03-81254875-Terms of Reference

Terms of reference (ToRs) for the
procurement of services above the

EU threshold
Promotion of Sustainability in the Textile and Garment Industry in Project number:

Asia
2018.2056.2-001.00
Transaction
number: 81254875
1. List of abbreviations .................................................................................................. 2
2. Context........................................................................................................................ 4
3. Tasks to be performed by contractors ....................................................................10

3.1. Introduction ........................................................................................................10
3.2. Reference to the project Outcome and to project Outputs ..................................10
3.3. Tasks related to Output 1 ...................................................................................11
3.4. Tasks related to Output 5 ...................................................................................12
3.5. Milestones ..........................................................................................................16
4. Technical-methodological concept ..........................................................................17

4.1. Strategy..............................................................................................................17
4.2. Cooperation .......................................................................................................18
4.3. Steering structure ...............................................................................................18
4.4. Processes ..........................................................................................................18
4.5. Learning and innovation .....................................................................................19
4.6. Project management of the contractor ................................................................19
4.7. Further requirements ..........................................................................................20
5. Personnel concept ....................................................................................................21

5.1. Requirements of the personnel concept .............................................................21
6. Costing requirements ...............................................................................................29

6.1. Assignment of personnel ......................................................................................29
6.2 Equipment .............................................................................................................30
6.3 Supplies (consumables) ........................................................................................30
6.4 Workshops, training ...............................................................................................30
6.5 Local subsidies ......................................................................................................30
6.6 Flexible remuneration item ....................................................................................30
7. Inputs of the project executing agency and the GIZ ...............................................30

7.1. GIZ inputs (to be coordinated with GIZ BD and PAK, as well as FABRIC office in
Vietnam).............................................................................................................30
8. Requirements on the format of the offer .................................................................30
9. Special agreements...................................................................................................31
10. Annexes .....................................................................................................................31
Form 41-8-1-en 1
Terms of reference (ToRs) for the
procurement of services above the
EU threshold
1. List of abbreviations
ACT Action, collaboration, transformation

AVB General terms and conditions of contract (‘Terms and Conditions’) for
supplying services and work
ASEAN Association of Southeast Asian Nations - Verband südostasiatischer
Nationen
AV Auftragsverantwortliche/r – Officer responsible for the commission
BGMEA The Bangladesh Garment Manufacturers and Exporters Association
BKMEA Bangladesh Knitwear Manufacturers & Exporters Association
BMU German Federal Ministry of Environment
BMZ German Federal Ministry for Economic Cooperation and Development
CD Capacity development
CETPs Centralized Effluent Treatment Plants
CM-Toolkit Chemical Management Toolkit
DoE Department of Environment
DV Durchführungsverantwortliche/r – Officer responsible for the contract
iEPWs integrated development partnerships with the private sector
EMS Environmental Management System
EPA Environmental Protection Agency
EPD Environmental Product Declaration
FABRIC Fostering and Advancing Sustainable Business and Responsible Industrial
Practices in the Clothing Industry in Asia
FKM Fachkraftmonat – Expert month
GDP Gross domestic production
GMAC Garment Manufacturing Association of Cambodia
GRI Global Reporting Initiative
GSP Generalized System of Preferences
HELD Hochschulbildung und Führungskräfteentwicklung für nachhaltige Textilien
in Bangladesch
HEST Higher Education for Sustainable Textiles
Higg The Higg Index developed by the Sustainable Apparel Coalition (SAC)
ILO International Labour Organization - Internationale Arbeitsorganisation (der
UN)
ISC3 International Sustainable Chemistry Collaborative Center - Internationales
Kompetenzzentrum für Nachhaltige Chemie
LEED Leadership in Energy and Environmental Design
LTE Long-term expert
Form 41-8-1-en 2
MFCA Material Flow Cost Accounting
PSES Promotion of Social and Environmental Standards in the Industry
RMG Ready-made garment
RV Regionalvorhaben – Regional Programme
SAARC South Asian Association for Regional Cooperation – Südasiatische
Vereinigung für regionale Kooperation
SAC Sustainable Apparel Coalition
SAICM Strategic Approach to International Chemicals Management - Strategischer
Ansatz zum Internationalen Chemikalienmanagement
STAR Network Asian Dialogues on Sustainable Production in the Textile and Garment
Sector
STILE Sustainability in the textile and leather sector
STE Short-term expert
TL Team Leader
TNA Training need analysis
ToRs Terms of reference
ToT Training of Trainers
TC Technical Cooperation
VITAS Vietnam Textile and Garment Association
ZDHC Zero Discharge of Hazardous Chemicals
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2. Context
Title of module Promoting Sustainability in the Textile and Garment Industry in Asia
Programme Standalone TC module
Strategic frame of reference Promoting sustainable value chains in the textile and garment sector
(Federal Government’s Textiles Roadmap for 2017)
Module objective Socially, environmentally and economically sustainable initiatives
are being implemented in the Asian textile and garment industry that
take account of regional lessons learned.
Contribution to national There are national strategies for implementing the 2030 Agenda in
implementation of the 2030 all participating countries. The project will contribute in particular to
Agenda Goal 12: Responsible production and consumption, Goal 8: Decent
work and economic growth, Goal 5: Gender equality.
Core problem Government, private-sector and civil-society actors are taking
insufficient measures in the region to implement existing initiatives
for improving social, economic and environmental sustainability in
the textile and garment industry.
Target groups The target groups are workers in the textile and garment industry
from Bangladesh, Pakistan, Cambodia, Myanmar and Viet Nam (an
estimated total of about 22 million jobs). Except for Pakistan, women
make up the majority of employees in the sector in these countries.
The target group also includes sections of the population afflicted by
the adverse environmental impacts of the industry.
Lead executing agencies Bangladesh: Ministry of Commerce (MoC); China: Ministry of
Commerce (MofCom); Cambodia: Ministry of Labor and Vocational
Training (MLVT); Myanmar: Ministry of Industry (MoI); Pakistan:
Labour and Human Resource Department in Punjab; Vietnam:
Vietnam Textile and Apparel Association, (VITAS).
Methodological approach The project identifies common interests among the partner countries
(incl. instruments) and promotes cooperation and a common understanding among
producer countries for improved sustainability in the sector. To this
end, the project networks decision-makers and change agents with
the aim of supporting the implementation of measures in selected
priority areas in the partner countries. In close cooperation with
bilateral projects, the project brings the knowledge gained from
successful local approaches to the region. In the context of German
development cooperation in the Asian textile sector, the regional
project thus enables successful bilateral approaches to have a
greater broad impact at regional level. In strategic cooperation with
global initiatives of German development cooperation, especially the
German Partnership for Sustainable Textiles, or in short Textile
Partnership (Textilbündnis) and the Green Button (Grüner Knopf), a
joint positioning of the actors regarding the requirements of
sustainable production is promoted. The requirements the German
government has set with the introduction of the Green Button, the
first government label for sustainably produced garments is used as
an orientation for the project implementation.
Key outputs 1. The preconditions for a joint positioning of the producer countries
on key sustainability aspects are improved 2. Promote the transition
to sustainable textile and garment production through public-private
partnerships; 3. Support the implementation of and compliance with
labour and social standards; 4. Improve conditions for gender
equality at the workplace; 5. The conditions for capacity
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development for sustainable operational environmental and
resource management have improved across countries.
Cooperation arrangements None
Commission value Up to EUR 16.000.000
Term From 04/2019 till 09/2022 (3 Years, 6 Month)
The project identifies common interests between the partner countries and promotes
cooperation and a common understanding among the producer countries of the social and
ecological framework conditions necessary for the sector. National and regional stakeholder
dialogues are supported, which help to promote the introduction and recognition of
environmental and social standards in the partner countries. In dialogue with the partners,
the regional project will identify thematic priority areas and concentrate the regional dialogue
and the imparting of knowledge essentially on these thematic areas. The focus topics of the
Federal Government's Textile Action Plan as well as the standards set by the Green Button
are essential starting points for this.
The project uses synergies between German development cooperation measures, global
initiatives such as the Textile Partnership and the Green Button. The project promotes the
transfer of knowledge gained from approaches that have been implemented successfully in
one of the participating countries and fosters their implementation on a regional level. In the
context of German developmental cooperation in the Asian textile sector, the regional project
thus enables the scale-up of approaches successfully piloted and implemented in bilateral
projects and thus increases their impact. In strategic cooperation with global initiatives of
German development cooperation, especially the Textile Partnership, a joint positioning of
the actors regarding the requirements of sustainable production is promoted.
With its regional approach, the project establishes a link between the activities of German
development cooperation in Asia that has not existed in this form to date and uses this, in
line with the German Government's Textile Action Plan, to disseminate state-of-the-art
practical knowledge to promote a sustainable textile and garment sector. The project is
based on the “Strategic Approach to International Chemicals Management” (SAICM) adopted
in 2006. Cooperation with the “International Sustainable Chemistry Collaborative Center”
(ISC3) in Bonn, established in 2017, is envisaged.
In the following, the country-specific context, requirements and contributions for Bangladesh,
Pakistan and Vietnam, which the appraisal mission has identified as the focus country for
interventions in the environmental sphere will be discussed in more detail.
Bangladesh
The textile and garment sector is an important pillar of Bangladesh's export and economic
growth. It accounts for about 80 percent of all exports and employs over four million people,
between 55 - 60% are women, according to ILO. Although, working conditions, especially
regarding building and fire safety have improved significantly in Bangladesh’s textile- and
garment sector since the Rana Plaza disaster, other issues still require attention. Besides,
basic labour rights like the freedom of association (ILO C 87) and collective bargaining (ILO
C 98), it is especially international environmental standards that are widely disregarded in the
industry. It is gaps in the environmental regulation and enforcement in combination with the
limited knowledge and capacity of the manufactures that reinforces the use outdated
production processes and technologies that not only increase the country’s already high
stress on scarce natural resources but whose toxic emissions (exhaust gases, waste water,
solid waste, etc.) pose a significant threat to the well-being of the population as well as the
environment.
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The GIZ project "Sustainability in the textile and leather sector" (STILE) contributes to
improving the working and living conditions of employees in the textile and garment sector
with the following module objective "Governmental and private sector actors have better
fulfilled their mandates and responsibilities to comply with social and environmental
standards in the textile and leather industry in Bangladesh".
The lack of compliance with environmental standards leads to excessive use and pollution of
water and increases environmental problems and energy bottlenecks in the country.
Although international brands- and retailers are putting significant pressure on the industry to
improve compliance with international environmental standards (especially chemical
management), the government (Department of Environment, DoE) still faces major
challenges in enforcing environmental regulations, due to their limited resources and
competencies. Thus, it is only the export-oriented factories that face some pressure to invest
in improving their environmental footprint. Only a few factories can assess their medium- to
long term economic benefits of increased resource-efficiency that come along with
investments in environmentally friendly production techniques. There is a lack of information
on standards and possible and profitable investments in improving safety and environmental
standards. Possibilities for Green Finance that can be accessed by the textile and garment
sector are increasing, however factories do not make use of these funds yet because of
several reasons: First, lack of knowledge and second, lack of understanding for the business
case, for example, resource efficiency, etc.). Commercial knowledge to analyse and evaluate
relevant risks and benefits is also low.
Production, especially in the textile and garment sector, leads to considerable burdens on the
environment. These include, for example, high emissions of exhaust gases and a high
volume of solid waste and heavily polluted waste water. Especially textile finishing (e.g.
dyeing, printing) is regarded as resource-intensive with very high average consumption
values of water, chemicals and energy, which are far above the global benchmark. The
discharge of untreated waste water into rivers leads to pollution of water bodies by pollutants
with considerable consequences for the surrounding population (e.g. groundwater, drinking
water) and the immediate ecosystems. In addition, the use of fossil fuels (gas, diesel, coal)
for energy production releases a high level of greenhouse gases and air pollutants.
Previous initiatives by various donors and international companies (e.g. PaCT (IFC), SAVE
(PUMA), PURE (Lidl)) have successfully aimed at reducing water and energy consumption,
but have not yet been systemically anchored. The capacity of the DoE to enforce existing
environmental regulations has improved over the years, but the probability of companies
being prosecuted for violations is still low. The authorities are still considered too weak to
ensure an effective state control system and have little enforcement capacity. In addition,
cooperation between public authorities and the private sector is characterised by mistrust
and low acceptance.
Unlike the Bangladeshi Labour Code, environmental legislation in Bangladesh is seen as

weak and not up to current challenges. Although the DoE is aware of this, it lacks the
regulatory capacity to close the gaps. In addition, state institutions in both areas (e.g. labour
inspectorates, environmental agencies) lack the technical and institutional capacities to
enforce existing laws and regulations. Transparent and effective administrative action has
not yet been sufficient. Most private sector initiatives are not embedded in the overall system
and do not interfere with government measures. Smaller companies in particular need further
advisory services on the way to sustainable production, which have not yet been sufficiently
offered on the market, e.g. by umbrella organisations or local service providers.
In view of the prevalent critical water resource scenario, particular in and around Dhaka,
where 90% of the ready-made garment and textile sector are located, pressure on water
intensive industries is likely to grow in near future. The textile- and garment industry will play
a crucial role for l the successful implementation of water resource master plans that are
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currently being developed. It is expected that the current levels of sourcing process water
from dwindling groundwater resources will be curtailed as well as water will start to be charge
on volumetric basis. In addition, more attention will be paid to proper treatment of wastewater
and recycling as well reuse of water.
This will lead to a growing demand for competent personnel and technology in the field of
water use reduction, water reuse and recycling as well as basic and advanced wastewater
treatment, including the disposal of sludge. In this context management and selection of
chemicals play a crucial part in addressing productivity as well as pollution levels. In general,
addressing environmental aspects in an integrated way (e.g. based on MFCA, EMS,
advanced monitoring such as online monitoring of wastewater treatment systems) will help
the industry to meet legal as well as brand requirements in a cost-effective way.
Separate initiatives by the Government of Bangladesh, also supported by international

development partners, address energy efficiency and greenhouse gas emissions in the RMG
and textile sector. Nevertheless, the regulatory framework as well as the enforcement
capacity is low and thus there is limited pressure from the state level. The driving force
comes from the international brands and retailers as well as from the governments in the
export markets, which start to regulate their supply chains. The most important associations
in the textile and garment sector (Bangladesh Garment Manufacturers and Exporters
Association, BGMEA) and Bangladesh Knitwear Manufacturers & Exporters Association,
BKMEA) encourage and support their members (mostly from RMG sector) in improving and
certifying environmental performance of factory buildings through LEED as part of its
sustainability strategy. Moreover, the industry (BGMEA) is starting to take responsibility by
initiation the RMG Sustainability Council where cleaner production will take an important role.
Another important pressure point are trade preferences (GSP+).
Pakistan
Pakistan faces numerous challenges: The country's population is growing rapidly. More than
a third of its 210 million inhabitants are younger than 15 years of age - many of them with no
prospect of employment. Serious deficiencies in vocational training are hampering economic
development. Political institutions and political participation in the country are weak. Women
and girls are often disadvantaged. In addition, the energy supply is patchy and inefficient.
GIZ's work on behalf of the German Federal Ministry for Economic Cooperation and
Development (BMZ) therefore concentrates on the following priority areas: sustainable
economic development; good governance and Energy.
In the textile and garment sector, GIZ supports the government of Pakistan in ensuring
compliance with labour and environmental standards. The textile and garment sector with its
large clusters in the province of Punjab is Pakistan's largest industry, employing some 15
million people (about 25 per cent of the working population). Working conditions are
characterised by low safety at work, low wages, lack of co-determination rights in companies
and insufficient dialogue between management, workers and state institutions.
The provincial labour administration plays a key role in improving working conditions by
providing supervision, health and safety, medical care, rehabilitation and compensation.
Labour inspectorates are an important supervisory tool to verify compliance with all legal
health and safety regulations and to promote the improvement of working conditions.
Supervision in the province of Punjab is not very effective, despite the large number of
inspectors. There are several reasons for this: Close relations exist between political and
economic actors, and weak state structures and an underfunded provincial administration
make it difficult for inspectors to carry out their tasks. The interaction between state
institutions and authorities is not enough for evidence-based decision-making with regard to
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the design of supervision. The private sector, on the other hand, sees no incentives for
compliance with social standards and there is a lack of advisory services to help companies
understand that compliance is in their own interest. As a result, the province of Punjab does
not have a favourable framework for the implementation of social standards.
The textile and garment sector with its large clusters in the Punjab is Pakistan's most
important manufacturing industry. Textile products account for about 54% of export revenues
and 8.5% of GDP. The sector has great employment potential. There are few reliable figures,
but it is estimated that around 15 million people are employed in the textile and garment
sector nationwide, 5.5 million workers in cotton farms alone. Textile finishing consumes large
amounts of water, chemicals and energy. The garment sector is responsible for about one-
sixth of the industrial wastewater pollution loads (about 6 % of the total freight including
municipal waste water) and one-quarter of the industrial water consumption (about 4 % of the
total water consumption including municipal water consumption). Wastewater emissions,
including sludge, are of high environmental relevance, followed by exhaust emissions and
the handling of chemicals. In the textile and garment sector, minimising and disposing of
solid waste is a challenge. There is little control over compliance with the already weak
environmental legislation. In order to enable more resource-efficient production processes,
sustainable management of water resources and recycling of textile waste, high investments
are sometimes required.
In contrast to other manufacturing hubs in the region, the Pakistan textile sector can rely on a
full vertical supply chain (from cotton fibre to final product). Regarding environmental
performance, the textile and garment sector in Pakistan can refer to several good in-country
examples of financially strong and innovative textile and garment companies. In contrast to
these sectoral leaders, awareness and knowledge about environmental management in
smaller factories and factories which are not directly exposed to monitoring by international
brands is low. While a comprehensive environmental regulatory framework is in place, there
appears to be an unofficial understanding between environmental enforcement agencies and
industry to refrain from strict enforcement of these regulations until the industry has
recovered from the current slump to 2011 economic performance levels. In addition,
enforcement and monitoring capacities of provincial administrations are considered weak.
Communication and cooperation between the environmental authorities (EPD/EPA) and
industry rarely happens.
The new government in Pakistan is keen on increasing the country`s exports and actively
engages with industry to enhance latter`s competitiveness. The need to export more may
constitute an incentive to enhance conformance to international standards and brands`
requirements. International brands have expressed strong interest in also advancing
environmental conformance levels of their suppliers in Pakistan. Since only few brands
maintain offices in Pakistan, outreach to industry is limited to occasional site visits and does
regularly go beyond the export oriented RMG units. Cooperation with trusted development
partners in jointly addressing environmental issues such as treatment of wastewater,
chemicals and water use would be welcome. For example, despite the precarious emerging
water scarcity scenario (particular in and around Karachi), water does not yet constitute a
cost factor. There is no incentive to save water or operated effluent treatment plants. An
improvement of competence levels with local service providers and educational institutions is
expected to facilitate a way forward to addressing the environmental issues, which apart from
wastewater management also relate to advancing chemicals management as well as water
and energy efficiency. As in the case of Bangladesh, availability of competent personnel and
knowledge of technology in the field of water use reduction, water reuse and recycling as
well as basic and advanced wastewater treatment are considered to be important aspects by
all stakeholders. The strong in-country vertical supply chain provides an opportunity to
demonstrate approaches towards addressing environmental issue along the whole supply
chain.
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The 2018 concluded GIZ project "Water Efficiency in the Textile Industry" promoted the
efficiency of the use of water resources by textile companies. Its important results can be
considered for the implementation of activities in Pakistan.
Vietnam
With an average economic growth rate of more than six percent over the last ten years,
Vietnam has now reached the status of a middle-income country. At the same time, the
country faces enormous challenges, in particular the ever faster decline in natural resources,
the destruction of the environment, the shortage of skilled workers and high energy
consumption.
Moreover, due to its long coastline, Vietnam is severely affected by climate change. At the
same time, however, the country is also responsible for rising greenhouse gas emissions, as
the demand for energy is increasing rapidly. Therefore, the government adapted its strategy
for ecologically sustainable growth in 2012. This strategy aims to promote economic
development while ensuring ecological and social sustainability.
The programmes implemented by GIZ focus on the following priority areas: Environment and
natural resources, Energy, Vocational Training
The environmental issue is increasingly coming to the fore in the textile garment sector,
which has long been one of the worst polluters and water consumers in Bangladesh,
Pakistan and India. There is also a great interest in learning and exchange processes on
environmental issues in Vietnam.
About 15% of Vietnam's export volume can be attributed to textiles. In Vietnam, it is mainly
the final production of clothing and finishing processes as well as wet processes that are to
be found; most of the preliminary products are produced abroad. Above all, there are close
relations with China. Many companies are in "industrial zones" in which essential
infrastructure (especially waste water treatment) is made available. The level of technical
equipment and organization in Vietnam is better than in many other textile producing
countries. The implementation and enforcement of the laws appears to be essentially
functioning. Problems (e.g. sewage sludge treatment) are often passed on to "authorised
companies". In most cases the operators of the "Industrial Zones" have their own standards
(e.g. regarding waste water quality), which must be observed by the textile companies. The
four main problem areas regarding the environmental impact of textile production in Vietnam
are waste water treatment, sewage sludge disposal, biomass use and energy efficiency.
Although in most industrial zones there are requirements for operators to comply with, water
consumption and water reuse could be improved. By improving the widespread use of
biomass, a strong reduction in environmental impacts could be achieved.
The ready-made garment sector in Vietnam with its around 4500 garment factories (Source:
VITAS) is at a stage of transformation towards higher value addition. Upcoming free-trade
agreements create new opportunities but also pressure for changes and adjustment. Being
located next to China, Vietnam is one of the destinations in the region for relocation of
production from China. This is expected to also lead to an expansion of textile production in
the country. To date the limited capacity dyeing mills in Vietnam posed a bottleneck. While
the establishment of such is capital investment intensive, there is growing concern about
possible environmental pollution from such production. Investors face technical challenges
regarding skills and knowledge about setting up dyeing units as well as addressing
environmental impacts (wastewater management) and achieving compliance. The existing
environmental regulatory framework in Vietnam is considered to be in line with international
standards, with specific emission standards for the textile and garment sector elaborated.
The general awareness about environmental issues is well development among government,
associations and large industries of the sector. The sector can rely on professional service
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providers that offer consultancies and training on general technology and environmental
management, though they lack specific expertise and knowledge on advanced environmental
and process technologies. Industrial zone with common effluent treatment plants (CETPs)
cover some parts of the industry. However, the effectiveness and level of enforcement
requires improvement. In particular, provincial administration lacks capacities in enforcement
and monitoring. Awareness and knowledge about environmental management in small and
medium scale enterprises in the sector is limited.
3. Tasks to be performed by contractors
3.1. Introduction
The contractor must be familiar with the BMZ sector initiatives such as the Textile
Partnership and the Green Button and with commonly used standards and certifications in
the sector (e.g. BAT BREF, ZDHC, Blusign etc.). Further synergies shall be achieved with
the global program “International Competence Center for Sustainable Chemistry (ISC3)”
initiated by the German Federal Ministry of Environment (BMU). The ISC3 is an international
institution that aims to anchor the concept of sustainable chemistry on an international level.
For example, ICS3’s competencies in the field of sustainable chemistry might be used for
best practices (outcome level) and for linking to the SAICM process and relevant reporting
tools like GRI and Higg Index (impact level).
Moreover, the Contractor shall be well versed in developing and conducting training
programs using state of the art training methods (e.g. Case Harvard method). The Contractor
shall provide sound technical knowledge for promoting environment-friendly techniques and
chemical management in the textile sector. In particular, he shall develop and apply training
modules and advisory products in order to strengthen local capacities to improve ecological
standards and sustainability in the textile and apparel sector. The contractor shall conduct
capacity building measures and training to private stakeholders, civil society and selected
local government institutions in all the three countries.
Involvement of local consulting firms/experts from Pakistan, Bangladesh, Vietnam within

subcontracting or joint venture arrangements is encouraged.
The contractor shall provide international and local/regional specialists with relevant
professional and regional experience. Proven experience in capacity development and in the
development and implementation of strategies and concepts for technical cooperation
projects is required.
The designated Team Leader (TL) of the Contractor shall report to the GIZ component head
in Bangladesh (GIZ-DV). Staff members seconded by the Contractor shall cooperate closely
with the GIZ team employed for this project in all the three countries and report to GIZ’s
officer responsible for the contract (DV).
3.2. Reference to the project Outcome and to project Outputs
The contractor will contribute to the module objective:
“Socially, environmentally and economically sustainable initiatives are being taken in the
Asian textile and garment industry that take account of regional lessons learned.”
The project activities are clustered in five output areas as follows:
(1) Prerequisites for a common positioning of the producer countries on essential

sustainability aspects have been strengthened
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(2) New forms of cooperation with the private sector promote the transition of a sector
towards sustainable textile and garment production.
(3) Implementation of labour and social standards are being promoted.
(4) Conditions for gender equality at the workplace have improved.
(5) Preconditions to strengthen the capacities for sustainable environmental and resource
management are improved trans-nationally.
The Contractor shall assume overall responsibility for the implementation of output area 5
and module indicator M5. The Contractor further supports the module indicator M1.d).
Outcome, outputs and indicators refer to the attached result matrix (Annex 2) which is a
binding component of the project agreement between GIZ and BMZ. Values related to
baselines and targets as well as means for verification are detailed in the result matrix and
shall be considered accordingly. The result matrices of the national programmes are also
provided in the Annex.
Within a 3-month inception period the contractor will create a detailed inception report for the
whole implementation project with a detailed work plan. The whole inception report will be
presented at the planning workshop with GIZ FABRIC Team and programme managers of
bilateral projects in Bangladesh and Pakistan for approval.
3.3. Tasks related to Output 1
Output 1 – implemented by the GIZ team – focusses on improving the framework conditions
of the producing countries on essential sustainability aspects. Interventions focus on process
consulting for the design and strengthening of transnational actor networks considering
international actors & initiatives (such as ILO; Action, collaboration, transformation (ACT),
etc.) on selected topics, among other living wages, social dialogue, social security. The
project develops a regional online portal for Knowledge resources and networks to promote
sustainability in the sector. Output 1 activities are moderation and support of the cross-border
dialogue and a constructive exchange between state, civil society and private sector actors.
Moreover, a regional exchange forum for Specialists and managers from environmental
regulatory authorities will be moderated. The project will also collect prepare and disseminate
business cases from the region for profitability of improvements in environmental
sustainability at company level.
Output 1: Prerequisites for a common positioning of the producer countries on essential

sustainability aspects have been strengthened.
Contribution of the contractor to Output 1
Modified Indicator 1.1

As a result of 5 regional producer country events (multi-stakeholder dialogues, round tables,
conferences) promoting networking between stakeholders in the textile and garment sector,
5 knowledge products focus on the environmental topics. Knowledge products could include
for example handouts, fact sheets, guidelines, reports, etc. The following criteria should be
met for the knowledge product:
▪ Can the topic be seen as linked to one of our events/conferences?

▪ Is the target group clear (factories, other relevant target groups i.e. brands,
associations)?
▪ Which regional lessons learned are included?
▪ (Can we assess the need for the knowledge product/Do we know it is not
covered by anyone else?)
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Knowledge products should be presented as part of the inception report by the bidder and
clarified with the programme director.
- Baseline value: 0 regional events, 0 knowledge products

- Target value (Responsibility of the contractor): 5 regional events, 5 knowledge
products with an environment focus.
Indicator 1.2
• 5 regional knowledge and dialogue formats were rated with a score of 4 or better on a
scale of 1 (negative) to 5 (very positive) by 80% of the state, civil society and / or private
actors involved and were rated ‘positive’ for environmental, ecological and economic
improvements in the sector based on a practical application example.
- Baseline value: 0
- Target value (Responsibility of the contractor): 80% of the participant stakeholders
(rated 4 or 5)
Deliverable of the contractor related to output 1:
• Detailed Plan of operation (to be approved by the AV of FABRIC)

• Concept note for each planned knowledge format and/or dialogues,
• Planning and organisation of the event
• Event documentation and evaluation reports.
• Baselines according to GIZ monitoring system.
3.4. Tasks related to Output 5
Output 5 aims at the transnational improvement of capacities for sustainable operational

environmental and resource management. This refers both to capacities at company level
and to the capacities of local providers of business services and educational institutions to
anchor the relevant knowledge in the local community in a sustainable manner. Especially in
the areas of water and chemicals management, there is a great potential to contribute to an
improvement of environmental sustainability in the sector through mutual learning from
different implementation experiences. For example, experience with operational chemicals
management, sewage sludge disposal, energy efficiency and wastewater management from
Bangladesh and experience with more efficient water management from Pakistan can be
drawn upon. Therefore, one activity includes to replicate successful training and advisory
formats based on the results of the TC projects in Bangladesh and Pakistan in other
countries in the region. In addition, the project promotes the improvement of demand-
oriented training and further training courses at universities and vocational training
institutions in the region, based on the experience of the German-Bangladesh Higher
Education for Sustainable Textiles (HEST) network. In the course of 2020 HEST will build up
the capacities of two universities in Bangladesh to conduct chemical management trainings
self-reliant and independent, based on the chemical management training materials of GIZ
from PSES. At the moment the universities develop a business plan for the future. HELD will
be the successor programme of HEST in Bangladesh.
Milestones: 1 curriculum revised; 3 adapted training formats available in another country of
the region.
The achievement of output indicators under output 5 and the module indicator M5 are
the full responsibility of the contractor.
Output 5: Preconditions to strengthen the capacities for sustainable environmental and

resource management are improved transnationally.
Indicators 5.1:
12
• 5 country specific measures to improve the capacities to comply with environmental
standards on a company level (e.g. national requirements, international supply chain
requirements) are implemented on the basis of regional experiences (e.g. through
integrated development partnerships with the private sector/iEPWs). The following
criteria should be met for the measures:
▪ Single events should be avoided to improve capacities long term.

▪ Measures should be designed to ensure that factories have easy
access.
▪ Policy recommendations should advice for sustainable changes in the
sector
▪ Possible activities could include capacity development for business
providers/ToT; Round Tables with relevant stakeholders; Organisation
of STAR Network Conference, Establishment of partnerships with
brands and certifiers like Bluesign, ZDHC etc.
Measures should be presented as part of the inception report by the bidder and clarified with
the programme director.
- Baseline: 0 measures
- Target value (Responsibility of the contractor): 5 measures
Indicator 5.2:
• 10 new trainings- or advisory services to strengthen the capacities of public, private and
civil society actors to improve the ecological sustainability in the textile and garment
sector, based on regional experience, are available.
- Baseline: 0 training or consulting offers

- Target value (Responsibility of the contractor): 10 trainings or consulting offers
Key activities foreseen under output 5 shall focus on
- Expert advice on environmentally relevant teaching content (e.g. environmental

management, wastewater treatment, dyeing technology) in curricula of relevant
training institutions. This activity will be carried out in close coordination with HELD or
the successor programme HELD in Bangladesh to avoid overlap.
- Qualification of trainers and capacity development of training institutes on
certifications relevant for the BMZ’s Green Button.
- Roll-out of trainings and advisory services for companies on country specific topics
based on the minimum environmental standards of the BMZ’s Green Button service
(defined above) in cooperation with local service providers and international
procurement companies. Expert advice and training on extended resources
management (water and energy) and waste management with focus on solid waste
and waste water according to the minimum requirements of the BMZ’s Green Button.
- Development and implementation of modular training courses in chemical
management based on existing GIZ tools and aligning with ZDHC initiative. This
activity will be carried out in close coordination with HEST or the successor
programme HELD in Bangladesh to avoid overlap.
- Collection, processing and dissemination of business cases from the region for the
economic benefit of improvements in environmental sustainability at company level.
The interventions shall be developed based on the experiences of GIZ Country programmes
and previous successful formats in the field of environmental management in the textile
sector. For example, activities in chemical management can rely on the vast repository of
good practices from the GIZ textile cluster program in Bangladesh. In this context, successful
approaches on propagation of chemical management, including approach for company
13
outreach and development of trainer pools (in line with GIZ CM Toolkit, Partnership for
Sustainable Textiles and ZDHC) were developed and shall be replicated in Pakistan and
Vietnam as far as possible.
Based on the assessments that have taken place the focus of the activities shall be defined
country specific as followed:
• Bangladesh: chemical management1, water resource management

• Pakistan: Resource efficiency (energy efficiency, water resource management and
efficient use of water, chemicals management) and solid waste management
• Vietnam: chemical management, resource efficiency (energy efficiency and/or water
resource management)
The country specific focus is detailed in the following:
Key activities Bangladesh:

• Training Needs Analysis (TNA) on environmental management for relevant stakeholder
groups (private enterprises and public regulators, universities and training institutions),
based on existing information.
• Capacity Development (CD) strategy for environmental management
• Improvement of existing training courses on chemical management and resource
efficiency based on GIZ tools and elaborate further e-learning methods for promotion
and conduction trainings.
• Impact assessment on sectoral interventions in cooperation with BGMEA, BKMEA,
AMFORI or ZDHC.
• Supporting universities and vocational institutions to implement exiting training curricula
being jointly developed with the HEST.
• Conduct Training of Trainers (ToT) on chemical management and water resource
management in cooperation with local providers of business services and international
sourcing companies.
• Strengthen local supporting structure on chemical management e.g.:
▪ Joint information platform on trainings in Bangladesh (ZDHC, Amfori,
SAC, Partnership for Sustainable Textiles, BGKMEA, BKMEA and
others).
▪ Alignment of training certificates (covering also a differentiation on
training intensity, contents, criteria on pass/ fail).
▪ Joint monitoring platform on status of chemical management and
impact of trainings and other interventions.
• Engage with international sourcing companies to promote international brand
requirements/standards such as ZDHC.
• Adaptation of CD material on water resource management from Pakistan to the
Bangladeshi context (if necessary) and integrate it at existing training institutes and/or
universities.
• Provide CD for BKMEA and BGMEA and other relevant stakeholders awareness and
strengthen knowledge sharing on chemical management and water resource
management among textile factories on a regional level.
• Collection, processing and dissemination of business cases and best practices on
chemical management and water resources management from Bangladesh at company
level which are appropriate to being implemented on large scale.
1 Also called “Resource-efficient management of chemicals” (REMC).
14
Key activities Pakistan:
• On demand a comprehensive situation and stakeholder analysis of existing service
providers, which integrates already existing information. Coordination with those
projects, who already have a comprehensive overview of the stakeholders;
• TNA on chemical management and resource efficiency for relevant stakeholder groups
(private enterprises and public regulators, universities and training institutions);
• CD strategy for chemical management and resource efficiency;
• Adaptation of Capacity Development material on chemical management from
Bangladesh to the Pakistani context (if necessary) and integrate it at existing training
institutes and/or universities in Punjab;
• Developing of Capacity Development material on resource efficiency, inclusive material
recycling adapted to the country-context;
• Anchoring modular training in curricula of universities and vocational training institutions;
• Conduct Training of Trainers (ToT) and CD with local service providers and international
sourcing companies;
chemical management and solid waste management from Pakistan at company level.
Key activities Vietnam:

• On demand assess and describe environmental and resource efficiency aspects in the
textile sector in Vietnam related to national and international standards and guidelines,
enforcement practices as well as customer requirements/standards and engagement
strategies;
• Identify and map potential industrial zones with high prevalence of textile industries;
• Research and outline regulatory framework regarding environment and chemicals
management (including chemical safety) in Vietnam (e.g. environmental laws, emission
control acts, sectoral guidelines with respect to environmental practices) as well as
governance mechanism and institutions involved in its enforcement;
• Identify and outline if Environmental Management Systems (e.g. ISO14001, others)
encouraged by the government bodies and actively followed by larger enterprises and
SME;
• Map ongoing and proposed initiatives by multilateral, international, national players
working in the advancement of the Vietnamese textile sector with special focus on
addressing environment related issues;
• TNA on chemical management and resource efficiency for relevant stakeholder groups
(private enterprises and public regulators, universities and training institutions)
• CD strategy for chemical management and resource efficiency
• Adaptation of developed training course on chemical management and resource
efficiency to the country-specific context, if needed, and promote its integration at existing
training institutes and/or universities
• Anchoring modular training on chemical management and resource efficiency in curricula
of universities and vocational training institutions
• Conduct Training of Trainers (ToT) in cooperation with local providers of business
services and international sourcing companies.
• Engage with international sourcing companies to promote ZDHC as international brand
requirements/ standards
• Provide CD for Vietnam Garment Manufacturer Association to enhance awareness and
strengthen knowledge sharing on chemical management among textile factories
chemical management from Vietnam at company level.
15
Deliverables of the contractor related to Output 5:
• Country-specific plan of operation for Bangladesh, Pakistan and Vietnam to be approved

by the DV of FABRIC in close consultation with bilateral project representatives of the
countries FABRIC is working.
• Documentation of country-specific capacity building measures
• Adapted and developed training formats, materials and/or advisory services
• Training schedules and feedback forms
• Documentation of “Business cases”, e.g. in form of fact sheets
• Baselines according to GIZ monitoring system.
3.5. Milestones
As shown in the following table, specific milestones are to be reached at specific points
during the contract term:
As shown in the following table specify milestones related to the implementation of the
measures described above. The milestones including timing are shown in the table below.
Milestones shall be integrated in the preliminary work plan and schedule.
Milestone Estimated Schedule (# of month after contract

award)
Inception report and plan of operation delivered 3 Months
for approval
Planning workshop with GIZ FABRIC Team 3
and Programme Managers of bilateral
projects in Bangladesh and Pakistan
Related Output 1
Detailed suggestions for regional events and 3 (as part of plan of operations)
knowledge formats, to be developed in close
consultation with GIZ
Implementation of Events 1 and 2 12
Events 3-5 24
Event documentation and evaluation, including 4 weeks after the event, as per requirements of
survey as per indicator 1.2 GIZ FABRIC monitoring system.
Related to Output 5
Country-specific capacity measures defined, and 3 (included in the OP mentioned above)
concept approved
Implementation of country specific measures 1 12
and 2 as per indicator 5.1
Implementation of country specific measures 3 24
to 5 as per indicator 5.1
Establishment of 3 new trainings- or advisory 12
services to strengthen the capacities of public,
private and civil society actors
Establishment of further 7 (in total 10) new 27
trainings- or advisory services
16
4. Technical-methodological concept
Introduction
Capacity development is the process through which people, organisations and societies –
under their own responsibility – expand their capacity. This means they mobilise, adapt and
expand their skills and knowledge to manage their own sustainable development and adapt
this to changing conditions. The support provided by external partners to capacity
development is intended to facilitate this process and enable the actors involved to expand
their proactive management capabilities. The support and advisory services (where
appropriate) address various levels in the partner country and are designed to bring on board
and strengthen various actors from government, civil society and the private sector in equal
measure.
When commissioned, GIZ designs the its projects using its Capacity WORKS management
model. Projects are understood to be cooperation systems, whose actors – generally GIZ
and its partner organisations – have reached agreement on objectives and results. In order
to accommodate the various perspectives in the objectives-focused design of the
cooperation system, Capacity WORKS employs five success factors: strategy, cooperation,
steering structure, processes, and learning and innovation.
Objectives for the bidder
In the bid, the bidder is required to show how the set objectives and results are to be
achieved from the aforementioned perspectives (see Chapter 3). The bidder should refer
here to the existing documents for the overall project/programme and apply these in the
section for which it is responsible. In addition, it must describe the project management
system in the narrow sense. Repetition of information in existing documents should be
avoided. The limits on text length must be observed (see Chapter 8).
4.1. Strategy
Introduction
The cooperation system is successful if the cooperation partners agree on a clear and
plausible strategy for achieving the jointly negotiated objectives. The strategy indicates how
changes in the partner’s system are to be brought about. As systems are driven by people,
organisations and society, the strategy must take into account the capabilities they need in
order to bring about the desired changes (Element Capacity Development Strategy).
The bidder is required to interpret the objectives for which it is responsible and to carefully
review the terms of reference. Following this, the bidder presents and justifies the strategy
with which it intends to achieve the objectives and results for which it is responsible (see
Chapter 3). The relevant instructions/directives in the module proposal (section 5) and other
strategy directives (see annexes) must be taken into account. Repetition of information
contained in the description of the implementation approach (see Chapter 4.4) is to be
avoided.
Number of pages: 2 (DIN A4)
17
4.2. Cooperation
Introduction
Good cooperation is based on trust and the negotiation of appropriate forms of collaboration
with clearly defined partners and roles. Cooperation partners have specific mandates,
capacities and opportunities for exerting influence; specific interests and attitudes with regard
to the change objectives, and specific formal or informal relations to other actors.
The bidder is required to present the actors involved in that part of the cooperation system
under the bidder’s responsibility and to describe their interactions. The bidder must develop a
concept showing how cooperation with these actors is to be set up and put into practice. The
relevant instructions/directives in the module proposal (in particular section 4) and other
documents (see annexes) are to be taken into account. The bidder is required to work in
close cooperation and consultation with other GIZ projects active in this field, in order to profit
from synergize and activities of FABRIC and other project activities don’t collide.
4.3. Steering structure
Introduction
Top-down management decisions do not work in cooperation systems. A steering structure is

therefore required that reflects agreements on how participants jointly prepare and take
relevant decisions. Such decisions affect the strategic or operative level, resource and
conflict management, implementation control and monitoring. In establishing an efficient
steering structure, it is particularly important to take the subsidiarity principle into
consideration.
Results-based monitoring systems enable us to observe and steer project development with
the focus on results and the achievement of objectives. Ideally, this system can access the
data available in the partner country and so avoid creating parallel structures.
The bidder is required to present and explain its approach to steering the project in
cooperation with the project partners.
The contractor plays an active role in the results-based monitoring of the project. The bidder
is therefore required to describe its contribution to results-based monitoring and the
associated challenges.
4.4. Processes
Introduction
The inputs provided by the cooperation partners can be allocated to various joint processes.
Service delivery processes relate to the objectives of the cooperation system. Cooperation
processes underpin service delivery processes through the coordination of various actors.
Learning processes are necessary in order that the actors consider the quality of service
delivery and undertake the necessary changes. Support processes are packages of tasks
18
that underpin all the other types of processes. Steering processes form the legal, political
and strategic framework for all other types of processes.
The bidder is required, possibly on the basis of existing project documents (see annexes), to
describe briefly the key processes for which it is responsible. It is to describe the service
delivery processes in such detail that it is possible to present and explain a plan of
operations for the strategy offered in Chapter 4.1. In so doing, it must describe the necessary
work steps, give due consideration to and if necessary, supplement the milestones in
accordance with Chapter 3, and draw up a schedule. The bidder should also outline how the
partner contributions can be integrated into the implementation process.
4.5. Learning and innovation
Introduction
People, organisations and society must undergo a learning process if the cooperation system
is to be capable of reacting to change. Learning and innovation are rooted in knowledge. A
knowledge management system in a project or organisation identifies and stores relevant
and experiential know-how and prepares this for subsequent exchanges, both with other
projects and within the partner organisation.
At societal level, scaling up refers to a consciously selected, targeted impetus for anchoring
and disseminating experience and knowledge. Vertical scaling-up involves institutionalising
strategies/approaches that have already been successfully piloted. In horizontal scaling up,
the piloted strategies/approaches are transferred directly between comparable organisations.
Functional scaling-up involves transferring strategies, approaches, methods, and lessons
learned etc. to a new context.
The bidder is required to describe its contribution to knowledge management for the partner
and GIZ. The following tasks are to be taken into consideration:
• The contractor expresses willingness, if required, to support project assistants or staff

members on temporary placements who, in the context of GIZ’s separately financed
training programmes for junior employees, work in and undertake special tasks for the
project.
• The contractor provides support in implementing a project evaluation as applicable with
special emphasis on ensuring sound knowledge management.The bidder is required to
present and explain measures that promote horizontal or vertical scaling-up effects.
4.6. Project management of the contractor
• The contractor is responsible for selecting, preparing, training and steering the experts
(international and national, short and long term) assigned to perform the advisory tasks.
19
• The contractor makes available equipment and assumes the associated operating and
administrative costs.
• The contractor manages costs and expenditures, accounting processes and invoicing in
line with the requirements of GIZ.
• The contractor reports regularly to GIZ in accordance with the AVB (‘Terms and
Conditions’) of the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ)
GmbH from 2018.
In derogation from GIZ AVB (2018) the contractor submits the following reports:
• Inception Report (in English), three months after contract award

• Yearly contributions to reports to GIZ’s commissioning party (in German or English), one
month before submission of overall project progress report to BMZ by GIZ. Next deadline
for the consultant March 31, 2021.
• Brief half-yearly reports on the implementation status of the project (5-7 pages in
English), counting from day of contract award
• The final report (in English) is due at the end of the contract period
In its bid, the bidder describes its approach to and the procedure it intends to adopt with
respect to coordination with and within the GIZ project.
The bidder is required to draw up a personnel assignment plan with explanatory notes that
lists all the experts proposed in the offer; the plan includes information on assignment dates
(duration and expert months) and locations of the individual members of the team complete
with the allocation of work steps as set out in Chapter 4.4.
The bidder is required to describe its backstopping concept. The positions for technical and
administrative backstopping must be supported through informative, brief CVs.
The following services are part of the standard backstopping package, which (like ancillary
personnel costs) must be factored into the fee schedules of the staff listed in the offer in
accordance with GIZ AVB 5.4.
• Service-delivery control
• Managing adaptations to changing conditions
• Ensuring the flow of information between GIZ and field staff
• Contractor’s responsibility for seconded personnel
• Process-oriented technical-conceptual steering of the consultancy inputs
• Securing the administrative conclusion of the project
• Ensuring compliance with reporting requirements
• Providing specialist support for the on-site team by staff at company headquarters
• Sharing the lessons learned by the contractor and leveraging the value of lessons
learned on site.
Number of pages: 4 plus 2 for the CVs of the two back stoppers (DIN A4)
4.7. Further requirements
The bidder must explain how it intends to comply with the do-no-harm approach in its area of
responsibility.
The bidder is required to explain and provide specific evidence (as far as possible) of how
national resources (e.g. national institutions, network partners etc.) are to be leveraged within
the framework of service delivery.
20
5. Personnel concept
5.1. Requirements of the personnel concept
The bidder is required to provide personnel who are suited to filling the positions described,
based on their Curriculum Vitaes (see Chapter 8 and Annex 1: CV-template), the range of
tasks involved and the required qualifications. The CV is to provide clear information and
references about number of years of working experiences, number of projects in the relevant
sector. The latter includes: (i) specification of project, (ii) responsibility within the project, (iii)
inputs and results provided by the expert and (iv) project value and duration (v) work duration
of the individual expert in the project in person months.
The below specified qualifications represent the requirements to reach the maximum number
of points.
International long-term expert: Team leader (TL)

Tasks of the team leader
- Overall responsibility for the advisory package of the contractor
- Ensuring the coherence and complementarity of the services of the contractor with
other services delivered by the programme at local and national level
- Strategy, implementation, monitoring and evaluation of capacity development
measures for local partners in the following areas chemical management, solid waste
management, water resource management, resource efficiency
- Consideration of cross-cutting themes (e.g. gender equality)
- Personnel management, in particular identifying the need for short-term assignments
within the available budget, as well as planning and steering assignments and
supporting local and international short-term experts
- Quality assurance output of national long-term experts
- Ensuring results monitoring is conducted
- Regular reporting in accordance with deadlines to GIZ’ officer responsible for the
commission (DV)
- Responsibility for controlling the use of funds and financial planning in consultation
with GIZ’s officer responsible for the commission
- Supporting the officer responsible for the commission (DV) in updating/adapting the
project strategy, in evaluations and in preparing a follow-on phase
- Communication and public relation in consultation with GIZ’s officer responsible for
the commission
Qualifications of the team leader

- Education/training (2.1.1): University qualification (Master or German ‘Diplom’) in
environmental management, chemical engineering, industrial engineering, or other
relevant
- Language (2.1.2): Good business language skills in English (C2 of the Common
European Framework of References, CEFR)
- General experience (2.1.3): 15 years of professional experience in the industrial
environmental management sector
- Specific professional experience (2.1.4): 5 international projects in the last 10 years in
chemical, textil and aparell sector, with clearly defined role and responsibility of one
person months each.
- Leadership/management experience (2.1.5): 3 international projects during the last 5
years as project team leader or manager with budgetary responsibility in a company
of six person months each
21
- Regional experience (2.1.6): 8 years of experience in projects in Asia (region) - 4 out
of 10 points, 5 years in projects in Bangladesh, Pakistan or Vietnam (country) – 6 out
of 10 points
- Development Cooperation (DC) experience (2.1.7): 10 years of experience in DC
projects
- Other (2.1.8): Evidence of participation in Capacity WORKS training – 6 out of 10
points, 3 years’ experience in financial management – 4 out of 10 points
National long-term Expert 1: National Deputy Team leader for environmental

management based in Bangladesh
With the following tasks
- Deputy Project Manager: Focal point in absence of the TL and contact person for
GIZ’s officer responsible for the commission (DV)
- Reports to GIZ’s officer responsible for this commission (DV)
- Support to the TL in regionally organizing logistics of Short-Term experts
- Support to the TL in coordinating regional cross-learning events, conferences,
workshops and strategic exchanges
- Support to the TL in developing the regional implementation strategy
- Monitoring national indicator, milestones and activities
- Develop and monitor TNA and CD strategy for chemical management and resource
efficiency
- Revision and improvement of existing training courses on chemical management
based on GIZ tools and aligning with ZDHC initiative in at training institutes and/or
university
- Supervise anchoring modular training in curricula of universities and vocational
training institutions
- Organise Training of Trainers (ToT) on chemical management and resource
efficiency in cooperation with civil society organisations, local providers of business
- Provide CD for local textiles producers association such as Bangladesh Garment
Manufacturer and Exporters Association to enhance awareness and strengthen
knowledge sharing on chemical management among textile factories
- Collection, processing and dissemination of business cases and best practices on
chemical management from Bangladesh at company level.
Required qualifications
- Education/training (2.2.1): University qualification (Master) in industrial engineering,
environmental management, chemical engineering, textile engineering, MBA,
geography or other relevant
- Language (2.2.2): Fluent language skills in Bengali (mother tongue) – 5 out of 10
points and English (C2 of the Common European Framework of References, CEFR)
– 5 out of 10 points
- General professional experience (2.2.3): 10 years professional experiences in
industrial engineering, environmental management, chemical engineering, textile
engineering, MBA, geography or other relevant
industrial environmental management or related activities, with clearly defined role
and responsibility of one person month each
- Leadership/management experience (2.2.5): 2 projects in the last 5 years in project
management in a management or leadership position of 6 person months each
- Regional experience (2.2.6): not relevant
- Development Cooperation (DC) experience (2.2.7): 3 years in DC – 6 out of 10 points
and 2 years with humanitarian agencies (NGO) – 4 out of 10 points
- Other (2.2.8): not relevant
22
National long-term Expert 1a: National Technical advisor for capacity development
based in Bangladesh
- Support National Team leader in development and monitoring of TNA and CD
strategy for chemical management and resource efficiency
- Coordinates with Technical Expert in Pakistan CD measures in Pakistan
- Support National Team leader in revision and improvement of existing training
courses on chemical management based on GIZ tools and aligning with ZDHC
initiative in at training institutes and/or university
- Conduct Training of Trainers (ToT) on chemical management and resource efficiency
in cooperation with civil society organisations, local providers of business services
and international sourcing companies.
- Support National Team leader in engagement with international sourcing companies
to promote ZDHC as international brand requirements/ standards
- Support National Team leader in providing CD for Bangladesh Garment Manufacturer
and Exporters Association to enhance awareness and strengthen knowledge sharing
on chemical management among textile factories
- Anchoring modular training in curricula of universities and vocational training
institutions
- Adaptation of Capacity Development material on water resource management from
Pakistan to the Bangladeshi context (if necessary) and integrate it at existing training
institutes and/or universities
- Provide CD for Bangladesh Garment Manufacturer and Exporters Association to
enhance awareness and strengthen knowledge sharing on water resource
management among textile factories
Required qualifications (qualification is indicative, position will not be assessed)

- Education/training: University qualification (Master) in environmental management,
MBA, change management potical sciences, social sciences or other relevant
- Language: Fluent language skills in English (C1 of the Common European
Framework of References, CEFR) and Bengali (mother tongue)
- General professional experience: 10 years professional experiences in environmental
management, MBA, change management potical sciences, social sciences or other
relevant
- Specific professional experience: 3 projects in the last 5 years in organisational
development with clearly defined role and responsibility of one person month each
- Environmental management experience: 3 years in project coordination
- Regional experience: not relevant
- Development Cooperation (DC) experience: 3 years in DC and 2 years with
humanitarian agencies (NGO)
- Other: not relevant
National long-term Expert 2: National Technical advisor for environmental

management based in Pakistan
- Focal point in absence of the TL and contact person for GIZ’s officer responsible for
the commission (DV)
- Coordinate all task related to the project in Pakistan
- Coordinates all activities closely with GIZ project staff in Pakistan
- Conduct a comprehensive situation and stakeholder analysis of existing CD service
providers in coordination with CD expert in BGD
23
- TNA and CD strategy on chemical management for relevant stakeholder groups
(private enterprises and public regulators, universities and training institutions), in
cooperation with CD expert in BGD
- Adaptation of CD material on chemical management from Bangladesh to the
Pakistani context (if necessary) and integrate it at existing training institutes and/or
universities in Punjab
institutions
- Conduct Training of Trainers (ToT) and CD with local service providers and
international sourcing companies
- Engage with international sourcing companies to promote ZDHC as international
brand requirements/ standards
- Provide CD for Pakistan Garment Manufacturer Association to enhance awareness
and strengthen knowledge sharing on chemical management among textile factories
chemical management from Pakistan at company level.
environmental management, chemical engineering or other relevant
- Language (2.3.2): Fluent language skills in English (C1 of the Common European
Framework of References, CEFR) – 5 out of 10 points and Urdu (mother tongue) – 5
out of 10 points
industrial engineering, environmental management, chemical engineering or other
relevant
- Specific professional experience (2.3.4): 3 projects in the last 5 years in industrial
chemical management or related activities with clearly defined role and responsibility
of one person month each – 5 out of 10 points and working 3 years with the academic
sector – 5 out of 10 points.
- Leadership/management experience (2.3.5): not relevant
- Development Cooperation (DC) experience (2.3.7): : 3 years in DC – 7 out of 10
points and 2 years with humanitarian agencies (NGO) – 3 out of 10 points
National long-term Expert 3: National Team leader for environmental management

based in Vietnam
- Focal point in Vietnam of the TL and contact person for GIZ’s officer responsible for
the commission (DV)
- Coordinates all tasks related to the project in Vietnam
- Coordinates all activities closely with GIZ project staff in Vietnam
- Assess and describe environmental and resource efficiency aspects in the textile
sector in Vietnam related to national international standards and guidelines,
strategies;
- Identify and map potential industrial zones with high prevalence of textile industries;
- Research and outline regulatory framework regarding environment and chemicals
management (including chemical safety) in Vietnam (e.g. environmental laws,
24
emission control acts, sectoral guidelines with respect to environmental practices) as
well as governance mechanism and institutions involved in its enforcement;
- Identify and outline if Environmental Management Systems (e.g. ISO14001, others)
SME; Map ongoing and proposed initiatives by multilateral, international, national
players working in the advancement of the Vietnamese textile sector with special
focus on addressing environment related issues;
- Conduct a comprehensive situation and stakeholder analysis of existing CD service
providers
- TNA on solid waste management for relevant stakeholder groups (private enterprises
and public regulators, universities and training institutions)
- CD strategy for solid waste management
- Develop CD material on solid waste management inclusive material recycling
adapted to the country-context
institutions
- Conduct Training of Trainers (ToT) and CD with local service providers and
international sourcing companies
- Provide CD for Pakistan Garment Manufacturer Association to enhance awareness
and strengthen knowledge sharing on solid waste management among textile
factories
solid waste management from Pakistan at company level.
environmental management, solid waste management, textile engineering or other
relevant
- Language (2.4.2): Fluent language skills in English (C1 of the Common European
Framework of References, CEFR) - 5 out of 10 points and Vietnamese (mother
tongue) – 5 out of 10 points
industrial engineering, environmental management, solid waste management, textile
engineering or other relevant
solid waste management, recycling or related activities with clearly defined role and
responsibility of one person month each
- Leadership/management experience (2.4.5): 2 projects in the last 5 years in project
coordination in a management or leadership position with budgetary responsibility
with 6 person months each
- Development Cooperation (DC) experience (2.4.7): 3 years in DC and/or with
National long-term expert 3a: National advisor for capacity development based in
Vietnam
- Assess and describe environmental and resource efficiency aspects in the textile
sector in Vietnam related to national international standards and guidelines,
strategies;
- Identify and map potential industrial zones with high prevalence of textile industries;
- Research and outline regulatory framework regarding environment and chemicals
management (including chemical safety) in Vietnam (e.g. environmental laws,
25
emission control acts, sectoral guidelines with respect to environmental practices) as
well as governance mechanism and institutions involved in its enforcement;
- Identify and outline if Environmental Management Systems (e.g. ISO14001, others)
SME;
- Supports the national TL in various tasks
- Supports TNA on chemical management and resource efficiency for relevant
stakeholder groups (private enterprises and public regulators, universities and
training institutions)
- Supports CD strategy for chemical management and resource efficiency
- Supports Adaptation of developed training course on chemical management and
resource efficiency to the country-specific context, if needed, and promote its
integration at existing training institutes and/or universities
- Anchoring modular training on chemical management and resource efficiency in
curricula of universities and vocational training institutions
- Conduct Training of Trainers (ToT) in cooperation with local providers of business
- Engage with international sourcing companies to promote ZDHC as international
brand requirements/ standards
- Provide CD for Vietnam Garment Manufacturer Association to enhance awareness
and strengthen knowledge sharing on chemical management among textile factories

- Education/training: University qualification (Master) in industrial engineering,
environmental management, energy management, water and waste water
engineering, chemical management or other relevant
- Language: Fluent language skills in English (B2 of the Common European
Framework of References, CEFR) and Vietnamese (mother tongue)
- General professional experience: 10 years professional experiences industrial
engineering, environmental management, energy management, water and waste
water engineering, chemical management or other relevant
- Specific professional experience: 3 projects in the last 5 years in resource efficiency
or related activities, with clearly defined role and responsibility of one person month
each.
- Leadership/management experience: 3 years in project coordination
- Development Cooperation (DC) experience: 2 years in DC and 1 year with
National staff: National admin logistic and procurement officer based in Bangladesh
- Support to the Deputy Team Leader
- Administrative and logistical support to the Contractor’s team, in particular, the team
leader
- Coordinate travel arrangement and scheduling of meetings, workshops and trainings
- Assist in needs assessment, specification and procurement of equipment and
services in line with procurement rules of GIZ.
- Under supervision of the national long-term advisor, support coordination of technical
short-term assignments, if necessary
- Participate in relevant local and regional meetings, if required

- Education/training: Degree in accounting, administration or equivalent
- Language: English (C1 of the Common European Framework of References, CEFR) -
and Bengali (mother tongue)
- General professional experience: 5 years in admin/logistics/procurement
26
- Specific professional experience: 3 years of professional experience in
procurement related activities within development projects and 2-years experiences
in the environmental projects
- Leadership/management experience: not relevant
- Development Cooperation (DC) experience: 3 years in DC and 2 years with
Soft skills of team members (soft skills are indicative and will not be assessed)
In addition to their specialist qualifications, the following qualifications are required of team
members:
- Team skills
- Initiative
- Communication skills
- Sociocultural competence
- Efficient, partner and client-focused working methods
- Interdisciplinary thinking
Pool 1: Short-term expert pool – Technical Advisor

With minimum 4 and maximum 8 members in following technical areas: Resource Efficiency,
Chemical Management, Environmental Management, Solid Waste Management and
Recycling. Assignments of 50% of the time in Bangladesh, Pakistan and Vietnam. It is to be
assured that Short-Term Experts can be assigned for activities in those of the three
countries, where their expertise is required. Required profiles are specified below. The task
are as follows:
• Preparation of 10 new training- or advisory services

• Support to the TL in preparing and implementing 5 country specific measures
• Resource persons and technical support for capacity measures as specified in the
country specific Operational Plans
• Resource persons and technical support for 5 regional events
• Technical support to the TL for documentations and evaluations in the course of
project implementation
- Education/training (2.6.1): all experts with University qualification (Master) in
Environmental Management, environmental engineering or other relevant
- Language (2.6.2): all experts with English (C1 of the Common European Framework of
References, CEFR)
- General professional experience (2.6.3): all experts with 15 years professional
experiences in industrial management.
- Specific professional experience (2.6.4):
• 1 expert with 5 international projects in the last 10 years in water resource
efficiency in the textile sector, with clearly defined role and responsibility of one
person month each.
• 1 expert with 5 international projects in the last 10 years in Chemical
Management, with clearly defined role and responsibility of one person month
each
• 1 expert with 5 international projects in the last 10 years in Environmental
Management in the textile sector, with clearly defined role and responsibility of
one person month each
• 1 expert with 5 international projects in the last 10 years in waste management
and recycling in the textile sector with clearly defined role and responsibility of
one person month each
27
- Regional experience (2.6.5): all experts with 5 years professional experiences in Asia – 5
out of 10 points, 3 years regional experiences (Pakistan, Bangladesh and Vietnam) - 5 out of
10 points
- Development cooperation experience (2.6.6): n.a.
- Others (2.6.7): n.a.
Pool 2: Short-term expert pool – Organisational Development

With minimum 2 and maximum 4 members in following technical areas:
Communication/Capacity Development, Training & Education, E-Learning. Assignments of
50% of the time in Bangladesh, Pakistan and Vietnam. It is to be assured that Short-Term
Experts can be assigned for activities in those of the three countries, where their expertise is
required. Required profiles are specified below. The task are as follows:
• Support to the TL in preparation of 3 TNAs (Pakistan, Vietnam and Bangladesh)

• Support to the TL in preparing and implementing 3 Capacity Development Strategies
(Pakistan, Vietnam and Bangladesh)
• Communication support to the TL in preparation of CD material for 10 training- and
advisory services
• Resource persons and communication support to the TL for capacity measures as
specified in the country specific Operational Plans
• Resource persons and communication support to the TL for 5 regional events
• Technical support to the TL for documentations and evaluations in the course of
project implementation
- Education/training (2.7.1): all experts with University qualification (Master) in
Environmental Management, Social science, MBA, Political science or other relevant
- Language (2.7.2): all experts with English (C1 of the Common European Framework of
References, CEFR)
- General professional experience (2.7.3):
• 1 expert with 15 years professional experiences in in organizational
development
• 2 experts with 15 years professional experiences in training & education
- Specific professional experience (2.7.4):
• 2 experts with 5 international projects in the last 10 years in environmental
management with clearly defined role and responsibility of one person month
each
• 1 expert with 5 international projects the last 7 years in E-learning with clearly
defined role and responsibility of one person month each
- Regional experience (2.7.5):
• 2 experts with 8 years professional experiences in Asia, 5 years regional
experiences (Pakistan, Bangladesh and Vietnam)
• 1 expert with 5 years professional experiences in Asia, 2 years regional
experiences (Pakistan, Bangladesh and Vietnam)
- Development cooperation experience (2.7.6): n.a.
- Others (2.7.7): n.a.
Note: The assessment of the short-term expert pool will be based on the level of compliance
with the set of tasks described in the list above. Individual specialists may cover or contribute
to different subjects.
28
6. Costing requirements
The duration of the contract shall be 23 months (from contract award) at the latest until
30.09.2022.
6.1. Assignment of personnel
International Team leader
Totally 15 person months, 7,5 person months in partner countries (Pakistan, Vietnam and
Bangladesh)
National experts
Expert 1: 23 person months in Bangladesh
Expert 1a: 23 person months in Bangladesh
Expert 2: 23 person months in Pakistan
Expert 3: 23 person months in Vietnam
Expert 3a: 23 person months in Vietnam
National staff
National staff: 23 person months in Bangladesh
Short-Term experts
Short-term Expert pool 1 – Technical Advisor:
Totally 14 person months, 7 person months in partner countries (Pakistan, Vietnam and
Bangladesh)
Short-term Expert pool 2 – Organisational Development:
Totally 6 person months, 3 person months in partner countries (Pakistan, Vietnam and
Bangladesh)
Travel
As the number and duration of travels is flexible a fixed travel budget of totally 200,000.00
EUR will be allocated for all national and international travels of all the experts (international
and national, incl. travel allowances, per diems, accommodation costs, flights and additional
travel cost such as visa, etc.). Please include this budget in your price offer under the
position “5.17 Other costs”. It is expected that all international Long- and Short Term Experts
spend 50% of their working time in the target countries (Bangladesh, Pakistan and Vietnam).
The following figures serve as basis of calculation but may be adjusted in the cause of
implementation:
• 15 international economy flights and additional travel cost (e.g. visas, airport
transportation) for the team leader
• 40 international economy flights and additional travel cost (e.g. visas, airport
transportation) for the Short-Term expert pool 1 and 2
• 30 National economy flights
29
Travels shall be as cost efficient as possible. GIZ’s target is to become climate neutral by
2020. Significant Greenhouse Gas emission can be saved while flying economy class. That
is why the flights have been calculated as economy flights.
The reimbursement of travel cost must follow GIZ travel guidelines.
6.2 Equipment
A budget of EUR 15,000 is foreseen for:
6 Laptops, 1 Desktop, 4 Printer, 3 Beamer.
6.3 Supplies (consumables)
Not applicable - GIZ will provide office space, material, telephone-/ fax and means of
transportation.
6.4 Workshops, training
The contractor implements the 5 regional workshops/study trips/training courses as per

outline above.
The budget provided by the contractor for implementing these activities amounts to EUR
50,000 (renting of venue, renting multimedia, catering, travel cost and honorarium for
participants).
6.5 Local subsidies
-not applicable-
6.6 Flexible remuneration item
A total of EUR 100,000 can be used as flexible remuneration as per GIZ rules. In accordance
with AVB 2018 the budget can be spent upon approval of GIZ Programme Manager. Please
include this budget in your price offer under the position “5.18 Flexible remuneration item”.
The flexible remuneration item covers costs only for items of contractually agreed positions
according to AVB.
7. Inputs of the project executing agency and the GIZ
7.1. GIZ inputs (to be coordinated with GIZ BD and PAK, as well as FABRIC office in
Vietnam)
GIZ is expected to make the following available:
• Workstations in the GIZ offices in respective countries

• Transportation on site with own project vehicle
• Support with Visa (also for family members) and security regulations
8. Requirements on the format of the offer
The structure of the bid must correspond to the structure of the ToR. It must be legible (font
size 11 or larger) and clearly formulated. The bid is drawn up in English.
30
The technical-methodological concept of the offer (Chapter 3 of the ToR) inclusive cover
page, abbreviations and introduction must not exceed 22 pages; the subchapters must not
exceed the specified number of pages.
The CVs must be provided in the specified format (see annex 1),
9. Special agreements
Important elements of the measures put out to tender can be continued within the framework
of a follow-on measure. Individual points:
1. Type and scope: The type and scope of a follow-on contract will be similar to the one
presented in these ToR.
2. Requirements: Commission for the follow-on phase by BMZ.
10. Annexes
1. CV-template
2. Module proposal
3. Impact matrix
4. Results model
5. CD strategy
6. Stakeholder map
31

03-81254875-Terms of Reference

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Terms of reference (ToRs) for the

procurement of services above the

Promotion of Sustainability in the Textile and Garment Industry in Project number:

1. List of abbreviations .................................................................................................. 2

3. Tasks to be performed by contractors ....................................................................10

4. Technical-methodological concept ..........................................................................17

5. Personnel concept ....................................................................................................21

6. Costing requirements ...............................................................................................29

7. Inputs of the project executing agency and the GIZ ...............................................30

8. Requirements on the format of the offer .................................................................30

10. Annexes .....................................................................................................................31

ACT Action, collaboration, transformation

Unlike the Bangladeshi Labour Code, environmental legislation in Bangladesh is seen as

Separate initiatives by the Government of Bangladesh, also supported by international

3. Tasks to be performed by contractors

Involvement of local consulting firms/experts from Pakistan, Bangladesh, Vietnam within

3.2. Reference to the project Outcome and to project Outputs

The contractor will contribute to the module objective:

The project activities are clustered in five output areas as follows:

(1) Prerequisites for a common positioning of the producer countries on essential

3.3. Tasks related to Output 1

Output 1: Prerequisites for a common positioning of the producer countries on essential

Contribution of the contractor to Output 1

Modified Indicator 1.1

▪ Can the topic be seen as linked to one of our events/conferences?

- Baseline value: 0 regional events, 0 knowledge products

Deliverable of the contractor related to output 1:

• Detailed Plan of operation (to be approved by the AV of FABRIC)

3.4. Tasks related to Output 5

Output 5 aims at the transnational improvement of capacities for sustainable operational

Output 5: Preconditions to strengthen the capacities for sustainable environmental and

▪ Single events should be avoided to improve capacities long term.

- Baseline: 0 training or consulting offers

Key activities foreseen under output 5 shall focus on

- Expert advice on environmentally relevant teaching content (e.g. environmental

• Bangladesh: chemical management1, water resource management

The country specific focus is detailed in the following:

Key activities Bangladesh:

1 Also called “Resource-efficient management of chemicals” (REMC).

Key activities Vietnam:

• Country-specific plan of operation for Bangladesh, Pakistan and Vietnam to be approved

Milestone Estimated Schedule (# of month after contract

Objectives for the bidder

Objectives for the bidder

Number of pages: 2 (DIN A4)

Objectives for the bidder

Number of pages: 2 (DIN A4)

4.3. Steering structure

Top-down management decisions do not work in cooperation systems. A steering structure is

Objectives for the bidder

Number of pages: 2 (DIN A4)

Objectives for the bidder

Number of pages: 3 (DIN A4)

4.5. Learning and innovation

Objectives for the bidder

• The contractor expresses willingness, if required, to support project assistants or staff

Number of pages: 2 (DIN A4)

4.6. Project management of the contractor

Objectives for the bidder

• Inception Report (in English), three months after contract award