Self-learning e-Course on Agribusiness Management: Basic, Sep 15, 2016 to Feb 14, 2017


An approximately 70% increase in food production in Asia is required to feed 5.2 billion people on the continent by 2050. Food production and supply in the crop, livestock, and aquamarine sectors, however, are constrained by fragmented supply chains, degraded land, and post-harvest losses, among others. Moreover, agriculture is also the source of nonfood products such as fiber, fuel, timber, medicine, and industrial raw materials. Individuals are thus increasingly needed to manage agribusinesses competently and sustainability in food and nonfood value chains serving both domestic and global markets. Agribusinesses include farms and off-farm enterprises that produce and distribute farm inputs and those that assemble, store, process, and distribute fresh and processed farm commodities and products.

As the World Economic Forum steps up its “Grow Asia” initiative, the scale and impact of agribusiness investments provide opportunities for smallholders and SMEs to be linked to global and regional markets. Public–private partnership and multiple-stakeholder approaches to sustainable, inclusive development have been designed to offer market-based solutions to address production and supply constraints as well as poverty, food security, and safety issues. These solutions must be managed by individuals trained in agribusiness management leadership and decision-making skills. By 2020, such partnership arrangements should reach 10 million smallholder farmers, improving farm productivity, profitability, and environmental sustainability by 20%.

The Asian Productivity Organization (APO), in cooperation with the Development Academy of the Philippines (DAP), is implementing a self-learning e-course that started from September 15, 2016 till February 14, 2017 (5 months), with the objective of providing knowledge and understanding of the multifaceted nature of agribusiness and its management orientation in a globally connected business environment, identifying the strategic and operational agribusiness decisions that managers in Asia make and communicate as well as the ethical, social, and governance challenges managers face, and applying the decision-making process in the various functional areas of agribusiness management using problem-based learning assignments.

The structured self-learning e-course will be implemented through the APO’s dedicated e-learning website: The participants can register on this website and create their own accounts. Ongoing registration started last September 15, 2016 and will end at the closing hours of February 14, 2017.

As the National Productivity Organization, the DAP invites the public to register and participate in this FREE learning opportunity.

Successful participants who passes the final exam will earn a Certificate courtesy of the Asian Productivity Organization (APO), and an opportunity to be invited to participate in a face-to-face training in any of the 18 APO member countries co-sponsored by the APO (subject to other qualification requirements and standards of the project).

For more information, please refer to the poster advertisement or contact the APO/DAP Secretariat at Tel. No. 631-2126, or e-mail at or Attn. Mr. Michael Del Mundo or Ms. Bonna Frias. Other details can also be found at these websites: (DAP); (APO);

Note: Participants from non-APO member countries are welcome to take the course, but will not be provided certificate.

(Re-scheduled) APO Self-learning E-Course on Controlled-Environment Agriculture, March 1 to July 31, 2017

APO Self-learning E-Course on Controlled Environment Agriculture (CEA)

APO Self-learning E-Course on Controlled-Environment Agriculture (CEA)

The challenges of limited land available for food production, growing scarcity of irrigation water supply, precarious weather and changing climatic patterns, and a need to restrict chemical use are paving the way for more CEA production systems to produce a safe, abundant food supply in an efficient, sustainable manner. With such systems, producers are able to manipulate the crop environment to the desired conditions using precise technologies and equipment to improve the efficiency of operations as well as the consistency of products. This has already started with simple CEA systems, but the more advanced systems now available offer greater power and precision.

The Asian Productivity Organization (APO), in cooperation with the Development Academy of the Philippines (DAP), is implementing a self-learning e-course starting March 1 to July 31, 2017 (5 months), with the objective of providing basic knowledge of the concepts and principles of controlled-environment agriculture (CEA), as well as the basic skills, tools, techniques, and technologies of CEA production systems.

The structured self-learning e-course will be implemented through the APO’s dedicated e-learning website: The participants can register on this website and create their own accounts. Ongoing registration starts at 10:00 am on March 1, 2017.

As the National Productivity Organization, the DAP invites the public to register and participate in this FREE learning opportunity.

Successful participants who passes the final exam will earn a Certificate courtesy of the Asian Productivity Organization (APO), and an opportunity to be invited to participate in a face-to-face training in any of the 18 APO member countries co-sponsored by the APO (subject to other qualification requirements and standards of the project).

For more information, please refer to the poster advertisement or contact the APO/DAP Secretariat at Tel. No. 631-2126, or e-mail at or Attn. Mr. Michael Del Mundo or Ms. Bonna Frias. Other details can also be found at these websites: (DAP); (APO);

Note: Participants from non-APO member countries are welcome to take the course, but will not be provided certificate.

APO E-learning Course on Total Productive Maintenance (TPM) applications in SMEs, November 7-10, 2016, DAP Pasig City, Philippines

Poster registration form

Poster registration form

An E-Learning Course on Total Productive Maintenance (TPM) applications in SMEs will be jointly implemented by the Asian Productivity Organization (APO) and the Development Academy of the Philippines from 7 to 10 November 2016 at the Development Academy of the Philippines, located at San Miguel Avenue, Ortigas Center, Pasig City, Philippines.

The course aims to: 1) understand the history, concept, and purpose of TPM; 2) provide participants with practical approaches, tools, and steps to adopt TPM in SMEs; and 3) improve corporate culture and mindset through the improvement of personnel and machine systems.

This E-learning Course is an enriching learning opportunity to interact and exchange ideas with other participants from Cambodia, Fiji, Mongolia and Vietnam virtually through the Video Conferencing platform of the Asian Productivity Organization. International resource speakers will deliver presentations from their home countries. These presentations will be interactive, involving exercises and case presentations, field visit, group discussion and country presentation while allowing participants to ask questions. Each country group will be moderated by a local coordinator. On the last day, a written examination will be conducted to test the participants’ learning from the course. Performance in the examination will be one of the criteria for selection of the participants for subsequent follow-up training course.

Recognizing the importance of this unique online training opportunity, the DAP invites the public to participate in this course. Course Fee is PhP 5,000.00 which covers training kit, Certificate from APO, AM & PM snacks and lunch for four (4) days, and transportation for company site visit.

Interested parties may get in touch with Mr. Homer Alcon or Ms. Nory Evangelio at tel nos. (02) 631-2156 or 631-0921 local 135, or email at, or

APO E-learning Course on Innovative Approaches in Marketing of Agrifood Products, October 25-28, 2016, DAP Pasig City, Philippines

Registration Form

Registration Form

An E-Learning Course on Innovative Approaches in Marketing of Agrifood Products will be jointly implemented by the Asian Productivity Organization (APO) and the Development Academy of the Philippines from 25 to 28 October 2016 at the Development Academy of the Philippines, located at San Miguel Avenue, Ortigas Center, Pasig City, Philippines.

The course aims to: 1) enhance participants’ understanding of issues and constraints faced by farmers and agribusinesses in marketing products in a globalized environment; 2) acquaint participants with the emerging marketing models for agrifood products; and 3) identify those models that can be promoted among and adopted by SMEs in member countries.

This E-learning Course is an enriching learning opportunity to interact and exchange ideas with other participants from Cambodia, Mongolia, Thailand and Vietnam virtually through the Video Conferencing platform of the Asian Productivity Organization. International resource speakers will deliver presentations from their home countries. These presentations will be interactive, involving exercises and case presentations, field visit, group discussion and country presentation while allowing participants to ask questions. Each country group will be moderated by a local coordinator. On the last day, a written examination will be conducted to test the participants’ learning from the course. Performance in the examination will be one of the criteria for selection of the participants for subsequent follow-up training course.

Recognizing the importance of this unique online training opportunity, the DAP invites the public to participate in this course. Course Fee is PhP 8,500.00 which covers training kit, Certificate from APO, AM & PM snacks and lunch for four (4) days, and transportation for company site visit.

Interested parties may get in touch with Ms. Annie Abaya or Ms. Apple Rivera at tel nos. (02) 631-2156 or 631-0921 local 135, or email at or

Report: Mainstreaming Climate Change Adaptation in Agriculture Workshop, April 25-28, 2016, Bangladesh

Ceremonial Photo

Ceremonial Photo

The changing environmental conditions such as rising temperatures, changing precipitation patterns, and increasing recurrence of extreme weather events can have a serious implication on food security due to the adverse effects of climate change on crops and livestock production as well as on forests and marine resources. The negative impacts of climate change can be addressed through mitigation and adaptation approaches. However, while both approaches are important and interdependent, adaptation approaches should be given greater focus because it involves all measures aimed at reducing the negative impacts of climate change as well as the identification of new opportunities and benefits associated with the new climatic conditions.

Agriculture being highly vulnerable to the impacts of climate change necessitates the development of adaptation approaches to enhance crop resilience and strengthen the capacity of farmers to cope with the negative impacts of climate change. Moreover, actions should be taken to mainstream climate change adaptation strategies into agricultural policies and programs. Thus, the following objectives for this workshop:

a. To assess the current status of climate change (CC) adaptations in agriculture and share the best cases of CC adaptations;
b. To review strategies and approaches to mainstream CC adaptation measures, techniques, and activities into the national agricultural development programs; and
c. To formulate strategic action plans to promote mainstreaming of CC adaptation in agriculture.


The adverse impacts of climate change will continue to become the major problem in the agriculture sector as this affects production and threatens food security. As an employee in an institution that is committed to ensure food security through advancement of research that enhances crop performance and productivity, the unpredictability of the effects of climate change is a big challenge that has to be addressed. Climate adapted crops may be developed but without enabling policies to mainstream adaptation strategies, this may be inadequate or even useless. My participation in the workshop will help equip me with useful information on mainstreaming climate change adaptation strategies on other sectors such as the livestock, forestry, marine/aquatic, and complement this with my knowledge on adaptation strategies for crops.

APO WSP on CC in Agri, 2016 3

There were 23 participants coming from Mongolia, Pakistan, Sri Lanka, Cambodia, Thailand, Indonesia, India, Lao PDR, Nepal, Vietnam, Bangladesh and the Philippines. Participants come from various sector that include the academe, agriculture, environment, forestry, water and climate, etc. Participants are either director or head of their climate change center, faculty, researchers or extension workers in their home countries. Aside from me, there was one other participant from the Philippines. She is an Associate Project Officer under the Sustainable Human Development Program of the Development Academy of the Philippines.


The resource persons presented topics on the impacts of climate change on productivity and food security; short term challenges and long term opportunities for mainstreaming climate change adaptation into agricultural planning; agricultural finance policies and possible platforms for financial aid; strengthening agricultural food supply chains against the impact of climate change; OECD experiences in reaching synergies between agricultural production, adaptation and mitigation; and the role of governments in stimulating CC adaptation in agriculture focusing on the experiences of SEA and OECD countries.

The workshop participants also presented a broad range of subject matter covering topics on mainstreaming climate change adaptation on crops, forestry, livestock and pasture, and on land and water resource management; the use of models and early warning systems in predicting/forecasting potential climate related disasters; extensions models to promote climate change adaptation; hydrology models for forecasting/predicting efficient water management; Biodiversity and natural resource ecology management as a tool for successful rehabilitation of low rainfall areas; Integrated Cropping Calendar Information System.

Ms. Annalissa L. Aquino presented a paper on Monitoring the Responses and Productivity of Annual Field Crops and Development of Intervention Strategies to Enhance Crop Adaptation to Climate Change. Since this is a newly started research and data on crop responses are still not available she presented more general information on the current status of farmer strategies to adapt to climate change which include direct seeding of rice, planting high yielding short duration crop varieties, planting drought tolerant crops, relay cropping, and organic farming. The report also presented government and institutional initiatives in response to climate change. Some of the initiatives mentioned in the paper were the development of climate change adapted rice varieties, promotion of organic farming and climate change researchers that include studies on adjusting the cropping calendar and modification of crop management practices.

Philippine delegates Dr. Lisa Aquino of UPLB and Ms. RL Oliva of DAP

Philippine delegates Dr. Lisa Aquino of UPLB and Ms. RL Oliva of DAP


There was a great deal of learnings from all the presentations. My objectives in attending the course and my expectations as a participant were more than met. As a crops person, I learned so much from the presentations on climate change adaptation on livestock, forestry, and the use of extension models to promote CC adaptation as well as the use of hydrology models for efficient water management. Some of the approaches and tools can be modified under Philippine condition and incorporated in future climate change researches. The topics were all interesting and informative and the discussion and exchange of ideas among participants facilitated greater learning not just on the topics presented but on the experiences of the participants and the current situation of each country. The topics presented by the resource persons were equally interesting and informative, which stimulated so many questions from the participants. Moreover, all of the resource persons are very knowledgeable in their respective topics, thus discussion was very stimulating.


The following are the recommendations of the participants related to the project outcome:

a. Develop a national plan for climate change adaptation and integrate the plan with existing agricultural policies.
b. Establish a platform for a more effective dissemination of climate change adaptation strategies.
c. Develop an insurance and financing scheme to help minimize the impact of climate change.
d. Strengthen multisectoral coordination and partnership on climate change mitigation and adaptation.
e. Enhance farmer capacity to use up-to-date information and farm-level decision making on climate change adaptation.
f. Initiate and support researches related to climate change adaptation and mitigation.

Being involved in a multidisciplinary project which focuses not only on crop response/performance to extreme climate events but also on the adaptive practices of farmers, I will share with our farmer partners some of the successful climate change adaptation practices that I learned during the workshop. I will encourage them to modify and try the best practices to find out which are suitable and appropriate to their condition. Helping farmers capitalize on their strengths and encouraging them to innovate on what is already proven effective can be a way to influence change and generate multiplier effect.


University Researcher II
College of Agriculture
University of the Philippines Los Baños
Email: zen.aquino.314 @


Report: Food Safety Management System along Food Value Chains Multicountry Study Mission, May 23-28, 2016, Japan

Group photo with APO Secretary-General Mari Amano

Group photo with APO Secretary-General Mari Amano

Food safety is a worldwide concern. The importance of food safety cannot be overemphasized. The number of food safety crises occurring worldwide in recent years has eightened consumers’ food safety awareness and caused public distrust of increasingly complex global food value chains. Against this background, the food-processing industry has been developing diverse management systems to control food safety and quality along value chains. However, due to a lack of clear understanding of these systems and limited financial and human resources, food-processing SMEs have difficulties in establishing and operating them. With a special cash grant from the Ministry of Agriculture, Forestry and Fisheries of Japan, this study mission is aimed at deepening the understanding of modem FSMS.

The participants were expected to enhance understanding of modem food safety management systems (FSMS) inclusive of HACCP, ISO 22000, and food traceability systems, examine the challenges and opportunities in enhancing such systems; and formulate strategies for adopting the lessons learned from the experience of Japan in other participating countries.

The observational study mission includes field/company visits, resource paper presentations, sharing of country experiences, and individual/group exercises. On Modem FSMS, Food traceability systems, and challenges and options for the private sector in implementing FSMS and traceability systems, especially for SMEs.


As the current Director of an institute mandated to provide technical assistance to the general public on food safety by providing appropriate training programs to suit the needs of the food industry, the objectives of this project totally exemplifies the primary role, our organization plays in the society. Enhancing our understanding on food safety management systems in the food value chain will strengthen our role in the promotion of food safety to the general public, especially our students. This observational tour will also give me a different perspective on the strategies and challenges other countries are facing, and apply the effective management tools and lessons learned from those experiences. The exchange of information among different participating countries is an opportunity to formulate a food safety management system suited to our personal experiences in our own country considering the big postharvest losses in the food value chain. I believe that adopting a food safety system will greatly help both from the perspective of the economy and food safety.

It is also worthwhile to note that although there are companies capable of embracing modern food safety management system such as HACCP, ISO 22000 and food traceability systems, majority of the food companies in my country are still lacking information and even implementation programs with regards to this system. These food companies often belong to the SMEs. I am expecting to learn strategies on how to help even those small food industries compete with the big companies by implementation of such programs in a manner highly adaptable to them.


This study mission tour was participated by a diverse group involved in Food Safety Management System in their respective countries. There are 18 participants (10 male and 8 female) distributed as 10, 5 and 3 participants coming from government agencies, academic institutions and owner or officers of private companies, respectively. The following are the participating countries:

Bangladesh – Ms. Parag
Additional Secretary
Ministry of Industries
Government of the People’s Republic Of Bangladesh

Cambodia – Mr. Phanith Him
Deputy Director
National Productivity Center of Cambodia
Ministry of Industry and Handicraft

China, Republic Of – Ms. Yen-Chi Tung
Specialist, Poultry Industry Section
Department of Animal Industry
Council of Agriculture, Executive Yuan

IR Iran – Dr. Farzaneh Anssari
Head, Food Industry and Agriculture Faculty in Standard Research Institute
Institute of Standards and Industrial Research of Iran (ISIRI)

Dr. Soheyl Eskandari Gharabaghlou
Faculty member and Head of Food Chemistry with Animal Origin Laboratories
Food and Cosmetic’s Supervision and Evaluation
Ministry of Health and Medical Education

India – Dr. Anurag Singh
Assistant Professor
National Institute of Food Technology Entrepreneurship and Management

Dr. Naresh Kumar Sharma
State Nodal Officer (Food Safety)- Punjab
Commissionerate Food and Drug Administration Punjab, India

Indonesia – Mrs. Dini Ririn Andrias
Lecturer/Secretary of Bachelor Degree Program of Public Health, Faculty of Public Health,
Airlangga University

Malaysia – Mr. Bin Ahmad Rumzi
Economy Affairs Officer
Muda Agricultural Development Authority (MADA)

Mongolia – Ms. Ariuntuya Batjargal
Officer, Department of Strategic Policy and Planning
Ministry of Food and Agriculture

Nepal – Mr. Shreeran Neupane
Food Research Officer
Department of Food Technology and Quality Control
Ministry of Agriculture Development

Pakistan – Mr. Kamran Ahmed Siddiqui
Manager of Compliance and Food Regulatory Affairs
Young’s Private Limited

Mr. Waqar Ali Khan
Joint Secretary
Ministry of Industries and Production

Philippines – Dr. Lotis E. Mopera
Director and Assistant Professor
Institute of Food Science and Technology
College of Agriculture
University of the Philippines Los Baños

Sri Lanka – Mr. Lal Keerthi Amarairi Gunawardhana
Chairman, Lucky Lanka Milk Processing Co. Plc.

Thailand – Ms. Pimpan Ngoented
Standards Officer, Professional Level
National Bureau of Agricultural Commodity and Food Standards (ACFS),
Minsitry of Agriculture and Cooperatives

Dr. Suwimon Keeratipibul
Department of Food Technology
Faculty of Science, Chulalongkorn University

Vietnam – Mr. Huu Huyen Tran
Quality Assurance and Testing Center 1


Several methods of learning were utilized during the observational tour. Table 1 below shows the different topics covered during the study mission. The program started with series of lectures from highly qualified resource persons. The lectures started with the landscape of several food safety policies in Japan as well as concrete examples on the adaptation of those policies and the modifications made by the policy makers together with food manufacturing companies. Food safety in general is monitored by at least two government agencies namely: the Ministry of Agriculture, Forestry and Fisheries (MAFF) and the Ministry of Health, Labor and Welfare (MHLW). Certifications of the SMEs were facilitated by the local government unit of each prefecture. However, only the structure of the Tokyo local government on food safety accreditation was discussed. This was complemented by the observational tour which includes different companies in 5 prefectures. The field visits allowed the participants to realize the implementation of the food safety management system in Japan. Further, the field visits as well as the lectures covered the entire food value chain, from the farm to the consumers which exemplifies the implementation of the FSMS in Japan. The participants were allowed to ask question at the end of each lecture or tour.

The participants were divided into groups at the beginning of the tour and were allowed to discuss learning experiences derived from the program. A presentation was made on the last day. Each group was obliged to choose three topics and requested to present country experiences and action plan related to the topics discussed.


Recent Trends of Food Safety: Policy in Japan
Dr. Goichiro Yukawa
Research Center for Advanced Science & Technology,
Tokyo University of Marine Science and Technology

Introduction and Promotion of HACCP and Food Safety Management Systems in Japan
Dr. Yoshihisa Onishi
Technical Adviser
Japan Bentou Association

The Experience of the Japanese Food Processing SMEs on Food Safety and Quality Management
Mr. Shigeru Yoshida
Managing Director
Kamaichi Co., Ltd.

Undertakings to Ensure Hygienic Vegetable Production in Japan and Other Countries
Dr. Yasuhiro Inatsu
Leader of Food Hygiene Laboratory
National Food Research Institute (NFRI),
National Agriculture and Food Research Organization (NARO)

Food Safety Management -Prediction and Precaution with Risk Analysis
Dr. Yoko Niiyama
Agricultural Economics and Food Systems
Division of Natural Resource Economics
Kyoto University

Traceability in Food Chain; General Principles and Status in Japan
Dr. Yoko Niiyama
Professor of Agricultural Economics and Food Systems
Division of Natural Resource Economics
Kyoto University

APO MOSM on FSMS, 2016 3


  • Mishima Foods, Kanto Factory,
  • Food and Agricultural Materials Inspection Center (FAMIC)
  • Meiji Naruhodo Factory Osaka
  • Graduate School of Agriculture, Kyoto University
  • AEON Agri Create Co., Ltd., Mikisatowaki Farm
  • Yamasa Kamaboko Co., Ltd, Yumesaki Factory
  • National Agriculture and Food Research Organization (NARO)
    (i) Research Institute of Food and Agriculture
    (ii) National Institute of Food Research

Megumilk Snow Brand Co., Ltd, Ami Plant

APO MOSM on FSMS, 2016 2

The archipelagic nature of Japan proved to be a challenge in the implementation of the food safety program of the government. However, this disadvantage was not reflected in several companies that we have visited. The central government has managed to cascade the responsibility of handling food safety concerns to the local government down to the small companies and retailers. It enables the participation of the municipality in the implementation of food safety programs mandated by law through a certification system monitored by national government agencies. Through this system the objectives of the government in achieving food safety throughout the country is translated to everyone. From my point of view as an educator, it is important. A highly inclusive program will enhance cooperation amongst the member of the community. This is what makes a FSMS effective. Community involvement also make is easier to control quality assurance concerns in term of food safety. Farmers for instance are well aware of their role in the entire food value chain. Everyone’s role is important and accounted for. This is the Japanese way and is an effective one.

This highly organized food safety management system of Japan was well presented in this study mission. Particularly noteworthy is the fact that the Japanese have manage to modify some international guidelines on Food Safety and have adopted such in their own country. Not forgetting globalization, most companies adopt the HACCP as well as ISO programs but they have incorporated certain modifications such as incentivizing and constant retooling of their employees for their awareness of food safety system.

These simple methods of compliance to the companies regulations on food safety system allowed the participants to realize that implementation of food safety programs are possible even if highly sophisticated equipment are absent. But of course, those equipment are completely necessary for companies who catered to a bigger market. For instance, mechanized air curtain/blower before entry to the production area is a must for most companies we visited in Japan. In the Philippines, only multinationals or big companies can afford to employ such inside the workplace. The use of PPE, which is high adaptable in the Philippines, can be imitated for implementation food safety system. Although most companies in the Philippines as well aware of ISO and HACCP, I have only visited a few food companies who adopt the complete PPE uniform to comply to ISO or HACCP.

The visits to the companies were complemented by the lecture before the field visits. The lecturers were very effective in providing an understanding of how the Japanese laws, policies and guidelines have evolved through the years with food safety of the general public in mind and how the Japanese government addressed those issues. The traceability within the food value chain was well articulated particularly by the Prof. Niiyama of Kyoto University. She emphasized the importance of having a food safety management system to stay on top of the situation in case there is a deviation from the implemented food safety system. Her examples as well as the examples of the other speakers gave a comprehensively describe the entire food value chain together which makes it easier for the participants to understand the observational tour later in the program.

The participants were also given the chance to interact and share their own experiences. In general, majority of the ASEAN countries shared the same challenges as the Philippines. Implementation of FSMS, however, varies per country depending on the policies of the government.

All the companies and resource persons were one and the same in saying that a comprehensive food safety system should be implemented by 2020 in time for the Tokyo Olympics, again, the Japanese had public safety in mind, the very reason why a food safety management system should be in place.


Majority of the participants from the member countries concluded that Food Safety Management is not a task by a single agency rather it requires a multidisciplinary (involving the food sector, health sector and agriculture and other related agencies) approach to formulate an effective program. In general, it is recommended that APO and its member countries should consider the role of SMEs in the implementation of a Food Safety Program. The APO can participate in educating the policy making bodies in the formulation of guidelines for food safety management by conducting similar training programs.

In the Philippines, a Food Safety Act with Implementing rules and regulations have already been released. However, this information is probably not known to almost all of the SMEs in the country. The NPO should take part in the promotion and education about the Food Safety Act and probably help capacitate some SMEs in terms of finances for adopting a Food Safety Program. The NPO should also encourage the participation of government agencies with capabilities to conduct training programs on Food safety management system. NPO should also participate in conducting training programs for farmers, entrepreneurs, processors, LGUs, etc. to encourage participation in implementing the provision of the Food Safety Act. In addition, the implementation is a function not only of the DOH who is in charge of the implementation of the law but requires the participation of other agencies as well. Just like the system in Japan, the Ministry of Health, Labor and Welfare together with the Ministry of Agriculture, Fishery and Forestry should be take part in monitoring and evaluation of the provisions of the Food Safety Act. On this note, UPLB, specifically the Food Science Cluster have always take part in the process of policy making by attending forums and writing position paper on the implementation of certain provisions.

The knowledge gained from this study mission can easily be disseminated through the students in various courses handled by the institute. These students will used the knowledge gained in their respective workplace usually in food companies and other academic institutions upon graduation or even in their own food businesses. Extension activities like preparation of IEC materials like videos, poster together with the students can also help in promoting food safety systems. The FSC also helps SMEs in laboratory analysis and gives technical advice for product registration as part of the implementation of the Food Safety Act.


Assistant Professor and Director
Institute of Food Science and Technology
College of Agriculture
University of the Philippines Los Baños
Email: lemopera @

Report: Labor-Management Relations for Policymakers, Labor Unions and Top Management Forum, May 17-19, 2016, Japan

Forum delegates group photo

Forum delegates group photo

Labor-Management relations refer to the system in which employers, workers, and their representatives, and, directly or indirectly, the government, interact to set the ground rules for the governance of work relationships.

Maintaining sound industrial relations while companies grow is beneficial to both labor and management.  Needless to state is the fact that the whole nation stands to gain from this, too. Companies with good productivity records provide a link between labor-management relations and growth.  Thus, there is an increased interest in finding the key towards good labor-management relations and economic growth.

This, in essence, is the central theme of the Forum – attaining sound and stable industrial relations and improved productivity using Japan’s success story as a model and rallying point. Japan successfully shifted from tumultuous industrial relations to a harmonious one with accompanying boost in productivity for the entire nation.  This story is worth taking a serious look at for from it, valuable lessons could be learned and adhered to.

Organized and implemented by the Asian Productivity Organization (APO), the Forum was a three-day gathering aimed to identify the roles of government, national trade unions, and employers/management in promoting constructive labor-management relations for productivity improvement.


I am directly involved in the maintenance of harmonious labor-management relations through conciliation-mediation of labor disputes and I inevitably touch on and impact their (labor and management) relationship through policy formulation and program development relative to labor-management relations and dispute prevention and settlement.  Policies and programs are geared towards a shift in labor-management relations from adversarial to a more cooperative and participative relationship.  This is achieved through the promotion of social dialogue, tripartism, and alternative dispute resolution schemes such as conciliation-mediation and bipartite mechanisms like grievance machinery and labor-management council/committee where labor and management settle their differences through negotiation, dialogue, and mutual agreement.

Thus, my participation in the Forum was premised on the knowledge and deeper appreciation that I would gain on the  labor-management relations as well as labor legislation in Japan, distinct links between labor relations and productivity, innovative ways to enhance labor-management relations and productivity, and ways to improve government services towards maintenance of stable labor relations.  I would love to hear and learn from the experiences of Japan and my co-participants in managing labor-management issues and enhancement of labor relations and productivity.


Thirty-two men and women from government, union, management, and private organizations of 16 participating countries in the Asia Pacific region participated in the Forum.

The Philippines was represented by Mr. Alan A. Tanjusay, Policy Advocacy Officer of the Associated Labor Unions – Trade Union Congress of the Philippines (ALU-TUCP), Ms. Pag-asa L. Dogelio, Program Officer IV of the Development Academy of the Philippines, and the undersigned, Maria Teresita L. Cancio, Acting Deputy Executive Director of the National Conciliation and Mediation Board, an agency attached to the Department of Labor and Employment.


The Forum was conducted using interactive presentations, exchanges of information and experiences, discussions on case studies, group discussions and workshops, and site visits on the seven topics:

1. Productivity Movement and Labor Management Relations in Japan
2. Current Issues on Industrial Relations in Japan and Asian Countries
3. Management Viewpoint and Task for Constructive Japanese Labor Management Relations
4. The Role of Trade Unions for Constructive Industrial Relations among Japanese Multi-national Companies in Overseas especially in Asian Countries
5. Labor Policies and Measures on Industrial Relations in Japan
6. Site visit at JTUC-RENGO, Activity and Present Situation of RENGO and Task/Challenge/Role of RENGO
7. Site Visit at Suntory Co., Ltd, In-company Communication such as Labor Management Joint Consultation

Site visit at JTUC-RENGO

Site visit at JTUC-RENGO

Learning Points and Personal Insights

Essential points taken from the presentations, discussions, and site visits include the following:

1. Labor and management relations have always been adversarial.

This is so because the two take each other as natural and perennial enemies.  Management regards labor as an entity that is out to demand every conceivable thing, thus, eats away profits of the company.  Labor is seen as a rival in the control and running of the company’s operations.  On the other hand, labor sees management as uncaring and insensitive to its plight and disregards its rights to just and fair share of the fruits of production.

Japan had its share of labor disputes with some ending in protracted battles and strikes with one lasting 120 days before it was finally settled.  These disputes wrought havoc on Japan’s economy.

2. The need to shift from confrontational relationship to a more collaborative one should be a prime objective of every company and country.

Undoubtedly, this entails hard and persevering work.  One must remember that cooperation is never possible in an environment of mistrust and doubts. Sincere and effective communication and information sharing are vital to building trust which is the foundation of cooperative action.    Thus, trust building must be a continuing activity.

Cooperation should be evident in every company undertaking – from formulating goals and working to achieve them, identification of problems and finding solutions, improvement of work processes, eliminating/reducing wastage to fun activities like sports fest and company outings.  Cooperation is proof that workers’ voice is heard and listened to, considered and reflected on, counted and respected.

As demonstrated and confirmed by the Japan experience, cooperative action is vital in the attainment of growth and development of firms and industries, which, in turn, should lead to the improvement of working and living conditions of workers.  Development that does not yield any positive change on the lives of workers is a hollow one, and will, sooner than later, blow up as one big farce.

3. Enactment of labor laws was not enough to assuage labor and halt labor unrest.

In Japan, three important labor laws (Trade Union Law, Labor Standards Law, and Labor Relations Adjustment Law) were passed and freedom of trade union activities was guaranteed, but still, labor disputes continued to break loose.

Labor unrest could not be totally contained by passage of significant edicts as there is more to it than could be addressed by laws.  Labor disputes arise not only for economic reasons but for psychological, ideological, and political causes as well.  These can never be countered and fulfilled with laws alone but are best resolved through a host of other interventions, foremost of which is direct engagement with workers.

Workers must be accepted, motivated, and appreciated as worthy contributors to the growth of the company.  They should be given opportunities to participate in the management of some aspects of their employment through consultation on matters that affect them.  Their demand for greater economic security which translates to job assurance must likewise be looked into, thus, avenues for discussion of issues that lead to termination have to be in place.  All these spell recognition of the workers’ voice and immediate response from management.

4. There is not a single way to lift a country from its dire situation.

In 1945, Japan was, literally, in ruins.  This reality was made worse by labor unrest.  Labor laws and policies were not enough to lift the country from the doldrums.  Japan used not a single tactic to rebuild itself.  To reconstruct its economy, it used a combination of measures, namely, productivity movement, quality improvement of products, and infrastructure development.

Japan’s success shows that growth and development cannot come from working on just one aspect of a nation’s existence.  For development to be possible, sustainable, and inclusive, there must be a system of interrelated schemes that supports and backs the others.  The proper approach must be holistic, complete, and full.

5. Japan’s Productivity Movement

The Productivity Movement which is one of the three pillars of Japan’s economic prosperity is anchored on three guidelines: management development, constructive industrial relations, and fair distribution of productivity gains.

Management development recognizes that experienced and skilled workers are assets of a company, thus, they should be protected and assured of their jobs.  Hence, laying or firing off of workers should not be a resultant activity in any productivity improvement program.

To attain constructive industrial relations, both workers and management must recognize their roles in maintaining stable labor-management relations.  Both should work hand in hand to achieve mutually defined and desired goals.  Workers and management must continuously build and enhance their relationship based on mutual respect and trust.  In other words, cooperation and partnership through information sharing must be the basis of their relations.  Labor-Management Joint Consultation System moves towards this end.

Whatever gains that may come from productivity initiatives must be shared with the company/management, the workers, and the consumers.  This means that while the company continues to grow, the workers enjoy salary increases, more and improved benefits, and good working conditions.  At the end of the continuum are the consumers who come home with quality goods in their bags and excellent service.  This is the only way for productivity to be truly felt by every stakeholder.

6. Concept of productivity

The technical definition of productivity is expressed in the equation Output/Input where output represents product/services, profit, and value added and input refers to labor, raw materials, machinery, system, facilities, and capital.

Productivity is more than this stiff and limiting definition.  It is more of an attitude where one seeks to continuously improve from yesterday’s performance.  It is embracing the fact that possibilities abound and that one should not be restricted to try new and innovative ways to self-expression through the world of work.  Productivity is changing, transforming, converting, and moving towards improvement.

Productivity is everyone’s concern.  It is management’s as well as labor’s responsibility.  It is likewise a country’s accountability.  Thus, for productivity to be achieved, the call for collaboration of everyone must be sounded and responses should be forthcoming.

7. Labor-Management Joint Consultation

LMJC is not a mandatory scheme that workers and management have to adhere to.  It is voluntary and there lies its efficacy in bringing about good labor-management relations.  LMJC brings out sincerity, respect, and trust of both labor and management in dealing with each other.  It lays on the table the parties’ (workers and management) needs, wants, intentions and the same are considered without having to look and be bothered by legalities.  Open discussions are held without fear of retribution and reprisal.  These are the essential elements and the kind of setting conducive to settlement of day to day issues and concerns confronting the two.

LMJC pursues common interest, productivity increase, and enlargement of the economic pie for distribution and sharing.  It is grounded on key concepts:

• Labor and management are social partners;
• Communication and Information sharing are essential to the parties’ relationship; and
• Labor and management relations must be founded on mutual trust, respect, and sincerity.

8. Problems are part and parcel of the world of work and its concomitant industrial relations.

Despite its stature in the global community and the success of its productivity movement, Japan is not immune to problems in industrial relations as it continues to have its share of problems.  Some of the current issues in the country are:

• Increase in the number of non-regular workers;
• Rapid aging of Japanese workers;
• Gender issues;
• Increase in individual labor disputes; and
• Foreign workers issues

Government, labor, and management must work together to resolve these     problems.  The three must keep themselves abreast with the latest and come up with out     of the box solutions, otherwise, they will lose their     relevance. Remember, industrial     relations is dynamic.  One must always be in step and keep pace with it.

9. Achieving and maintaining constructive industrial relations entail hard and unceasing work.

Sound and stable labor-management relations is not a one shot deal.  It is a continuing process of enhancing trust, ensuring respect for the other party, forging understanding, recognizing rights, and supporting programs to achieve mutually defined goals.

Programs and measures to attain harmonious relations in the workplace, industry level, and the overall industrial climate in a country may vary in countries.  This is because of the differences in culture, social values, religious beliefs, and economic realities of the people.  Nevertheless, what is important is there are undertakings towards the achievement and maintenance of industrial peace.  Common to these undertakings are constant dialogue, opportunities for cooperation and partnership, and recognition and respect for the rights of each other.

10. Government, management, and trade unions have their respective roles to play in the realization of constructive industrial relations and productivity.

Management’s Role

• Provide wages and benefits in accordance with law, or, if it is within its capacity, more than what the law requires.  Share the fruits of production with labor.
• Provide working environment and conditions that are safe, healthy, and conducive to productivity.
• Provide trainings and other learning opportunities for employees’ skills enhancement and professional growth.
• Respect workers’ rights, especially the right to self-organization and collective bargaining.
• Address fairly, objectively, and immediately issues, problems, and concerns raised by labor.
• Open communication lines with workers and share relevant information especially on matters affecting them.
• Provide opportunities for labor to participate in decision making process through regular consultations, meetings, and discussions of day to day issues and concerns in the company especially those that directly affect labor.
• Provide opportunities and activities for trust building and cooperative action.
• Accept and acknowledge workers as partners in the growth and development of the company.

Trade Union’s Role

• Capacitate and empower workers by conducting seminars and trainings on their rights, duties, and obligations as well as the company’s rules and policies and pertinent labor laws.
• Promote workers’ rights and interests.
• Advocate and work for higher wages, improved benefits, and safe and healthy working conditions of workers through genuine collective bargaining negotiations and with regard to management’s financial capacity.
• Open communication lines and share information with management.
• Cooperate with management in enhancing employee productivity and overall company productivity.
• Support activities geared towards trust building and cooperative action.
• Accept and acknowledge management as its partner in the company’s growth and development and in improving the lives of workers.

Government’s Role

• Enact laws that promote and protect both workers’ and management’s rights.
• Empower labor and management through the conduct of seminars, trainings, forums, and symposia on labor laws and policies.
• Develop programs that highlight labor-management partnership towards good relations, productivity, and occupational safety and health.
• Develop a good system of dispute prevention and settlement.
• Provide just, impartial, and speedy means of resolving labor disputes.
• Advocate harmonious labor-management relationship by:

 Granting incentives to companies that adhere to and respect labor laws;
 Granting incentives to companies with best practices/programs on worker empowerment, productivity, safe and healthy workplace, and labor-management partnership and cooperation; and
 Granting incentives to companies and labor unions with best practices on grievance handling and 100% settlement rate of labor disputes at the company level.

• Provide an environment where social dialogue and tripartism are integral to the whole industrial relations system of the country.

Labor-management relations is dynamic. It changes overtime and across nations. Be that as it may, what remains unchanged is the fact that it is shaped by its main actors – labor/workers, management, and government.  For labor or industrial relations to be harmonious and stable, the positive and healthy interaction of the three stakeholders, especially, labor and management, must be maintained as this is paramount.  The three must efficiently and effectively play their respective roles in the drama of labor relations in the stage of the world of work.  This is the stage where the curtains remain open for as long as the world exists.

At Suntory Co. Ltd.

At Suntory Co. Ltd.


Constructive labor-management relations is not new in the Philippines.  As far back as the 1970s, the country has labored to bring about congruence and harmony in its industrial relations climate.  Several laws and orders have been passed towards this end, foremost of which is the Philippine Labor Code of 1974.  The Code stands as the law governing employment practices and labor relations in the country.

Throughout all the efforts, however, industrial peace remained elusive as labor unrest continued to haunt the country.

In 1987, by virtue of Executive Order No 126, which called for the reorganization of the Department of Labor and Employment, the National Conciliation and Mediation Board (NCMB) was created.  And this was when things started to turn right.

NCMB, with its programs on conciliation-mediation of labor disputes, voluntary arbitration, grievance machinery, and labor-management cooperation, has turned the tide of numerous labor disputes and strikes.  From a high of 581 strikes in 1986 to only 5 in 2015, NCMB has indeed found its mark!   The alternative dispute prevention and settlement system that the Department of Labor and Employment (DOLE) and NCMB have set and pushed is working its wonders.  Thus, the country has been enjoying relative industrial peace for the past nine years.

Against this backdrop and to sustain harmonious industrial relations, DOLE has re-energized its efforts to improve productivity.  Not that this important aspect has been relegated to the backburner.   On the contrary, higher levels of productivity have always been encouraged especially with the enactment of the Productivity Incentives Act of 1990.

Today, maintaining good labor-management relations and enhancing productivity go hand in hand as companies with Labor-Management Cooperation Councils/Committees (LMCC) are encouraged to establish Productivity Subcommittees.  On the other hand, companies with Productivity Committees are urged to form LMCC.  At the forefront of these twin tasks are the men and women of DOLE, NCMB, and the Regional Tripartite Wage and Productivity Board (RTWPB).

With the system on constructive industrial relations in place in the country, my action plan remains simple:  to continue NCMB’s work in facilitating LMCCs with subcommittees on productivity/LMCCs and Productivity Subcommittees, operationalization of grievance machineries, and conciliation-mediation of labor disputes.  But as a direct output of my participation in the Forum and as added impetus to the cause of industrial harmony and improved productivity, I will be preparing a PowerPoint presentation on the link between LMR and productivity focusing on the successful Japan experience.  This will then be presented to my colleagues and other stakeholders.


Acting Deputy Executive Director IV
National Conciliation and Mediation Board
Department of Labor and Employment
Email: tec_cancio @

Report: Best Practices of Knowledge Management Implementation in NPOs Workshop, June 14-17, 2016, Mongolia

Workshop delegates

Workshop delegates

The APO KM framework was developed to provide a common understanding of KM among member countries, and in particular among NPOs. The framework was designed based on practical experience in KM from several countries in Asia, along with best practices from the USA, Australia, and Europe. NPOs are expected to have adopted and applied the KM framework in their organizations and should have produced appreciable results. Different NPOs may have pursued specific goals and used various tools and techniques in implementing KM. It is therefore relevant to share those experiences and best practices so that other NPOs can learn and possibly adopt them.


This training will help the participant understand the broader context of KM in varied setting and conceptualize as to how the best KM practices from other organizations can be blended into the diverse nature of the Graduate School.

3. Participants

Bangladesh – Mr. Md. Razu Ahammed
Research Officer
National Productivity Organisation,
Ministry of Industries

Cambodia – Mr. Um Serivuth
Deputy Director
National Productivity Centre of Cambodia,
Ministry of Industry and Handicraft

China, Republic of – Ms. Pei-Chun Chung
Associate Administrator
China Productivity Center

Fiji – Mr. Ashwin Gounder
Head of Training
Executive Management
National Training & Productivity Center

IR Iran – Mr. Hassan Rostami Kelishomi
Education and Research
National Iranian Productivity Organization (NIPO)

Lao PDR – Ms. Alounni Sisavath
Deputy Director of Division
Productivity Division, Department of SME Promotion
Ministry of Industry and Commerce

Malaysia – Ms. Wan Fazlin Nadia Wan Osman
Malaysia Productivity Corporation

Nepal – Mr. Prabin Kumar Acharya
Branch Chief
Productivity Promotion Division
National Productivity and Economic Development Centre (NPEDC)

Sri Lanka – Mr. B.M.S. Balasuriya
Productivity Development Officer
National Productivity Secretariat

Thailand- Ms. Dujdao Duangden
Senior Consultant
Thailand Productivity Institute

Vietnam – Ms. Nguyen Thi Van
Ho Chi Minh Branch
Vietnam National Productivity Institute (VNPI)


Topics discussed and key inputs delivered by resource persons Importance of KM to productivity and quality improvement initiatives:
KM applications in international development organizations;
KM applications in private business organizations;
KM applications in public organizations;

Selected models and best practices of KM in NPOs; and
Strategies to intensify KM applications and adoption in NPOs.


Expert presentations, country case studies, site visits, and workshop.
Highlights of the Philippine country paper
The Philippine country paper focused on the actual and technical application of the KM tools in the Graduate School thru the creation of a Learning Management System (LMS).

The other countries presented the current status of their country’s KM office. They have also discussed the KM trainings which their offices have conducted and how they managed to boast the income of their office thru these trainings.

APO WSP on KM in NPO, 2016 2


I am entirely grateful for the opportunity that APO had given me when I was allowed to join the KM workshop at Ulaanbaatar, Mongolia last June 14-17, 2016. In so far, the workshop managed to provide the participants new knowledge on the nature of KM, as well as enlighten us to the best strategies and practical benefits that KM has offered to offices of various natures in the Asian Region. The workshop also provides an avenue for all participants to establish camaraderie and exchange information on the KM proceedings in their own countries.

Generally, I find the workshop worthy of every minute that we have spent within the four corners of the classroom wall.


I have divided my action plan into two since I originally belong to the Graduate School of DAP and not in the APO itself. Apparently, APO and DAP, as a whole, already have a concrete plan on Knowledge Management and as a holistic institution, we are united in our efforts to promote the mandates of APO and assist in every way we can towards attainment of the laid-out plan and goals addressing Knowledge Management.

On the part of the Graduate School, as soon as I arrived in my home country, I am planning to do the following:

  1. Conduct re-echo of learnings on KM best practices to colleagues and superiors;
  2. Promote institutionalization of Learning Management System of the Graduate School as practical and technical application of KM in the NPO.


Learning Manager
Graduate School of Public and Development Management
Development Academy of the Philippines
Email: baltazara @

Report: Development of the International Green Productivity Advisory Committee Workshop, November 25-27, 2015, Japan

Group Photo with APO Secretary- General Mari Amano

Group Photo with APO Secretary- General Mari Amano

The APO implemented the Workshop on the Development of the International Green Productivity Advisory Committee (I-GPAC) in Tokyo, Japan. The workshop aimed to enhance international collaboration on green productivity (GP), give updates on new GP activities and initiatives, as well as discuss trends on green technology. APO Secretary General Mari Amano opened the workshop, together with the key officials of the IGPAC. The first two days of the Workshop covered technical topics related to GP and green technology in relation to sustainable development and climate change. On the last day, the participants visited a recycling facility (Re-tem) and a city of the future showcase (Panasonic).

City of the future showcase at Panasonic

City of the future showcase at Panasonic

The technical sessions of the workshop included high-profile presentations by internationally recognized experts. However, one expert was unable to make a presentation due to health reasons. Another expert made a presentation through a substitute speaker. There were no country presentations.

The key lessons gained from the workshop include the following:

a. The internationalization of the Green Productivity Advisory Committees (GPACs) serves as a platform for member countries to mutually share and learn ongoing GP activities and issues, visit and learn from cutting-edge GP practices across the region, and discuss challenges and opportunities of organizing GPACs in member countries.

b. For year 2015, the Earth Overshoot Day occurred on August 13 according to the Global Footprint Network. The global overshoot happens when humanity’s annual demand for the goods and services that the land and seas can provide exceeds what the Earth’s ecosystems can renew in a year. This implies 1.6 planets are needed to support humanity’s demand on Earth’s ecosystems.

c. The world emission will increase to 55.2 GtCO2 in year 2025 and 56.7 GtCO2 in 2030 compared to 1990 level. The surface temperature will increase by 2.7 degrees Celsius at the end of the century. Thus the modern age is called the Anthropocene given the dramatic increase in human activities (world population, world gross domestic product, overseas direct investment, urban population, etc.) and the global changes in earth’s systems as a result of the increase in human activities (atmospheric CO2 concentration, atmospheric N2O concentration, atmospheric CH4 concentration, rate of disappearance of the ozone layer, etc.)

d. The projected 40% increase in human population by 2050, combined with goals to substantially improve standards of living for the poorest 5 billion people on Earth, implies at least a doubling of future resources by 2050.

e. Governance in the Anthropocene requires a recognition of the following: human as part of the Earth’s life systems; primacy of ecological boundaries over social boundaries; integration of ecological limits in rules and policy; fair sharing among present and future generations of life; precaution about crossing the planetary boundaries, namely, climate change, ozone depletion, atmospheric aerosol loading, ocean acidification, global freshwater use, chemical pollution, land system change, rate of biodiversity loss and biogeochemical loading.

f. Achieving a low climate target calls for very aggressive emission decreases. Keeping CO2-induced global warming below 2 degrees Celsius would require emissions reductions of almost 3.2% per year from 2020 onward.

g. The projected timing of climate departure from recent variability is as follows: 2047 for Earth; 2038 for Manila; 2041 for Tokyo, and 2046 for Beijing. Climate departure means the moment when the variability of coldest and hottest temperatures is exceeded. Thus an old climate is left behind and a new climate will take place.

h. To ensure the survival of human species, the world must shift to a green economy, which the UNEP defines as one that results in improved human well-being and social equity, while significantly reducing environmental risks and ecological scarcities. In simple terms, a green economy is low carbon, resource efficient, and socially inclusive.

i. A green economy must recognize the vicious cycle involved in maximizing short-term quantity of growth. This vicious cycle starts with exploiting the human and natural capital. As a result, it worsens social exclusion, reduces labor productivity, widens income gap, increases resource intensity, reduces resource efficiency, and jeopardizes ecological sustainability. The effects undermine economic vitality (low economic dynamism/resilience, high economic vulnerability). Thus exacerbating further exploitation of human and natural capital.

j. The vicious cycle needs to be replaced with a virtuous cycle – one that proceeds by investing in human and natural capital, thereby resulting in high labor productivity, social inclusion, equitable income distribution, high resource efficiency, low resource intensity, and ecological sustainability. These effects reinforce economic vitality (high economic dynamism/resilience, low economic vulnerability) thereby enhancing more investments in human and natural capital.

The NPO is in the right track in terms of its focus on productivity and quality improvement. Greening these focus areas, however, is not only desirable, but also a must, otherwise the institution becomes an unwilling catalyst in sustaining the vicious cycle. Advocating the Green Productivity philosophy, tools and approaches are critical given the adoption of the Sustainable Development Goals by the United Nations and the 70% reduction in greenhouse gas emissions recently committed by the Philippine Government.


Managing Director
Sustainable Human Development Program
Development Academy of the Philippines
Email: cajesa @

Assistant Secretary
Department of Trade and Industry
Email: blesilalantayona @


Report: Energy Management System Auditors: ISO 50001 Training Course, May 8-11, 2016, Bangladesh

group photo1

The training course was designed to assist top managers in establishing, implementing, maintaining, and improving energy management systems to achieve continual improvement of energy performance based on the ISO 50001 standard. The purpose was to provide an opportunity for senior executives and responsible officers to understand the methodology and major components of ISO 50001 and enable them to reduce energy consumption and improve energy performance in organizations. Organizations that waste energy through lax processes and insufficient management are not only losing money but are also causing avoidable pollution through increased carbon emissions. In addition, energy security and fossil fuel depletion have become global concerns. Proper energy management through EEC measures is therefore of paramount importance.


My participation to this training course was to gain knowledge and concept on establishing, implementing, maintaining, and improving energy management systems to achieve continual improvement of energy performance based on the ISO 50001. The knowledge gained from the training provides an opportunity for me to implement in my organization the reduction of energy consumption and improvement in energy performance.  The training also promotes energy efficiency and conservation (EEC) in the region to enable smarter, more efficient use of energy thus, the promotion of EEC will also help in the transition from carbon-intensive to environment-friendly, sustainable economic patterns.


There were twenty four (24) participants who attended the said training. They came from India, Bangladesh, Indonesia, Philippines, Iran, Vietnam, Pakistan, Fiji, Lao PDR, Mongolia, Cambodia, Nepal and Sri Lanka.


The scope of the course was focused on the following areas:

a. Concepts, fundamentals, and implementation of ISO 50001;
b. Tools, techniques, and documentation to achieve results in accordance with ISO 50001;
c. Benefits of implementation of ISO 150001.

The resource speakers came from India and Hongkong. The lectures were as follows:

A. Mr. Ha Wai Ng, Howie – Hongkong

Module 1: Modern Energy Management Systems

1.1 Concept of management systems
1.2 Energy management systems –the scientific and preventive approaches

Module 3 : ISO 50001 EnMS Scope, Management Responsibility, and Policy

3.1 Intent and interpretation of the requirement
3.2 Ways to meet requirements

Module 5: ISO 50001 EnMS Implementation and Operation

5.1 Intent and interpretation of the requirement
5.2 Ways to meet requirements

Module 7: Management Review – Inputs & Outputs

7.1 Intent and interpretation of the requirement
7.2 Ways to meet requirements

Module 8: Plan of Implementation of ISO 50001

8.1 Generic approach to establish an energy management system
8.2 Details of plan

B. Mr. Sanjiv Kumar Bose – India

Module 2 : Essential Features of ISO 50001

2.1 Development and rational of ISO50001
2.2 Purpose, scope, and key elements of ISO50001

Module 4: ISO 50001 EnMS Energy Planning

4.1 Intent and interpretation of the requirement
4.2 Ways to meet requirements

Module 6: Checking

6.1 Intent and interpretation of the requirement
6.2 Ways to meet requirements

Module 9: Certification for ISO 50001

9.1 The certification process
9.2 The accreditation process

The site visit was made on the 3rd day of the training.  The participants went to Energypac Electronics Limited located on the outskirts of Dhaka for the site visit.  The company is engaged in assembling LED bulbs and other energy efficient lighting devices, ceiling fan as well as lighting accessories.  During the site visit, the participants were able to observe the operation and production process and identify possible areas of energy management. Aside from that, the participants did some energy auditing in the company’s process and operation. The overall assessment of the company’s energy management system requires improvement and thorough review before proceeding to ISO 50001 certification.

Group Photo

Group Photo at Energypac Electronics Limited, Bangladesh

Other activities aside from the lectures and site visit, include: quizzes; exercises and group work with emphasis on performing energy review.  The purpose of the group work is to understand how to perform an energy review in addition to understanding energy consumption, energy use, variables as well as to determine energy performance indicators and energy baseline.


The course consisted of lectures, discussions, presentations, observational site visit(s), and group discussion.


The knowledge and benefits acquired in the workshop are as follows:

5.1  Performing an energy review.
5.2  Understanding energy consumption, energy use and variables
5.3  Determining energy performance indicators and energy baseline.

The resource persons are well versed and knowledgeable in their fields as well as very effective in their presentations. The case study was a very good group exercise for the participants.


Recommendation on potential action steps to be taken:

Philippine NPO (DAP)

1. Disseminate and promote implementation of Energy Management System based on ISO 50001 to improve energy performance of organizations through lecture-seminars.

ITDI and Myself:

1. Come up with a proposal on the implementation of energy management system in the Institute  that is ISO 50001 certified.
2. Conduct of lecture-seminar on energy management system based on ISO 50001.


Chief Science Research Specialist
Industrial Technology Development Institute
Department of Science and Technology
Email: avbriones2003 @