechanism (EIA / IEE and permits)

Skills requirement

• Data analysis ability




Assistant Director – Legal

Grade 17

Qualifications • LLB/ Bachelors (16

years of education) in Environmental Law


Job Description • Reviewing environmental pollution case files and determining whether sufficient evidence is present for persecution or not












Skills requirement

• Research and data analysis





EPA – District Level (Detailing)

Assistant Director IT

Grade 17

Qualifications • Bachelors(16yrs) in IT/

Electronics engineering/ computer Science/ Network Administration/ Cyber security or relevant field


Job Description • Assessing the reliability of current and new data sources and developing a data & network Security strategy, including controls to ensure

accurate and timely collection of data throughout the year

• Implementing the design, normalization, development, installation, and implementation of environmental databases.

• Implementing the maintenance, monitoring, backup, and recovery of environmental databases

• Administering data security standards, policies, and procedures

• Support in installation and maintenance of security software,Anti-Maiwares.

• Disseminating instructing computer users on security



• Detailed understanding of cyber security, including data security procedures

Skills requirement



• Strong problem solving skills

• Technically adapt at learning and using new technologies and techniques


• Cyber security and security policies Training will be a plus point.


District - EPA


District Deputy Director

Grade 18

Qualifications

• Masters (18 years of education) in Environmental Management / Policy / Engineering / Studies / Sciences / Planning or related subjects


Job Description • Supervising and managing the District’s environmental function. Ensuring all necessary measures are in place for the protection,

conservation, rehabilitation and improvement, prevention and control and promotion of sustainable development; of the environment

• Ensuring implementation and monitoring relevant legislation including acts, rules, regulations and guidelines

• Providing written and verbal direction to EPA district staff on a day to day and long term bases ensuring smooth functioning of daily operations

• Providing advice to all levels of District management on enforcement of environmental quality standards, compliance, monitoring, assessments, permitting, complaints, legal issues, policies and health

• Creating awareness of environmental issues with the public and other stakeholders through information dissemination and training programs planned across the District

• Supervising and evaluating the work of subordinate employees for the assigned roles. Prioritizing and assigning work to the District staff


• Regular reporting of all issues on a periodic bases to the Divisional Director ensuring consistency of actions at the District and Divisional levels





• Good understanding of best available pollution control technologies to ensure proper implementation across the District

Skills requirement

• Research and data analysis ability





Assistant Director – Enforcement

Grade 17

Qualifications • LLB/ Bachelors (16

years of education) in Environmental Management / Engineering / Sciences / Planning or related subjects



• Investigating the sources of pollution to protect local communities and ensuring that companies comply with provincial environmental laws


• Identification of violations, to determine corrective actions that need to taken

• Issuing verbal and written warnings, followed by imposing of penalties on the violators


• Educating businesses / members of the public on environmental by preparing reports and graphics summarizing environmental regulations


• Inspecting waste disposal and sewage treatment facilities to ensure these facilities conform to health and safety regulations

• Coordination with the Division Inspection staff to identify priority areas of focus for enforcement







Skills requirement





Assistant Director – Industrial Estates

Grade 17





• Investigating the sources of pollution to protect local communities and ensuring that companies comply with provincial environmental laws


• Identification of violations, to determine corrective actions that need to taken

• Issuing verbal and written warnings, followed by imposing of penalties on the violators


• Educating businesses / members of the public on environmental by preparing reports and graphics summarizing environmental regulations


• Inspecting waste disposal and sewage treatment facilities to ensure these facilities conform to health and safety regulations

• Coordination with the Division Inspection staff to identify priority areas of focus for enforcement







Skills requirement





* Note that this position will have similar responsibility to an AD – Enforcement, however will focus on a particular geographical industrial estate


Assistant Director – Complaints

Grade 17




Job Description • Overseeing the resolution of all environmental complaints received in the District, while ensuring that the complaint resolution timelines are

also being adhered to

• Investigating complaints of suspected violations of pollution control laws, such as illegal dumping and excessive emissions

• Ensuring all policies and procedures relating to environmental complaints are being adhered to

• Drafting the environment protection orders on a case by case basis

• Submitting periodic reports on complaints to the Director compliance and complaints team, detailing the status of complaints resolved, in progress or rejected.

• Overseeing the collection of data from the field regarding daily activities

• Supervising programs on vehicular inspection and maintenance that will help reduce vehicular emissions all over the province.

• Liaising with the District Legal and Enforcement teams to bring about strict actions against anyone violating the environmental laws.


• Detailed understanding of the section of the legislation that deals with the prosecution of polluters



• Detailed understanding of the permitting mechanism (EIA / IEE permits)

Skills requirement

• Planning and tracking capability to track progress of complaint status



• Report writing skills




Assistant Director – Legal

Grade 17

Qualifications • LLB/ Bachelors in

Environmental law (16 years of education)


Job Description • Reviewing environmental pollution case files and determining whether sufficient evidence is present for persecution or not







• Taking lead in developing the MEA compliance program.






Skills requirement







Assistant Director – Health

Grade 17

Qualifications • MBBS/ Bachelors (16

years of education) in Environmental Health / Public Health/ Environmental Management / Sciences or related subjects


Job Description • Implementing a mechanism to educate people about the interdependent relationship between people and the natural environment

• Highlighting the details of environmental health issues including food and water safety

• Developing an annual environmental health protection plan with a specific focus on prevention of environmental health issues generating from Dengue and Hazardous Waste

• Assisting in the design and implementation of appropriate testing to monitor hazards to the environmental that result in human exposure. Working with the enforcement teams to monitor and enforce public health and safety regulations

• Coordination with the two Health Department to develop mitigation measures focusing on prevention of disease outbreaks, including developing and maintaining relationships with local public health units, academic institutions and other stakeholders

• Participating in delivery of educational sessions, for health professionals on specific topics of environmental health




• Updated knowledge on the latest research and development in environment health to include this in mitigation planning


Skills requirement

• Planning ability; to develop mitigation / prevention







Grade 17


education) in Environmental Management / Engineering / Studies / Sciences / Planning or related subjects

Assistant Director – Permits


Job Description • Evaluating environmental assessment preparation, review, monitoring and evaluation

• Ensuring assessment of the applications with relevant laws, rules, regulations and guidelines

• Assessing environmental and social impacts of planned or ongoing development activities

• Evaluating on steps and actions to mitigate potential or existing negative impacts of development activities

• Training of team to identify areas of focus when conducting field assessments

• Support in awarding of licenses on an ad-hoc bases e.g. for hazardous waster substances

• Providing input into the development and allocation of polluting limits

• Coordination with the Division EIA staff to identify priority cases, and alignment of reports / results quality





• Sector expertise of at-least three sectors relevant to the division e.g. cement, power, leather etc.

Skills requirement






Assistant Director IT

Grade 17

Qualifications • Bachelors(16yrs) in IT/

Electronics engineering/ computer Science/ Network Administration/ Cyber security or relevant field


Job Description • Assessing the reliability of current and new data sources and developing a data & network Security strategy, including controls to ensure

accurate and timely collection of data throughout the year

• Implementing the design, normalization, development, installation, and implementation of environmental databases.

• Implementing the maintenance, monitoring, backup, and recovery of environmental databases

• Administering data security standards, policies, and procedures

• Support in installation and maintenance of security software,Anti-Maiwares.





Skills requirement






• Cyber security and security policies Training will be a plus point.



Grade 20

Qualifications

• PhD or Masters (18 years of education) in Environmental Science/ Engineering/ Management, Chemistry or related subjects


Job Description • Administrating the Pakistan Environmental Protection Act 1997 and its rules and regulations

• Administering the functions of the Environmental Monitoring Centre

• Taking measure to promote research and development of science and technology which may contribute to the mitigation of pollution, protection of the environment and sustainable development

• Establishing systems and procedures for surveys, surveillance, monitoring, measurement, examination, investigation, research, inspection and audit to prevent and control pollution

• Monitoring the state of the environment in the province

• Assist in the publication of the annual state of the environment report

• Overseeing the development of the yearly data collection plan to gain a holistic picture of the environment situation in Punjab

• Establishing and maintaining laboratories to conduct research on various aspects of the environment



Skills requirement



• Analytical, statistical and programing skills


EMC – HQ (Detailing)

Director Planning, Collection and Analysis

Grade 19

Qualifications

• Masters (18 years of education) in Statistics, Computer Science, Environmental Sciences/ Engineering, Biotechnology, Biochemistry, Analytical Chemistry or related subjects


Job Description • Reviewing and approving the yearly data collection plan to gain a holistic picture of the environment situation in Punjab

• Developing a data strategy, including controls to ensure accurate and timely collection of data throughout the year

• Working together with various departments to create a network of data collection

• Reviewing the results of descriptive, diagnostic and predictive analysis and creating meaningful inference from them, along with forecasting future environmental behaviours to understand the best actions that can be taken to mitigating pollution

• Reviewing the Incorporation various different analysis into the SOE report

• Supervising the development and deployment of ICT and GIS systems




Skills requirement





EMC – Planning, Collection & Analysis (Detailing)

Deputy Director Planning

Grade 18


education) in Environmental Management/ Planning/ Engineering/ Science or related field


Job Description • Developing the yearly data collection and monitoring plan to gain a holistic picture of the environment situation in Punjab. The plan shall

include:

• All the different types of monitoring that need to be undertaken

• Details on how to collect data from private sector companies and other departments

• Roles and responsibilities of various stakeholders

• Collection of ambient data to support enforcement teams

• Working together with various departments to create a network of data collection



• Detailed understanding of technical environmental matters including assessment requirements, monitoring frameworks, complaint management systems, and environmental health standards

Skills requirement

• Project Management






Assistant Director Planning

Grade 17


education) in Environmental Management/ Planning/ Science/ Engineering, or related field


Job Description • Collect and compile data according to the monitoring plan to gain a holistic picture of the environment situation in Punjab.

• Conduct, with a team’s assistance, all the different types of monitoring that need to be undertaken

• Plan details on how to collect data from private sector companies and other departments and carry it out

• Collection of ambient data to support enforcement teams

• Working together with various departments to create a network of data collection or as directed by the Deputy Director/ Director



• Detailed understanding of technical environmental matters including assessment requirements, monitoring frameworks, complaint management systems, and environmental health standards

Skills requirement






Deputy Director Data Scientist

Grade 18


education) in in Computer Science/ Data Analytics/ Statistics or related quantitative subjects


Job Description • Assessing the reliability of current and new data sources and developing a data strategy, including controls to ensure accurate and timely

collection of data throughout the year

• Mining and analysing data from the EMC database to create meaningful inferences that can help answer how to mitigate the spread of environmental pollution

• Applying advanced statistical and machine learning techniques to environmental data to find correlation and make predictive analysis, along with forecasting future environmental behaviours to understand the best actions that can be taken to mitigating pollution

• Reviewing the results of descriptive and diagnostic analysis (dashboards) to gain an holistic picture of the environment situation

• Developing processes and tools to constantly monitor and analyse the state of the environment in Punjab.



• Detailed knowledge of data science techniques, including data cleaning, mining, visualization and modeling

• Detailed knowledge of a variety of machine learning techniques, including clustering, decision trees etc.

• Detailed knowledge of advanced statistical techniques and concepts, including regression, statistical tests etc.

Skills requirement





• Proficiency in at least one statistical computer language (R, Python, SQL, etc)




Assistant Director Data Analyst

Grade 17


education) in Mathematics/ Economics/ Computer Science/ Information Management/ Data Analytics/ Statistics or related quantitative subjects


Job Description • Collecting significant amount of data on environmental topics, and analyzing it to create inferences

• Cleaning data acquired by the EMC to make it ready for analysis by using various data cleaning techniques

• Identifying, analysing and interpreting trends or patterns in complex environmental data sets

• Preparing of descriptive and diagnostic analysis (dashboards) to gain an holistic picture of the environment situation

• Assisting Deputy Director Data Scientist in developing processes and tools to constantly monitor and analyse the state of the environment in Punjab.

• Generating automated weekly/monthly reports based on relevant environmental metrics

• Comparing the data sets against the environmental regulations, policies and laws to identify the gaps



• Detailed knowledge of data analysis techniques, including data cleaning, mining, visualization and segmentation

Skills requirement




• Familiarity with SQL

• Familiarity with Tableau, PowerBI or other dashboarding softwares





Assistant Director Modelling and Simulation

Grade 17

Qualifications

• Bachelors (16 years of education) in GIS and remote sensing, Space Sciences, Hydrology, Computer Science, Software Engineering, modelling or related subjects


Job Description • Carrying out dispersion, receptor, surface water and ground water modelling

• Developing models under the supervision of Deputy Director GIS to help identify potential contamination sources that could have a negative impact on the environment

• Running simulations using the various models that are developed, and using them to assess the best models for combating pollution in the province

• Preparing detailed reports based on the findings and presenting them to Deputy Director Data Scientist


• Detailed understanding of dispersion, receptor, surface water and ground water modelling

• Detailed understanding on environmental modelling techniques

• Detailed knowledge of environment laws, regulations, guidelines and standards

• Detailed understanding and hands on knowledge of Environmental Models, GIS & remote sensing tools and software

Skills requirement



• Ability to use modelling and simulation software

• Good with Statistics




Deputy Director GIS

Grade 18


education) in GIS and remote sensing, Space Sciences, Geoinformatics or related subjects Additional degree/ knowledge of environment will be an advantage.


Job Description • Operate and maintain GIS system hardware, software, and peripherals.

• Creation of high quality custom maps, reports and presentations

• Research/investigate, collect, analyze and summarize quantitative/qualitative information to support decision making

• Develops and implements departmental GIS functions, services, and strategies. Implements standards and procedures for GIS database development and maintenance.

• Perform research to obtain and expand existing environmental datasets and determine how data sets are best utilized through GIS.

• Compile geographic and demographic data from many sources.

• Provides structured GIS training and technical assistance to staff.

• Consult with external stakeholders to access censuses, fieldwork, satellite and aerial imagery, and maps.

• Compile data for statistics to incorporate into documents and reports.

• Present information to clients and stakeholders in verbal or written format.


• Extensive knowledge of GIS methods

• Knowledge of GIS applications in Environment domain

• Knowledge of environmental data sets, for example meteorological data formats such as NetCDF.

Skills requirement


• Model Builder

• Ability to think analytically, detect errors, determine causes, and make corrections.




Deputy Director Computer Scientist (Data Security)

Grade 18


education) in Computer Science/ Information Technology/ Networking and security or related field


Job Description • Assessing the reliability of current and new data sources and developing a data strategy, including controls to ensure accurate and timely

collection of data throughout the year

• Supervising the design, normalization, development, installation, and implementation of environmental databases

• Supervising the maintenance, monitoring, backup, and recovery of environmental databases

• Analyzing and planning for anticipated changes in environmental data capacity requirements

• Developing and administering data security standards, policies, and procedures

• Supervising the installation and maintenance of security software


• Ensuring networks are free of any security breaches




Skills requirement




• Analytical and programing skills




Director Monitoring

Grade 19


education) in Environmental Sciences/ Management / Engineering or related subjects


Job Description • Supervising ambient air, soil, water, biodiversity and hazardous waste monitoring by ensuring adherence to the yearly data collection and

• Mobilise the EMC assets to collect data to monitor the ambient space, i.e. water, soil and air

• Helping to identify ideal locations for future development, along with providing assistance to the EPA in their enforcement and prosecution processes.

• Supervising the monitoring of Environment Quality and Emission Standards

• Producing environmental monitoring data results and providing the EP&CCD and EPA with plans in regards to the effects of environmental projects, such as mining, drilling, landfills and construction projects

• Reviewing and analyzing weekly, monthly or annual reports of observations; presenting these reports to relevant governments, companies and other businesses

• Ensuring that environmental regulations are being met through environmental monitoring and data collection

• Assisting the office of the Director General EPA by furnishing the requisite data required in the preparation of any report or programme in order to reduce or prevent pollution.




Skills requirement




EMC – Monitoring (Detailing)

Deputy Director Monitoring

Grade 18


education) in Environmental Sciences/ Management / Engineering or related subjects


Job Description • Conducting ambient air, soil, water, biodiversity and hazardous waste monitoring

• Mobilise the EMC assets to collect data to monitor the ambient space, i.e. water, soil and air

• Helping to identify ideal locations for future development, along with providing assistance to the EPA in their enforcement and prosecution processes.

• Conducting monitoring of Environment Quality and Emission Standards

• Producing environmental monitoring data results and providing the EP&CCD and EPA with plans in regards to the effects of environmental projects, such as mining, drilling, landfills and construction projects

• Creating and providing weekly, monthly or annual reports of observations to the Director Monitoring

• Ensuring that environmental regulations are being met through environmental monitoring and data collection




Skills requirement





Deputy Director Air Monitoring

Grade 18


education) in Environmental Sciences/ Engineering/ Chemistry, Meteorology, Atmospheric Chemistry or related subjects


Job Description • Ensuring an active information exchange mechanism between stakeholders from public sector (provincial/national departments, academia),

private sector (consultancies, industries, academia) & NGOs

• Oversee and manage Air monitoring programs; ambient and stack monitoring, across Punjab and design monitoring plan for Air Quality Assessments and Review, Monitoring And Evaluation, Report Preparation, as directed by the Director

• Oversee the collection and compilation of data from field monitoring for its testing and analysis.

• Executing sampling, testing and analysis while meeting cost, schedule, safety, and quality objectives

• Provide data and feedback on data collected to the Director and relevant entities for their perusal.

• Carry out all allied/additional functions assigned by the Director


• Detailed understanding of Air Quality Monitoring & Evaluation techniques and procedures

• Detailed Understanding of the environmental regulation including relevant acts, rules, regulations and laws

• Knowledge of regional, national, and in some cases, global environmental quality issues

• Detailed understanding of technical environmental matters and impacts; socioeconomic, biological, physical, pertaining to deteriorating environmental quality in the country

• Knowledge and understanding of National and Provincial Environmental Quality Standards (NEQs/ PEQs)

Skills requirement


• Proficient in the use of MS Office complete suite




Deputy Director Water and Waste Water

Grade 18


education) in Environmental Engineering/ Sciences/ Chemistry, Natural Resource Management, Analytical Chemistry or related subjects




• Oversee and manage water quality monitoring programs for Water Quality Assessments and Review, Monitoring And Evaluation of water and wastewater, wastewater treatment technologies and techniques, Report Preparation, as directed by the Director.






• Detailed understanding of Water Quality Monitoring & Evaluation techniques and procedures

• Detailed understanding of wastewater quality, management, analysis tools and treatment techniques





Skills requirement






Director Laboratories

Grade 19


education) in Environmental Sciences/,Analytical Chemistry, Biotechnology, Biochemistry or related subjects


Job Description • Head the EMC reference laboratory

• Supervise the development of laboratories throughout the province

• Planning and scheduling lab workload to meet the sampling needs of EPA

• Responsible for Budgeting and setting laboratory milestones

• Responsible for the establishment of the regional laboratories

• Playing a leading role in developing systems and protocols to ensure that the laboratory remains a positive and challenging work environment

• Reviewing and approving the updated laboratory procedures and technical reports

• Ensuring the training of laboratory technicians on specific equipment or processes

• Overseeing the safety audits and attending all required safety meetings.

• Submitting a consolidated report to the Chief Scientific Officer on the annual activities of the EMC laboratories



• Detailed understanding of laboratory testing procedures

• Advanced technical knowledge of the Environmental testing industry

Skills requirement


• Ability to conduct analysis and read, interpret, and report technical data



EMC – Laboratory (Detailing)

Deputy Director General Analysis

Grade 18


education) in Environmental Engineering/ Sciences / Biotechnology, Biochemistry, Analytical Chemistry or related subjects




• Oversee and manage analytical lab work related to Environmental Quality; Air , Water and Soil Quality, Analytical techniques, Sampling techniques,, QA/QC, Monitoring And Evaluation using tools and equipment, Standard Operating Procedures, Health and Safety, Report Preparation, as directed by the Director.






• Detailed understanding and hands on knowledge of Environmental laboratory practices, analytical tools and techniques, health and safety, QA/QC and analytical equipment like Air Pointers, AAS, GC etc.





Skills requirement






Deputy Director Asset Management

Grade 18

Qualifications:

• Masters (18 years of education) in Information Technology, Computer Science, Electronics or related subjects


Job Description • Create a compact link between technology and corporate strategy.

• Establish a centralize database /hub for all the tangible and intangible Assets/equipment of an organization.

• Preparing guidelines for the maintenance and repair procedure of the Assets.

• Building assets inventory; archiving all the record of the Lab equipment (including purchase orders, Vendor details, Warranty of the Equipment, Manuals)

• Carrying out Operation and Maintenance of assets and planning for new assets


• Detailed understanding of the IT Centralize repository System.

• Detailed understanding of the Asset registration and assets auto discovery tool which provides detailed physical information about installed hardware and software.

• Experience in Designing model and implementation of Asset Management System in any organization.

Skills requirement




• Experience in System management and Process Designs.

• IT training regarding operating systems.


Head IETT

Grade 20


years of education) in Environmental Engineering / Sciences / Management / Policy / Planning or related subjects

Minimum 15 years of relevant professional experience with at least 10 years experience in public sector.

Job Description • Creating and maintaining strategy for Environmental Techniques and Trainings & Transfer in line with departmental needs and keeping up

with current best practice for industries

• Formulation of Research, IP, Commercialization and Training Policies for the department

• Oversight of the strategic elements of Best Available Techniques (BAT), technology transfer and information technology allowing the IETT to act as an intermediary between the Government and the stakeholders

• Ensuring the dissemination of technology and capacity building requirements to relevant stakeholders in Punjab while ensuring that the course modules fulfill the needs of department and industries

• Identification and piloting of technology transfer projects addressing the pressing issues of public sector (provincial/national departments), private sector (consultancies, industries), academia & NGOs

• Leading a culture of innovation and R&D through commercialization of identified and indigenously developed technologies/IPs

• Coordination with local and international agencies for piloting of technology transfer projects

• Liaising with the industries, academia, private sector entities, laboratories and relevant departments in regards to environmental issues/areas that concern and affect Punjab’s environment and suggest solutions

• Increasing public awareness on environmental sustainability by overseeing implementation of market incentives and eco-labelling schemes

• Strategize training requirements and development of courses for different scales according to training need

• Development and execution of training courses for environment department and aligned agencies

• Creating liaison with national and international training & research institutes for advanced training


• Detailed understanding of the environmental technology and training requirements of Government as well as private sector

• Detailed understanding of technical environmental related issues for identifying and piloting of probable solutions

• Knowhow of the public sector dynamics and working

Skills requirement




IETT – HQ (detailing)

Director Best Available Techniques

Grade 19

Qualifications • MS/MPhil (18 years) or

higher in Environmental Engineering / Sciences/ Mechanical Engineering/ Industrial Engineering or related subjects


Job Description • Building an active information exchange mechanism between stakeholders from public sector (provincial/national departments), private

sector (consultancies, industries), academia & NGOs

• Overseeing the establishment of industry specific BAT committees that will serve as a medium for assisting industries in adopting clean technologies

• Approving the Best Available techniques forwarded by the BAT Technical Committee

• Approving the changes needed in PEQS as per the BAT conclusion

• Approving BAT reference and BAT conclusion documents, initially using EU framework and later developing indigenous versions thereof

• Oversight of on-ground implementation of BAT process

Knowledge requirement • Detailed understanding of the environmental permitting processes, specially with regard to BAT implementation

• Detailed understanding of the environmental, economic and energy costs associated with industrial processes/techniques

• Detailed understanding of EU and North America’s BAT framework and documents

• Detailed understanding of latest remedial measures, including prevention and control techniques for pi

• Sector knowledge of at-least two sectors relevant to the division e.g. cement, power, leather, brick kilns etc

• Knowledge of environmental & IP related laws will be beneficial

Skills requirement • Leadership, planning and organizing, motivational and judgment skills





Deputy Director Sector group

Grade 18


higher in Environmental Engineering / Sciences, Mechanical Engineering/ Industrial Engineering or related subjects


Job Description • Taking the lead in identifying BAT operational globally and adaptable to the local conditions

• Provide consultation on BAT to industries/sectors and facilitating them in adoption

• Keep up to date with the latest techniques being declared as BAT globally and analyze their feasibility in local conditions

• Verifying on-ground implementation of BAT after permitting through periodic on-site inspections, monitoring and evaluation, whenever required

• Ensuring desired capacity building of EPA staff needed for successful implementation of BAT

• Proactively working in partnership with the industry experts in identifying new techniques that could qualify as BAT

• Taking lead from the EU BAT reference and BAT conclusion documents, publishing similar documents as suitable in local conditions

• Suggest any changes needed in updating the PEQS as per the BAT conclusion requirements

• Creating & maintaining an active information exchange mechanism between stakeholders from public sector (provincial/national departments), private sector (consultancies, industries), academia & NGOs

Knowledge requirement • Detailed understanding of the environmental permitting processes, including BAT

• Detailed understanding of the environmental, economic and energy costs of industrial processes/techniques



• Sector expertise of at-least three sectors relevant to the division e.g. cement, power, leather etc

Skills requirement • Leadership, planning and organizing and teamwork skills





Director Technology Transfer

Grade 19


higher in Engineering / Sciences / Management / Policy / Planning or related subjects


Job Description • Provide vision and leadership within the department in relation to technology transfer and innovation while overseeing planning,

management, integration and implementation of EPA’s knowledge transfer and innovation initiatives

• Influence internal stakeholders and the senior management in the organization to ensure agreement with policy and culture change to deliver on the technology transfer initiatives

• Develop and execute policy, procedures and systems to drive technology transfer and innovation, in accordance with the intellectual property considerations and international best practices

• Provide credible leadership to external industry partners, government agencies and higher educational institutes to ensure support for the department’s technology transfer and innovation activities

• Develop and maintain a service-oriented operation for technologies that is responsive to the needs of the research community, venture capitalists, industry, state agencies and other external partners

• Working with and influencing world-leading academics to commercialize new university-developed technologies, predominantly from the fields of environment and related disciplines

• Supervise the overall process of technology transfer and tasks being performed by the deputy directors

Knowledge requirement • Detailed understanding of technology transfer processes being adopted globally

• Detailed knowledge of innovation mechanism, partnerships and provisions under MEAs

• Detailed knowledge of best available technology transfer practices applied globally

• Knowledge of environmental & IP related laws, both from local an international standpoints

Skills requirement • Technically adapt at understanding and deployment of new technologies





Deputy Director Emerging Technologies

Grade 18


higher in Environmental Engineering / Sciences, Mechanical Engineering/ Industrial Engineering or related subjects


Job Description • Maintain current knowledge of trends in technologies and explore modern state-of-the-art technologies with a view to their utilization in local

context

• Track/monitor emerging technologies in the areas of development, deployment, integration, monitoring and support

• Propose suitable technologies for adoption and adaption

• Convince relevant stakeholders on the feasibility and implementation of emerging technologies in industries

• Assist in troubleshooting any concerns of the stakeholders with regard to upcoming technologies

Knowledge requirement • Detailed understanding of processes to identify emerging technologies from lab to market


• Sector expertise of at least two sectors relevant to the division e.g. cement, power, leather etc.

Skills requirement • General management including supervision, regular reporting, ad-hoc reporting, time management, resource planning




Deputy Director Sector group - Technology transfer

Grade 18


higher in Engineering / Sciences / Management / Policy / Planning or related subjects


Job Description • Liaison with potential technology providers for technology transfer

• Develop and update the list of sector groups and technologies identified thereof, depending upon the demand/need/trend/best practice

• Conduct risk assessments for technology transfer activities and establish specific transfer criteria to demonstrate successful technology transfer

• Establish tests and pilot projects utilizing new technologies that could potentially be better in terms of the economic and/or environmental efficiency

• Liaison with potential investors (local or international) for assisting in the process of technology transfer

Knowledge requirement • Detailed knowledge of the technology transfer mechanisms applicable in the targeted sector group

• Sector expertise of at least two sectors relevant to the division e.g. cement, power, leather, brick kilns, etc.

• Knowledge of environmental & IP related laws, both from local an international standpoints





Director – Commercial Projects

Grade 19

Qualifications • MBA/ MS/MPhil (18

years) in Management / Policy / Planning / Engineering / Sciences or related subjects


Job Description • Prioritize work related to pilot and commercial projects for the encouragement of industries to adopt cleaner technologies

• Oversee identification of new fields of research and development projects for commercial industries to protect environment through cleaner technologies

• Supervise and coordinate initiatives using cleaner technology/BAT including pilot projects and their commercialization

• Supervise programs aligned with legal framework of transfer technology and BAT, and plan their implementation

• Coordination with federal government, local/international donor agencies and other stakeholders for foreign assistance in specific projects related to environmental controls and cleaner technologies/BAT

• Coordinate research on environmental problems/projects utilizing existing technologies in liaison with other directorates

• Oversee external research programs with other agencies and universities working on environmental and industrial challenges

• Oversee delivery of programs to the stakeholders to encourage entrepreneurship and commercialization at local level


• Detailed understanding of the applicable environmental & IP laws, regulations and procedures

• Detailed understanding of Best Available Techniques, Cleaner Technology and Transfer technology mechanism


• Coordination framework and mechanism for internal and external dissemination of information

Skills requirement






Deputy Director – Coordination Local

Grade 18


years) or higher in Management / Policy / Planning / Engineering / Sciences or related subjects


Job Description • Coordinate with local institutions on new fields of research and development projects for commercial industries to protect the environment

through cleaner technologies

• Implementation and coordination with local institutions on programs of cleaner technology/ BAT including pilot projects and its commercialization

• Establish programs in collaboration with local institutes aligned with legal framework of transfer technology and BAT, and plan their implementation

• Coordinate external research programs with other local agencies and universities working on environmental and industrial challenges

• Deliver programs to the stakeholders to encourage entrepreneurship and commercialization at local level






Skills requirement






Deputy Director – Coordination International

Grade 18




Job Description • Coordinate with international institutions on new fields of research and development projects for commercial industries to protect the

environment through cleaner technologies

• Implementation and coordination with international institutions on programs of cleaner technology/ BAT including pilot projects and its commercialization

• Establish programs in collaboration with international institutes aligned with legal framework of transfer technology and BAT, and plan their implementation

• Coordinate external research programs with other international agencies and universities working on environmental and industrial challenges






Skills requirement






Deputy Director – Commercial Projects

Grade 18




Job Description • Identify new fields of research and development projects for commercial industries to protect environment through cleaner technologies

• Coordinate initiatives using cleaner technology/BAT including pilot projects and their commercialization

• Coordinate programs aligned with legal framework of transfer technology and BAT, and plan their implementation

• Coordination with federal government, local/international donor agencies and other stakeholders for foreign assistance in specific projects related to environmental controls and cleaner technologies/BAT

• Coordinate research on environmental problems/projects utilizing existing technologies in liaison with other directorates

• Conduct external research programs with other agencies and universities working on environmental and industrial challenges

• Conduct delivery of programs to the stakeholders to encourage entrepreneurship and commercialization at local level






Skills requirement






Specialist – EIA/IEE, Permits

Grade 19


years of education) in Environmental Engineering/ Sciences/ Management or related subjects

Minimum 10 years of relevant professional experience

Job Description • Develop curriculum for the capacity building of Provincial EPA/EPD staff on IEE/EIA and Permit system in line with the training policy and

strategy with a market-driven orientation

• Planning & scheduling the Trainings on IEE/EIA Regulations as well as Permit to Work system

• Approving training programs and associated training materials (brochures, flyers, manuals, etc)

• Overseeing effective execution of all scheduled training activities

• Ensuring the dissemination of invites to relevant stakeholders within public and private sectors

• Lead design of training programs on research management skills and relevant technology familiarity

• Provide technical assistance to instructors in delivering effective and efficient training programs

• Oversee quality assurance system for training programs with continual improvement mechanism embedded therein based on trainee feedback and market-based TNA, if available

• Ensure conflict resolution and managing team dynamics


• Detailed understanding of the environmental regulations including relevant laws (acts, rules, regulations, etc.)

• In-depth subject knowledge of technical environmental matters

• Familiarity with teaching and learning pedagogies, and educational & teacher training methodologies

Skills requirement

• Strong background in Environmental Assessment Regulations and Regulatory Permits or other related fields





IETT – HQ

Senior instructor – EIA/IEE & Permitting & Monitoring

Grade 18


higher in Environmental Engineering/ Sciences/ Management or related subjects


Job Description • Contribute in development of new courses, curriculum, instructional materials, and evaluation tools of EPA/EPD staff in assigned subjects

• Deliver the full range of Training courses on Environmental Assessment Report Preparation, Review, Monitoring and Evaluation

• Develop quality assurance system for training programs imparted with continual improvement mechanism embedded therein based on trainee feedback and market-based TNA, if available

• Compile data from field monitoring and trainings for its analysis for module improvement

• Developing training materials (brochures, flyers, manuals, etc.) inline with course and stakeholder requirements


• Detailed understanding of the screening criteria, scoping process, alternative evaluation and site selection criteria under EIA


• Knowledge and understanding of Punjab Environmental Quality Standards (PEQs)

• Detailed understanding of impacts e.g. socioeconomic, biological, physical etc. as well as common remedial measures, including prevention and control techniques


Skills requirement


• Modern teaching and learning pedagogies




IETT – HQ

Senior Instructor – Best Available Technology (BAT)

Grade 18


higher in Environmental Engineering/ Sciences/ Management, Mechanical Engineering/ Industrial Engineering or related subjects


• Deliver the full range of Training courses on BAT reference and BAT conclusion documents, as per the EU/North America format

• Explain the link between PEQs and BAT conclusion to relevant stakeholders wherever applicable.

• Build regular insight from BAT Technical committee and incorporate it in the curriculum





• Detailed understanding of the environmental permitting processes, including BAT

• Detailed understanding of the environmental, economic and energy costs of industrial processes/techniques



• Sector expertise of at-least two sectors relevant to the division e.g. cement, power, leather etc.


Skills requirement






IETT – HQ


Senior instructors –SEA/CEIA & SOE & Social Assessment

Grade 18


higher in Environmental Engineering/ Sciences/ Management or related subjects


• Deliver the full range of training courses on SEA/CEIA & SOE & Social Assessment

• Conduct Stakeholder consultation and prepared Public consultation and Disclosure Plan (PCDP) following Standards National and International Practices

• Facilitate the process of “Community Action Plan (CAP)” through the standard process of the project

• For SEA/ CEIA, prepare surveyed methodologies, assembled survey teams, implemented surveys and coordinated fieldworks





• Detailed understanding of law and policy, and social work theory


• Detailed understanding of impacts e.g. socioeconomic, geographic etc.

• Detailed understanding of Public consultation, focus group discussion etc.


Skills requirement



• Diverse communication ability (oral and written) and report writing ability (written using data analysis)

IETT – HQ


Specialist- Economic Instruments & MEAs

Grade 19


years of education) in Economics/Environmental Economics/ Law/ Policy / Management / Environmental Engineering / Sciences or related subjects


Job Description • Develop curriculum for the capacity building of Provincial EPA/EPD staff on Economic Instruments & MEAs in line with the training policy

and strategy with a market-driven orientation

• Planning & scheduling the trainings on economic instruments & MEAs








Knowledge requirement • Detailed knowledge of market based economic instruments in use globally

• Detailed knowledge of processes, procedures and mechanism enjoined under the Multilateral Environmental Agreements





• Leadership, planning and organizing, motivational and judgment skills

• Strong background in economics, mathematics, environmental management or related fields



Senior Instructor – Economic Instruments & MEAs

Grade 18


Economics/Environmental Economics/ Law/ Environmental Engineering / Sciences or related subjects



• Deliver the full range of training courses on Economic Instruments & MEAs




Knowledge requirement • Detailed knowledge of market based economic instruments in use globally

• Detailed knowledge of processes, procedures and mechanism enjoined under the Multilateral Environmental Agreements





• Strong background in economics, mathematics, environmental management or related fields




Specialist – Enforcement & Prosecution

Grade 19

Qualifications • LLM/Masters in

Environmental Policy / Management / Law/ Engineering / Sciences or related subjects


Job Description • Develop curriculum for the capacity building of Provincial EPA/EPD staff on Enforcement & Prosecution in line with the training policy and


• Development of training framework, schedule and levels of trainings

• Study international best practices and processes used for enforcement and prosecution

• Make case studies and give recommendations based on local examples and international best practices

• Propose mode of training based on target audience and level of interest

• Planning & scheduling the trainings on economic instruments & MEAs

• Approving training programs and associated training materials (brochures, flyers, manuals, etc.)








• Detailed understanding of the legal and statutory requirements for enforcement and prosecution

• Detailed understanding of SOPs and process flow along with key milestones and change overs in the overall process of enforcement and prosecution section




Skills requirement



Senior Instructor – Enforcement & Prosecution

Grade 18

Qualifications • LLM/Masters in

Environmental Management / Policy / law/ Engineering / Studies / Sciences / Planning or related subjects



• Support specialist in development of training framework, schedule and levels of trainings.

• Execute training of different levels defined by the specialist to better understand process and procedures of enforcement & prosecution section


• Study international best practices and processes used for enforcement and prosecution

• Make case studies and give recommendations based on local examples and international best practices

• Get course feedback and write suggestions of attendees on training and if required modify/ improve the course.


• Detailed understanding of the legal and statutory requirements for enforcement and prosecution

• Detailed understanding of SOPs and process flow along with key milestones and change overs in the overall process of enforcement and prosecution section



Skills requirement


• Training, planning and organizing, directional/motivational skills




Specialist – Water & Air Quality Modelling

Grade 19


years of education) in Environmental Engineering / Modelling/ GIS/ Sciences / Management or related subjects


Job Description • Develop curriculum for the capacity building of Provincial EPA/EPD staff on Water & Air Quality Modelling in line with the training policy and


• Planning & scheduling the trainings on Water & Air Quality Modelling









• Knowhow of water quality management and air quality management tools

• Understanding of the environmental regulation including relevant laws, acts, rules, regulations and standards

• Familiarity with regional, national, and in some cases, global environmental quality issues


• Skills requirement

• Adept in using Air quality model/s (AERMOD,CALPUFF,AERSCREEN or any other) and Water quality model/s (delft3D, QUAL2E,WMS or any other)





IETT – HQ

Senior Instructor Air Quality

Grade 18


higher in Environmental Engineering/ Management/ /Sciences/ Chemistry, space sciences, meteorology, Atmospheric Chemistry or related subjects



• Deliver the full range of Training courses on Environmental Quality, Air Quality, Air Quality Assessments and Review, Monitoring And Evaluation, Report Preparation, and/or as directed by the Specialist

• Teach the usage of applications such as mapping technologies; GIS to help map the spread of air pollution etc

• Compile data from field monitoring and training for its hands on analysis by the trainees





• Detailed understanding of Air Quality Monitoring & Evaluation techniques and procedures



• Understanding of technical environmental matters and impacts; socioeconomic, biological, physical, pertaining to deteriorating environmental quality in the country


Skills requirement





IETT – HQ

Senior Instructor Water & Wastewater

Grade 18


higher in Environmental Management/ Engineering/Sciences/ Chemistry, natural resource management/ Hydrology or related subjects



• Deliver the full range of Training courses on Environmental Quality, Water Quality, Water Quality Assessments and Review, Monitoring And Evaluation of water and wastewater, wastewater treatment technologies and techniques, Report Preparation, as directed by the Specialist.

• Teach the usage of applications such as mapping technologies; GIS to help map the spread of water pollution etc.

• Compile data from field monitoring and training for its hands on analysis by the trainees.

• Executing training programs and courses while meeting cost, schedule, safety, and quality objectives





• Detailed understanding of Water Quality Monitoring & Evaluation techniques and procedures

• Detailed understanding of wastewater quality, management, analysis tools and treatment techniques





Skills requirement





IETT – HQ

Senior Instructor Modelling/ GIS & Remote Sensing

Grade 18


higher in GIS applications, Remote Sensing, Geoinformatics, Environmental Modelling, Space Science or related subjects


• Deliver the full range of Training courses on Environmental Modelling, Application of GIS and remote sensing, Monitoring And Evaluation, Running models on data, spatial data analysis, as directed by the Specialist

• Teach the usage of GIS applications to help map the spread of pollution, ascertain environmental threats and make predictions for informed decision making etc







• Detailed understanding and hands on knowledge of Environmental Models, GIS & remote sensing tools and software





Skills requirement





IETT – HQ


Senior Instructor Lab Standard Analysis

Grade 18


higher in Environmental Engineering/ Sciences / Biotechnology, Biochemistry, Applied Chemistry or related subjects


• Deliver the full range of Training courses on Environmental Quality, Air , Water and Soil Quality, Analytical techniques, Sampling techniques, Personal Protective Equipment, QA/QC, Monitoring And Evaluation using tools and equipment, Standard Operating Procedures, Health and Safety, Report Preparation, as directed by the Specialist.

• Compile data from field monitoring and training for its hands on analysis by the trainees






• Detailed understanding and hands on knowledge of Environmental laboratory practices, analytical tools and techniques, analytical equipment like Air Pointers, AAS, GC etc





Skills requirement





IETT – HQ


Director Advisory

Grade 19

Qualifications MBA/ MS/MPhil (18 years) or higher in Engineering / Management/Sciences or related subjects


Job Description • Advising industries on how to comply with environmental legislation, policies, standards and enforcement decisions

• Advising industries on best strategies they to adopt to remain competitive and environmentally friendly

• Overseeing of various trainings provided to EPA staff to ensure their continuous improvement of knowledge and skills

• Reviewing and assessing current environmental practices against current regulations and laws

• Assisting in the developing of new policies and practices in relation to environmental concerns, sustainability efforts and emissions targets

• Work with the core team and the wider sector to identify knowledge and skills gaps around a sustainable built environment

• Support the Head of IETT in developing content and programmes for formal learning initiatives (courses, tours and executive programmes), and informal learning initiatives (case studies, publications, social media)

• Liaison with key industry stakeholders and experts to ensure that IETT abreast of key policy and technical developments, and identify opportunities for improvement and engagement with key stakeholders, wherever possible

• Keeping up to date and contributing in sector specific regulations, standards and practices

• Ensuring improvement actions are implemented to requirements, monitored and continuously assessed

• Advising and communicating environmental requirements across the organization


• Detailed understanding of the core environmental principles and regulations including relevant acts, rules, regulations and laws (including MEAs)



Skills requirement


• Solid communication skills, both verbal and written

• Strong IT abilities

• Influencing and good relationship building skills

• Secure research and auditing knowledge

IETT

Specialist Biodiversity /Biological

Grade 19

Qualifications • PhD or MS/MPhil (18

years) in biology, zoology, forestry, or a related fields in natural resource management or biodiversity conservation


Job Description • Responsible for setting the strategic vision that will help provide employees and the organization with a goal/direction to pursue.

• Oversight and contribution in the creation of curriculum for the capacity building of EPD/EPA staff

• Develops new courses, curriculum, instructional materials, and evaluation tools

• Review and updates course outlines

• Assists with the preparation of course proposals, curriculum updates and the construction of degree/certificate programs

• Leading tasks and executing training programs while meeting cost, schedule, safety, and quality objectives









Skills requirement





IETT – HQ

Senior Instructor Species

Grade 18


higher in biology, zoology, forestry, or a closely related field in natural resource management or biodiversity conservation



• Deliver the full range of Training courses on species/wild life conservation and habitat management

• Assist in reviews and updates course outlines

• Assist with the preparation of course proposals, curriculum updates and the construction of degree/certificate programs

• Dissemination of data in an effective manner to the trainees









Skills requirement





IETT – HQ

Senior instructors Ecosystem, Land use patterns/plans

Grade 18


higher in ecosystem /ecology/ geography/ environmental science/ forestry/ environmental engineering/natural resources management or relevant field

Job Description • Contributing to curriculum development for the capacity building of EPA/EPD staff

• Deliver the full range of Training courses on Environmental Quality, Air , Water and Soil Quality, Analytical techniques, Sampling techniques, Personal Protective Equipment, QA/QC, Monitoring And Evaluation using tools and equipment, Standard Operating Procedures, Health and Safety, Report Preparation, as directed by the Specialist.







• Substantive expertise in one or more of the following areas: ecosystems management, ecosystem services, ecosystems-based adaptation, climate change adaptation of various ecosystem types (i.e. floodplain and terrestrial, desert and dryland, forests, etc.). Knowledge of REDD+ and land use plans/management





Skills requirement





IETT – HQ


Section 6

Annexure

Restructuring Report – Submission 3.1

Page No 133

Restructuring and Capacity Building of Environmental ... Restructuring Report.pdf · As part of the...

Documents

Transcript of Restructuring and Capacity Building of Environmental ... Restructuring Report.pdf · As part of the...