Best Indonesian Practices in Circular Economy

and Solid Waste Management

F.2 case number: 2018-14985

Final Report
February 28, 2019

Ellevej 5
Østrup
DK 3670 Veksø
Denmark
www.planmiljoe.dk
Report prepared by:

Bjørn Bauer, PlanMiljø, Team Leader, International Waste and Circular Economy Expert

Paola Cannucciari, AMC, National Waste and Circular Economy Expert

Ria Ismaria, AMC, National Waste and Circular Economy Expert

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LIST OF CONTENTS

EXECUTIVE SUMMARY 4

1 INTRODUCTION 6
1.1 Background 6
1.2 What is a “Best Practice”? 6
1.3 Objective and outputs 7
1.4 Scope of work 7
1.5 Methodology 8

2 LESSONS LEARNED – 25 BPS 11

3 SUGGESTIONS FOR SSC TOPIC ‘ORGANIC AND DRY WASTE’ 18

3.1 Area A1: User friendly household sorting in fractions 19
3.2 Area A2 – PDU/TSP3R – cost effective operation 20
3.3 Area A3 – PDU/TSP3R organisational and financial concept 21
3.4 Area A4 – Value chain for PDU/TSP3R fractions strengthened 22
3.5 Area A5 – Capacity building for implementation 23

4 SUGGESTIONS FOR SSC TOPIC ‘WASTE BANKS’ 24

4.1 Area B1 – Optimize WB organisation and business models 25
4.2 Area B2 – National digital data recording platform 26
4.3 Area B3 – Improved market linkage for recycled materials 27
4.4 Area B4 – Concept tested in four cities 28
4.5 Area B5 – Capacity building for national implementation 28

5 SUGGESTIONS FOR SSC TOPIC ‘EPR AND PLASTIC WASTE’ 30

5.1 Area C1 – Brand audit 31
5.2 Area C2 – Analysis of EPR system establishment 31
5.3 Area C3 - Work plan for implementation in major cities 32

6 ANNEXES 36
6.1 The Long-list of circular economy initiatives 36
6.2 Site visit interview guide 44
6.4 Project workshops 47
6.5 Slides from workshops 56
6.6 TOR for the project 71

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Executive Summary
Indonesia and Denmark have entered into a Strategic Sector Cooperation (SSC) aiming at – among
others – raising capacity to implement the Indonesian waste regulation - Jakstranas.

With the present project, the partners wanted to explore preconditions and requirements for best
Indonesian practices within more specific topics of Circular Economy and Solid Waste Management
in order to suggest successful interventions in other parts of the country.

The consultants have investigated Best Practices within six topics:

A - Best practices in guidance and public awareness activities

B - Best practices in local government incentive system
C - Best practices for waste banks
D - Best practices in local separation, collection and treatment of dry fractions
E - Best practices in separation, collection and treatment of organic waste.
F - Best practice of producer responsibility or other SUP for plastic reduction, reuse or recycling.

The potential Best Practices were selected based on parameters such as:

• Expected availability of information through site visit (a necessity for enabling the analysis)
• Potential environmental benefit (waste reduction, reuse, recycling, or other benefit; specific
focus on the Jakstrana-targets concerning waste handling and reduction
• Potential economic gains (for example waste handling savings, income from sale of waste
materials)
• Potential social consequences (for example job creation, improvement of working conditions
(not causing harmful working conditions), or creation of community partnerships)
• Ease of implementation (for example need for financial, technical, organisational, community
or other resources; length of implementation process)
• Probability for successful operation (only cases that have proven operated successfully were
included)
• For practical reason, location, also to ensure coverage across Indonesia
• For waste banks, the best one in terms of awards received, customers, profitability, etc.
(according to KLHK, there are 5,435 waste banks in Indonesia…)
• Balance – the six specific topics
• Is the BP still ongoing - or only a pilot project?
• Variation of organizations involved

The long-list of Best Practices was shortened in close cooperation with KLHK and the RDE, and a
detailed field visit plan was developed and shared with the key stakeholders. The consultants –
often in company with key stakeholders – have visited more than 30 potential ‘Best Practices’
around Indonesia and reported the 25 best initiatives identified.

The project has delivered the following outputs:

• A brief presentation of 50 “Best Indonesian Practices in Circular Economy and Solid Waste
Management” identified, based on a desk study.
• A detailed account of 25 “Best Indonesian Practices” thoroughly described (refer to the
independt report on the 25 best practices), during the analysis of which the consultants have
engaged actively with implementers of previous and ongoing pilot projects, demonstration

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 schemes, waste systems, reuse and recycling systems. The account of the best practices is
based on a questionnaire, an analytical model, site visits and interviews;
• An account of strengths, weaknesses and lessons learned on the requirements and
preconditions that must prevail to successfully implement the “Best practices”1, based on
institutional and technical analyses;
• Three workshops to build ownership of the “Best Practices” with stakeholders, with exchange
of findings, conclusions, recommendations and participants’ viewpoints;
• Detailed suggestions for future SSC-activities within three areas: Waste banks and recycling
value chain; Organic waste +Dry Waste collection and sorting; Plastics and Extended Producer
Responsibility.

During the project process it was agreed with the key stakeholders to concentrate on three topics:

1. Waste banks and recycling value chain;

2. Organic waste +Dry Waste collection and sorting;
3. Plastics and Extended Producer Responsibility.

Within each of these three topics, this report identifies potential partnership activities supporting
implementation of circular economy best practices in Indonesian waste management. Based on a
logical framework approach, the report describes a broad range of initiatives in which DEPA and
KLHK can cooperate on obtaining the overall goal, allowing the SSC members to jointly decide on
the most relevant fields of cooperation.

1The 25 BP reports are reported in both English and Bahasa Indonesia language in individual publications heavily illustrated
with photos and figures.

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1 Introduction
Indonesia and Denmark have entered into a Strategic Sector Cooperation (SSC) between
environmental authorities of the two countries. The cooperation aims – among others – to raise
capacity to implement the Indonesian Presidential Regulation 97/2017 concerning national policies
and strategies for the management of household waste and similar waste (hereafter referred to as
Jakstranas). The Danish Embassy in Jakarta facilitates the partnership, hereunder the cooperation
between the Danish Environmental Protection Agency (DEPA) and the Indonesian General
Directorate of Solid Waste, Waste and Hazardous Substances Management (DG Waste).
To bridge Danish efforts in Indonesia in the environmental sector this consultancy has been financially
supported by the Environmental Support Programme, Phase III (ESP3), which is the third and last
phase of the bilateral Indonesian Danish development cooperation within environment. ESP3 is
phasing out in 2018 and facilitates the transition to the SSC. ESP3 is coordinated by the National
Coordinating Unit (NCU) in Jakarta.

1.1 Background
Denmark has been providing support to improved environmental management in Indonesia since
2005 through the Environmental Support Programme (ESP), which is currently in its third and final
phase (ESP3). ESP3 (2013 -2018) comprises three components on: i) environmental management; ii)
renewable energy and energy efficiency; and iii) climate change mitigation. While the ESP3’s bilateral
development programme is being phased out, it is also facilitating a transition to the Strategic Sector
Cooperation (SSC) on Solid Waste Management and Circular Economy.
On December 4 th , 2017, Ministry of Environment and Forestry of Indonesia and Ministry of
Environment and Food of Denmark signed a Memorandum of Understanding concerning Circular
Economy and Solid Waste Management. A part of this MoU establishes a government-to-government
cooperation between the two environmental authorities within solid waste management working on
a peer-to-peer basis in order to support conducive policies and regulatory frameworks. This will be
done by exchanging knowledge, improving performance in the sector and creating better framework
conditions for private sector investment. The Strategic Sector Cooperation (SSC) is an important tool
for the Danish Ministry of Foreign Affairs in growth economies and a high priority area for the Danish
Trade Council.
This consultancy has been a bridging exercise from the ESP3 to the SSC between Indonesia and
Denmark. The consultancy will be financed by ESP3, however contributions by DEPA (based in
Denmark) and by the Environmental Sector Counsellor (based at the Embassy of Denmark in Jakarta)
will be financed by the SSC.
The objective of the SSC is to contribute to the implementation of Jakstranas, which is aiming to
reduce Indonesian household waste by 30% and ensure treatment of 70% of Indonesian household
waste before 2025.
As part of the SSC, the partners want to explore preconditions and requirements for best Indonesian
practices within more specific topics of Circular Economy and Solid Waste Management in order to
suggest successful interventions in other parts of the country.

1.2 What is a “Best Practice”?

In general, the SSC is looking for practical examples of Circular Economy and Solid Waste Management
that already work well in an Indonesian context and supports the aims of the Jakstrana. The SSC is
looking for the preconditions and requirements that have to prevail for these “Best Practices” to work
well and where/how there is a chance of fostering a replication of the “Best Practices” and who needs
to be involved in concrete implementation.

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To theoretically understand what is meant by “Best Practices” for implementing the Jakstranas, point
of departure may be taken in the classic understanding of the waste hierarchy, and a search for
practices that aim to support or provide incentives to the highest possible level of material resource
efficiency.
Financially, institutionally, environmentally, technologically and socially sustainable practices that
raise resource efficiency furthest possible from lower levels to higher levels in the waste hierarchy
are considered “Best practices”. This may include practices that create a better waste management
or successful attempts to upscale a practice, resulting in more resources being classified at a higher
level in the waste hierarchy. A “Best Practice” will have to be scalable and replicable within a realistic
financial and institutional scope and in an Indonesian context.

1.3 Objective and outputs

The objective of this project has been to identify and describe requirements and preconditions for
“Best Indonesian Practices in Circular Economy and Solid Waste Management” to suggest tangible
interventions for implementing Jakstranas.

The project has delivered the following outputs:

1. 50 “Best Indonesian Practices in Circular Economy and Solid Waste Management” identified;
2. 25 “Best Indonesian Practices” thoroughly described, based on site visits2;
3. An account of lessons learned on the requirements and preconditions that must prevail to
successfully implement the “Best practices”3;
4. Three workshops conducted to build ownership of the “Best Practices” with stakeholders;
5. Detailed suggestions for future SSC-activities to the Indonesian KLHK and DEPA with local
stakeholders.

1.4 Scope of work

The consultancy has taken its point of departure in the stage of the SSC at current level. Hereunder
understanding the SSC as a tool of the Danish Ministry of Foreign Affairs (MFA) and as a partnership
between the Indonesian and Danish Ministries of Environment, the background and conditions of this
particular SSC, and relevant stakeholders already identified by the SSC.
The consultants have engaged with available implementers of previous and existing pilot projects,
demonstration schemes, waste systems, reuse and recycling systems (good and concrete examples
of CE and SWM systems), i.e. Indonesian and foreign institutions working on promoting specific
practices within CE and SWM relevant to the 6 given specific topics (refer to below).
Relevant stakeholders have been invited for workshops to discuss identified preconditions and
requirements of Best Indonesian Practices in order to come up with realistic suggestions for future
SSC activities, including involvement of Danish technology and waste management solutions.
The Best Indonesian Practices on CE and SWM have, following the TOR4, been listed and described
according to the following six specific topics:

A: Best practices in guidance and public awareness activities – recommendation for use in
implementing the Jakstrana. E.g. How are behavioural changes best supported from top to bottom?
What are best practices of communicating and guiding local governments and citizens? Which media
platforms, messages and campaigns have been successful and why? Who are the stakeholders in

2 During the inception meeting, it was agreed that the BP reports should be short and concise, preferably two pages on each
BP with a common structure for all reports.
3 The 25 BP reports were delivered through a dropbox due to the total size of the files – more than 170 MB.
4 Below quoted from the TOR

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implementation? What are the differences in to what extent Indonesian citizens, communities and
small businesses are informed about how to sort and treat their waste in the household and
information on what happens to the waste after it leaves the local collection point. The topic should
include best Indonesian practices of guidance and information from national and local governments,
or from other key stakeholders in the waste management chain, to institutions or the public.
B: Best practices in local government incentive system – the supporting foundations of a waste
management system to be replicated and key stakeholders in concrete implementation in the short
term. Best p ractices for selected local government’s incentive system to various stakeholders in the
local waste chain (i.e. to households, communities as well as to suppliers in collection, recycling and
treatment facilities). E.g. various award/benefit systems of pr icing, taxes and fines. This must be
linked with the incentives framework provided by central government to local governments to budget
for and carry out investments in waste management improvements. What part are generic and could
be replicated in the short term and how?
C: Best practices for waste banks – considering nationwide implementation. The Waste Bank system
in Indonesia is a practical example of Circular Economy and is highly promoted by Central Government
as a viable way to recycle while creating a market for the recyclable materials. The waste banks,
however, are currently only handling 1 -2% of
D: Best practices in local separation, collection and treatment of dry fractions - Indonesian success
stories for organizing, managing and financing the first chain links from household to collection point
(best community initiatives) and to temporary facility (to TPS, TPS3R or waste bank). How roles and
responsibilities are allocated and what are preconditions for success and replication in the short
term? How can local government support this first step of collection?
E: Best practices in separation, collection and treatment of organic waste. Examples may be taken
both at household level, community level, at the TPS3R or at final treatment plants. However, as an
underlying element, it is expected that large quantities of organic waste can be separated and
collected at one place for further treatment. Points of departure may be taken in places where there
is already a successful treatment facility or pilot project for organic waste and action that can be taken
in the short term.
F: Best practice of producer responsibility or other SUP for plastic reduction, reuse or recycling.
Representative of members from Packaging and Recycling Alliance for Indonesia Sustainable
Environment (PRAISE) should be consulted <Danone, Tetrapak, Coca-cola, Unilever, Nestle,
Indofood> in order to understand preconditions and operation of the material “take-back” schemes
and how to suggest replication to other companies involved in plastic packaging of their products.

As a crosscutting topic, relevant links from national regulation through to local regulation should be
investigated. Including enforcement of the regulations from national to local level and at local level.
It should be investigated if national regulation regarding above topics is followed up at local level and
if there are some best practices in this regard. It should also be noted if there are some immediate
points of concern or obvious challenges in this regard.

1.5 Methodology
The consultancy has been divided into three parts.
Part I was a desk study with the purpose to collect information on previous Best Practices studies
already done in Indonesia, avoid overlap with already existing documented knowledge and to plan
parts II and III of the consultancy. The Products of Study Part I were:

- A Bibliography of previous Best Practice studies and of already implemented, well working
practices on Circular Economy and Solid Waste Management in Indonesia under the six given
topics;

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 - A first list of 50 prioritised best practices, screened and qualified in a meeting with the RDE,
and a final list with 24 best practices based on initial assessment of sustainability, scalability
and other implications for replication of the best practices.
- A detailed travel schedule for Part II of the study including purpose of the visit, intended
institutions to involve, timeline and participants.

Part II comprised an intensive analysis and data collection exercise with the purpose to list, describe
and analyse preconditions and requirements of the selected Best Indonesian Practices within each of
the six topics. All analysed best practices have been visited and a local contact person for future
reference identified. SSC partners were involved to the extent possible.
The main product of Study Part II is a catalogue of 25 selected circular economy initiatives within the
waste area, covering all the six topics and – as far as possible – broadly representing different
geographic areas of Indonesia. The catalogue was presented to the SSC stakeholders in a Dropbox
Folder – called ‘FOLDER KLHK DEPA RDE Best practices Indonesia’ on the 21st November 2018 – the
BP-reports are not included in this final report due to a total size of 170 MB.
The 25 BP-reports include:
- Analysis and descriptions based on the desk study, case studies, observations and dialogue;
- Thorough description and analysis of preconditions and requirements for the Best Practices
to succeed and prevail;
- Initial thoughts on methods and stakeholder responsibilities for replicating each of the Best
Practices analysed;
- Initial thoughts on activities needed to replicate each of the Best Practices described.
A list of the lessons learned from the analysis of the many BPs was presented to the SSC-stakeholders
on the 21st November 2018 and is included in this Final Report, section 2.

Part III comprised workshops, discussions and reporting, all aiming at suggesting activities for the SSC
in 2019-2022. Three workshops have been held, in addition to meetings with KLHK and other key
stakeholders, including a final workshop with discussion of the SSC-suggestions within two areas,
Waste Banks and Organic and dry fractions (refer to later in this report).
The field analysis of the BPs identified within the six topics listed above (originally stemming from the
TOR) have demonstrated the great extent to which the six topics are interlinked within the main
concept of integrated waste management and circular economy. Following close consultations with
KLHK and the RDE, it has been decided to prepare suggestions for SSC-initiatives within three core
topics, while other themes investigated are seen as cross cutting topics enabling the realization of the
core ones. The approach for the final discussions with key stakeholders and for the proposal of
activities has been to focus at:
1. Waste banks and recycling value chain
2. Organic waste +Dry Waste collection and sorting
3. Plastics and Extended Producer Responsibility

The below diagram shows how the consultant has seen the interconnection between the six topics.
The titles of each of the six topics are followed by the names of the investigated BPs relating to the
topic – refer to section 2 and 6. The draft suggestions for initiatives within the three topics include
considerations on cross cutting themes: incentives, regulation and communication.

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A brief account of the workshops, with lists of participants and agenda, is provided in section 3.

The key product from phase III is:

- The consolidated suggestions for activities of the SSC from 2019-2022 as delivered in this
report, which are included in sections 4-6.

The Consultant Team

The project has been carried out by a team consisting of:

Bjørn Bauer, PlanMiljø, Team Leader, International Waste and Circular Economy Expert
Paola Cannucciari, AMC, National Waste and Circular Economy Expert
Ria Ismaria, AMC, National Waste and Circular Economy Expert

The experts have been supported by Christine Effendy and Putri Sri Tanjung from AMC.

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2 Lessons learned – 25 BPs
The following table presents strengths, weaknesses and lessons learned from the analysis of 25 Best
Practices for Circular Economy within the waste sector in Indonesia. The full account of the 25 BPs is
found in section 6 of this report.

The structure of the table matches the original TOR of the present project in which six topics were
selected for deeper investigation. The six topics have during the project been modified to three topics,
for which suggestions for SSC-activities have been prepared, refer to section 3.
The numbering of the BPs matches the numbering in section 6 providing details on all the 25 BPs.

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Topic Summary BP
• Waste banks are pivotal in increasing
recovery of recyclables among
communities, businesses etc 1.
• WBs are an important element of an BSP
integrated waste management model such Makasar
as TPS3R- Pusat Daur Ulang - Material
Recovery Facility.
• WBs can be connected to EPR systems and
private recycling sector enabling them to
become efficient centres for recovery of
recyclables
• WBs can be used in furthering awareness
of communities and stakeholders in
improving waste management practices
• 2.
BSI Malang
Waste Bank
Strengths
• Wider reach to communities that are able to
create sub units.
• Price stability because they can aggregate
bigger qty of recyclables and build better
relations with recycling industry
• From the government as modal that allow to
stabilize cash flow
• Proven ability to reach large number of
individual and communities
• Current CSR contribution
• Digitalize online administrative system ready
for being implemented by other Waste Banks
(also for sale)
• Good partnership with local government in
fostering, training and assisting communities to
do 3R
• Big role in encouraging households to do
segregation at home and educating all family
Weaknesses
• Non-institutionalized government funding
mechanism (based only on mayor regulation
which is not binding in long term)
• Lack of access to funds
• Barely have surplus (money earned is usually
used for operational and yearly bonus for
workers)
• Monthly revenue not enough to cover
minimum wages salaries
Lessons Learned
• If managed by government a
clear regulatory system is
needed allowing WBs to
become proper business units
• If managed by organizations or
private sector they need to be
integrated and validated by the
regulatory system (gov and
community endorsement)
• Access to funds and facilitated
agreements are needed to
make WBs able to afford
enough land and proper
facilities, enabling them to be
more efficient and therefore
have an improved business
model
• Data synchronization of waste

members bank systems so that activities

• Partnership directly with recycling factories are well recorded and volume
which allow better and more stable prices of waste collected and traded
• Clear structure and transparency can be accounted as waste
• Vast network of waste bank units • Lack of funding for land and infrastructures, reduction within the national
and local regulatory frame
• Education provider for schools and businesses weak financial operating system
3.
in collaboration with government
BSI • Ability to create enough volume to attract long
Surabaya term partnership with recycling factories and
obtain better and more stable prices
• Supported by government in terms of facility • Operation depending on the support of various
for their operational system stakeholders (government and BNI) - therefore
4. • Book keeping system directly linked with a still weak financial model, not fully sustainable
Ayo professional bank providing increased trust yet
Menabung among their members
• End user cooperates with waste bank which
makes it more sustainable businesswise
• Useful and easy to access application that can • Waste banks become members of Smash.id on
be used for waste bank activities a voluntary base therefore it is not a
5. • Provides information of waste bank location comprehensive database system
My Smash across Indonesia
• Provides an online bookkeeping that is
accessible for both waste bank and clients
Topic Summary
• Public Awareness initiatives are mostly
the domain of independent organization
focusing on the "prevention of plastic
waste" specifically to the prevention of
single use plastics.
• This is a big topic and very much valued
also by similar initiatives worldwide and
also very relevant for Indonesia to follow
in the steps of other countries that are
consistently working toward the
elimination of single use plastics (Europe,
some countries in Asia, Africa etc).
• Most of the initiatives observed have
tools that can be applicable for quick
replication (manuals, SOPs and also
Applications).
•
Public Awareness
They are already collaborating in their
initiatives with the private sector
(although still a nice) that are willing to Refill My
participate and pave the way for positive Bottle + I
changes
• These initiatives play an important role in Because I
raising public awareness because they
have the power to encourage the society
and act as agents of change
offering solution to society, businesses,
and government to gain their
participation in caring for the
environment
BP Strengths Weaknesses Lessons Learned
• Youth led organization • The operation of this organization is purely • Movements and campaigns
• Engage not only the society but also voluntary are more impactful when gain
government and businesses in reducing single the government support
6. plastic bag use in Bali • Most of these organization
BBPB+OIOV • Have starter kit to make it easier to expand have good skills in
their reach to other communities in the world communications and
• Strong and established international extensive networks and could
recognition be of use if integrated in
• Supporting the reduction of single use plastic • The operation of this organization is purely specific projects to raise
packaging, plastic bags, and straws by voluntary awareness and changes within
approaching businesses • Funding dependent to CSR communities
7. •
• Provide training for employees of • Lack of human resources Most of these organization
Plastic participating businesses on reusable • Monitoring is difficult since they don’t have have good programs in
Detox packaging sufficient workers collaboration with business
• Have clear methodology for new businesses • In need of fund to sustain the initiative with proven methodologies of
to start participating in their activities approaches
• Wide reach starting to get recognition • Currently difficult to estimate the impact and
8.
worldwide economic benefits from the program
• Does not restrict participating businesses and • Depending on CSR for funding
allow them to charge for water
Use This
• Changing market strategy from selling bottled
water to using gallons
Care
• Have the ability to assist local governments in • Their act is dependent towards various
drafting regulation on ban of plastic bag use stakeholders to reach success
9. in retail stores • Unstable operational funding
GIDKP • Ability to raise awareness within society as
well as encourage government to support
their vision
• Have experts from various stakeholders that • The forum does not have enough participants
10 can implement the program suggested in the from various stakeholders that can represent
BJBS forum in each stakeholders' workplace or the voice of designated stakeholder
neighbourhoods • Does not have the authority to run a program
• Encourage organic waste recovery as a part of • Reduced reach within the community as the
the attempt to reduce waste disposal in concept of applied zero waste is not very
landfill popular yet at large
11. • Able to support the government in creating
YPBB zero waste areas, including being facilitators
for several programs
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Topic Summary BP Strengths Weaknesses Lessons Learned
• Policies conducted by government play • Well structured system with proper tools • -Hard to enforce the disincentive • The sustainability of activity should
strong role in making society involved in distributed to the community for easy program to not collect waste from not depend only on the current
Local Government Incentive

designated activities implementation (they provide container for
• Incentive/ disincentive program given by 12. organic waste that facilitate waste
the government encourage the society to Depok separation)
be involved (Badung+DP • Implementation of waste collection according
• Government commitment and the ability S) to categories (organic only and residue only)
to create incentives and implement it • Give incentive such as not charging residents
consistently are strong tools for for collection if they do waste segregation at
implementing better systems and gaining source
reticent participation • Government commitment to maintain and
monitor the policy on reducing the use of
13. plastic bags
Banjar- • Collaboration with retail to increase public
masin + awareness
Balikpapan • Support from local communities
• Organic waste needs to be treated as it is • Efficient use of space and reduced areas • Access to well sorted organic waste
a big and useful resource needed for same quantity of waste processed
Organic Waste
houses that do not segregate their political and government leader
waste
• Weak Law enforcement towards retail
stores to implement the ban of single
use plastic bags
• Society behaviour is not yet fully
changed(still plastic consumer driven)
• Lack of funding for socialization
• Ambiguous qualification of eco-friendly
bags
• BSF is attracting a lot of interest as a
specifically for fruit (food for BSF) is proven added value system for

• Diversification of technologies is needed compared to traditional systems
to provide viable and sustainable options • Shorter production time from traditional
14.
systems
Forward • Easy production steps to follow (Able to be
BSF replicated anywhere)
• Selling BSF is more beneficial than selling
compost, also a big opportunity in animal
feed market
limited
• BSF larva demand is higher than the
compost production itself
managing and marketing organic
waste.
animal Feed market is a ready
opportunity that needs to be
explored better
excellent solution for large
traditional markets

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Topic Summary
• Material recovery facilities
are operated by different
stakeholders, such as
government community and
private sector
• All initiatives recover and
process both organic and
inorganic waste
• Land availability is one of the
weaknesses faced by most
initiatives
• Products derived from
organic waste are either sold Jambanga
or given for free to residents
with conditional terms but
are mostly not generating
significant revenue streams
Organic + Dry Waste
BP Strengths Weaknesses Lessons Learned
• Total control of system from collection to material • Low rate segregation at source within • Collaboration between society,
management residents community based
• Clear division of tasks and roles • Unstable cash flow organizations, and the
15.
• SWM system integrated in the village regulation • Need to improve the recovery of food scrap to government is needed to
TPS3R • Long term committed leader able to understand the answer the market demand ensure the sustainability of
Mulyo community & business model MRFs
Agung • Practical government support (infrastructures and • Community based
equipment) organizations can cooperate
• Trustworthy relationship with the buyer of recyclables with the government to help
• Clear replicable model for municipality, also for • Waste is not separated from source them widen their service area
16. • Better sorting systems and
communities with private sector collaboration • Being one of government’s asset restrain
PDU • Real and viable demand from buyer for recyclables and them from selling the products they have facilities need to be developed
processed organic products produced in order to manage more waste
n • Great potential to generate income from final products more effectively while ensuring
• Based on the initiative of local people • Being in a small island their area is affected by safer working conditions
• Use the products derived from recovered waste in waste present in the sea therefore they have • Segregation at source should
be one of the requirements for

17. fulfilling locals daily needs (as animal feed, fertilizers, and to manage a wider amount
growing media for edible plants) • The transportation cost for transporting waste all operating services making
Rumah waste recovery process more
Hijau from the island to mainland
effective
• Limited land available for organic waste
recovery on the island
• SWM system for all waste generators is facilitated by • Low rate segregation at source within
18.
Cimahi Environmental Agency residents
Zero • Train communities by giving facilities, such as hollow • Competition in access to recyclables because
Waste bricks of the informal sector
City • Collaboration with YPBB for socialization and education • Limited land available for organic waste
Cimahi recovery
• Decentralized SWM system • Operational fund is only provided in the
• Involves both NGO and government in encouraging and beginning of the project and is not sustain,
19.
supporting the establishment of zero waste areas therefore a lot of KBS don't operate well
KBS (neighbourhood scale) because some NGOs are not able to support
Bandung • Targets recovery for both organic and dry waste fraction the KBS sustainably (becomes a voluntary
work for the NGO)
• Composting facility is owned and operated by the • Need to improve compost utilization
government • Limited land for composting facility
• All operators are paid by the government
20.
• Integrated communal collection of waste
Depok Apply reward and punishment system in educating
UPS residents to segregate at source
• Encourage 1 waste bank set up in each village

• Good SOPs for waste separation at source • Weak access to funds

Topic Summary
Waste4Ch
• Initiated by FMCG companies
in Indonesia, have the ability
to attract collaborations from
national and international
stakeholders
• Ability to scale up
• Have potential to stabilize
recyclables market price
• Logistics issues due to the
absence of recyling factories
in some region/islands
• Need to widen cooperation
with recycling partners
Tetra Pak
EPR
Danone
The Body
BP Strengths Weaknesses Lessons Learned
21. • Proven sustainable model from collection to separation to
recycling
• Ability to attract motivated customers
ange +
• Ability to build significant partnerships with private
EcoBali
sector, associations and government
• Founded by 6 big brands with individual corporate global • Need to grow resources and solutions to • International packaging or
commitments match PRAISE expectations brand companies have more
• Ability to attract strong collaborations both from national • Logistics issues due to the absence of motivation to act as are part of
22. and international actors recycling factories in some region/islands a global effort and strategies
PRAISE • Wide resources access • Reduced Impact in other regions other than are set by their global offices
• Ability to scale up recycling existing value chains java and bali due Logistics issues because of • Many partnerships and proven
• Create new job opportunities the absence of recycling factories in these recycling partnerships that can
areas be utilized for scale up models
• Flexibility of models for partnership • Price positioning for buying recyclables • Need more integrated activities
• Additional valuable material for recyclers • Network still limited to parts of java and Bali with other actors such as waste
• Availability of New recycled products for society at large • Need to find additional partners suitable for banks
• Ability to create local partnerships with relevant required recycling activity • Interested in replicating
23. recycling value chains in other
stakeholders along the value chain in order to increase
recovery of post-consumer packaging and higher recycling island as long as effective
rates partnerships and business
• Strong motivation vision and commitment models are proven
• One of the founding members of PRAISE • If EPR programs are integrated
• Program sustainability from local communities • Partially or fully subsidized costs for some with the city SWM system,
• Stable price for recyclables supplies for Danone production activities and programs recycling rate data is
• Opening job opportunities • Weak approach for collection and recycling of centralized and transparent for
all stakeholders involved
• Have created networks that are able to collect bottles and PP cups
24.
produce PET flakes. Current capacity of network is 1200 ton
bottle/month
• Partnership with West Jakarta Central Waste Bank (BSI)
and junk shops to supply recyclables
strong motivation vision and commitment
• Proven system for "take back" implementation
• Good communication to customers
25. • Well-functioning program as members increase
consistently
Shop • Strong motivation vision and strategy
Ability to form good partnerships
Page 16 of 71
Page 17 of 71
3 Suggestions for SSC topic ‘Organic and Dry Waste’
In this section, we present our overall suggestions for activities supporting the segregation of organic
and dry waste materials at the households, collection, and addition segregation at the local PDU/TSP3R
station. Refer also to lessons learned in section 2.
We have formulated different types of initiatives in which DEPA and KLHK can cooperate on obtaining
the overall goal, allowing the SSC members to jointly decide on the most relevant fields of cooperation.
We have for each area of interaction identify examples of relevant Danish expertise; at this generic
level it cannot be determined to which degree the experience from a rich, industrialised country will
be relevant in Indonesia – this must depend on the actual context.

Dry and Organic waste are mostly managed together, and material recovery facilities are increasingly
used especially at city scale. Through the analysis of Best Practices, four main typologies of operating
systems have been identified based on funding mechanisms and organizational set up – of which this
section primarily deals with the dominating types PDUs and TPS3Rs
• Government based operation and funding (PDU)
• Community based operation with governmental funding for infrastructures (TPS3R)
• Community based operations and funding (rumah hijau)
• Private sector based operation and funding (private MRF)

The figure below illustrates the conclusion of the team’s deliberations and the intense consultation
with stakeholders throughout the project. We suggest focus at five themes (each leading to concrete
outputs) for which we have identified a number of relevant activities.

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Potential Danish input
Denmark has more than 30 years of diversified experiences with household segregation of numerous
waste fractions and establishment of value chains with different levels of technology adapted to the
waste material and the context. Denmark can, among others, contribute with expertise on:
- segregation in households, procedures, awareness raising, equipment etc.
- assessment of sorting and collection technologies and systems
- technology and business models for effective operation of PDU/TSP3R
- value chain cooperation ensuring recycling of different waste materials
- capacity building within the above and additional areas

3.1 Area A1: User friendly household sorting in fractions

Household sorting of waste is highly prioritised on KLHK’s agenda and in the Jakstranas as it is
recognised that sorting at the source is the most efficient way to obtain clean and recyclable waste
fractions with commercial value. Household segregation of waste should be introduced in the most
cost-effective and user-friendly ways to ensure overall effectiveness and user satisfaction with the
system. nnn
Already now there is a lot of experience with household segregation of waste in Indonesia,
demonstrating different cost-effectiveness performance and also differing in user-friendliness.
Collecting experience with the different Indonesian technical solutions, and adding international
experience, will enable preparation of a guideline for household sorting of waste fractions, allowing
the communities to apply the methodology that fits best to ambitions and local conditions.
In light of the experience gathered, KLHK with key stakeholders can consider preparing regulation
ensuring application of cost-effective and user-friendly segregation systems across Indonesia.

3.1.1 Activity A1-1: Technical analysis of household waste segregation

Already included in the national and local legislation on waste management, achieving household
sorting of waste fractions is one of the many challenges faced by waste management implementers
and facilitators across Indonesia. Effective household segregation of waste fractions is pivotal in
enabling maximization of recovery of materials at the sorting centers. Among the important reasons
for Indonesian households being hesitant towards separating waste at the source are that customers
perceive that they already pay for the collection service and therefore should not have to separate the
waste; and that waste collection systems are not organized technically to enable sorting and collecting
waste separately. This leads to the need of a deep analysis of the sorting challenge both from a
technical and a cultural point of view in order to propose various effective options.
The analysis should take into consideration not only user-friendly sorting systems at household level
but also the options on how to maintain the quality of the waste fractions sorted throughout the
collection phase (refer also to Area A-2).

3.1.2 Activity A1-2: Cost-effectiveness analysis of household waste segregation

Local government budgets are often limited, and cost-effectiveness should always be pursued in waste
management, therefore the aspect of cost effectiveness coupled with technical solution will provide
crucial information for decision making at government level as well as for implementers. The analysis
in A1-1 will lead to a catalogue of technological options for household segregation of fractioned waste
materials, which will be objects for a cost-effectiveness and socio-economic analysis in order to identify
key parameters for the decision on whether a solution will be suitable for implementation in
designated areas.

3.1.3 Activity A1-3: Development of guideline for household sorting of waste

As a result of the deep analysis of sorting options and their cost effectiveness and socio-economic
characteristics, user-friendly guidelines should be developed targeting both waste management

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implementers (government, community-based organizations, private sector) as well as customers
(households, offices, businesses), and operators involved. Separate Guidelines should be produced so
that all the technical aspects can be addressed accordingly to the different target groups they are made
for and be then also a reference for trainers.
Guidelines are envisioned to provide options that can fit different conditions for different areas (urban,
semi urban, rural).

3.1.4 Activity A1-4: Preparation of draft regulation

Indonesia is currently equipped with ample regulations that control waste management. However,
these regulations need to be further reviewed and completed to cover all the challenges in managing
organic and dry waste fractions and ensuring proper recycling of the materials from the households.
In order to maximize the scope of these regulations, key stakeholders should be involved as to
understand the problems faced by implementers wholly and therefore creating relevant and
sustainable solutions, including the operational aspect of waste management facilities.
Part of the regulation will concern the need for streamlining waste management across the country,
province or municipality, ensuring that relatively harmonious segregated waste fractions can be
delivered to industry. The need for regulatory and/or financial instruments to be implemented to
enforce/strengthen the regulation will also be considered, supporting the mainstreanming of
household sorting into the Indonesian society. Thus, this activity will bot reduce the amount of waste
being disposed in landfill and help efficiency of intermediate waste management facilities.

3.2 Area A2 – PDU/TSP3R – cost effective operation

Moving away from the linear waste management system (waste collected and disposed at landfill-TPA)
and according to Jakstranas’ targets, intermediate waste management facilities (or sorting and pre-
processing facilities) are highly promoted by KLHK and other government agencies in order to achieve
proper waste management (Pusat Daur Ulang (PDU) established and managed by DLHK departments
and TPS3R funded by Public Work and managed by Local communities).
Proper design of facilities with integrated effective technical options are key factors in order to achieve
efficiency and promote successful and economically replicable models.
Good examples of existing PDU and TPS3R are already identified (refer to section 2 and 6) but cannot
represent a full scalable model as several aspects still can be improved; especially technical and cost-
effective operational aspects are the main challenges to be investigated to allow PDU/TSP3R “sorting
centers” to become the backbone of the waste management system as already envisioned by KLHK.

3.2.1 Activity A2-1: Analysis of cost-effective collection options

Few options for separated waste collection systems are currently implemented by PDU and TPS3R. The
most common waste collection approach is door-to-door collection of non-separated household waste
which is usually self-organized by the community. As referred to in section 6, however, also a few
models with collection of separated waste have been identified. By analysing current waste collection
methods applied by PDUs and TPS3Rs it will be possible to assess and revise current practices both in
terms of efficiency and costs and add options for improvements. The options will be compiled in one
catalogue that can be used by waste management implementers in considering the most cost-effective
collection option, including frequencies, technologies, methods and tools for their future collection
system.

3.2.2 Activity A2-2: Analysis of best technical practices in PDU/TSP3R sorting facilities
Currently, there are several tecnological methods and practices adopted in different PDU and TPS3R
operations. One BP has shown good improvements in layouts and basic technical supporting system
which can serve as a reference for improved sorting facilities both for PDU and for TPS3R.
In general, there is room for improvement of the guidelines for operational managing PDU and TPS3R
facilities, resulting in little standardization of layout, SOPs and workflow. The different methods of

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waste sorting applied need to be further analysed in order to assess strengths and weaknesses of the
different options and determine which is the best methodology under which conditions. Topics will
include manual and mechanical sorting, management of organic and inorganic waste, material flow,
packing and storage. This part will be key in increasing efficiency as well as improved condition and
quality of material recovered ready for the recycling market.

3.2.3 Activity A2-3: Cost-effectiveness and OH assessment of sorting techniques

In choosing sorting methods and techniques, it is important to pay attention to occupational health
aspects which currently is overlooked in most of the sorting facilities. Since the majority of waste
collected is not yet sorted, waste segregation is commonly done in waste management facilities.
Workers are typically handling and sorting waste without proper safety equipment (although basics
such as gloves and masks are sometimes used). Very little is taught and communicated regarding the
importance of occupational health within waste management facilities.
Thus, a deeper analysis in occupational health aspect can reduce the risk of workers to get occupational
disease by adjusting waste segregation method and formulating proper SOPs for the staff operating in
the sorting facilities.

3.2.4 Activity A2-4: Preparation of catalogue of PDU/TSP3R technologies

The result of the analysis of waste collection methods, technological practices and options, cost-
effectiveness, and occupational health will be compiled in a complete catalogue that can be used as a
guideline for PDU and TPS3R managers to improve their operational system. These guidelines should
be made user-friendly so to ensure that waste management actors can act independently after the
coaching stage is over. Ultimately the implementation of these guidelines is expected to improve the
PDU and TPS3R management making the whole operation more sustainable.

3.3 Area A3 – PDU/TSP3R organisational and financial concept

PDU and TPS3R facilities are envisioned to be the backbone for management of household waste in
Indonesia and full sustainability of both technical and financial aspects are required in order to comply
with Jakstranas’ goals in reducing and handling waste by 2025.
In analizing the various BPs it has been observed that there are weaknesses in the organisational and
financial models of PDU and TPS3R. Government managed facilities struggle with functioning as fully
commercial units (government legal status as a constrain in allowing commercial activities);
community based facilities show lack of access to funds and commercial skills. These challenges result
in waste management actors taking taking decisions enabling day to day management but not allowing
proper room for more effective operation or growth.
Overall there is a need for a standardized systems or blueprint to be referred to. The activities in this
area are expected to tackle this issue and deliver a guideline in organizational and financial model as
an output that can be implemented by PDU and TPS3R managers.

3.3.1 Activity A3-1: Analysis of well-functioning organisational models in PDU/TPS3R

A deeper analysis of each organizational model is required highlighting all the different organisational
and financial aspects of the government run PDUs and one the community based TPS3Rs, highlighting
the options of improving the operational and financial performance of the different units and of
applying commercially relevant business models in the facilities. Waste management actors will utilize
the information to plan effectively at local and regional level and choose according to which option
best fit to their situation.

3.3.2 Activity A3-2: Analysis of finance options and business models for PDU/TPS3R
A few different financing options for organic and dry waste fraction management are currently
adopted across Indonesia (and described in section 6 of this report). The different financing options

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will be thoroughly compared in order to identify the preferable model – depending on conditions for
the individual PDU and TPS3R. This analysis will show what kind of financial option better suit PDU and
TPS3R and support both types of facility to become more sustainable. The output will be several
business models for each type of waste management facility.

3.3.3 Activity A3-3: Consultations with national and sub-national level entities
The analysis of the organizational and financial models should be discussed and refined with the key
waste management actors. Proper consultations need to be done not only with KLHK but also with
BAPPENAS and other related departments and sub-national units in order to ensure that options
proposed are fully viable at central and local level. The establishment of a dedicated multi stakeholder
working group can be a suitable option to take into consideration

3.3.4 Activity A3-4: Preparation of guideline for organisational and financial setup
A thorough guideline that contains various types of organizational models and financial setup can be
prepared. This guideline will ease the operational model of both existing and not least newly
established PDU and TPS3R facilities. It will include options for PDU and TPS3R managers to choose
based on the most suitable condition for their facilities.

3.4 Area A4 – Value chain for PDU/TSP3R fractions strengthened

One important factor for effective recycling of household waste materials is the establishment of solid
and sustainable value chains across Indonesia, including the ability of PDU and TPS3R to be efficiently
connected with such value chains. This is a key factor not only for achieving the financial sustainability
of those operations but also to achieve the goals of Jakstranas by 2025.
By creating better connections with current and upcoming recycling industries, it will be possible to
boost and make more specific the demand for the (organic and in-organic) materials collected in waste
management facilities.
Currently there is little information of which value chains are already present and active in the various
areas of Indonesia, and there is little focus on establish effective value chains. Once a PDU/TPS3R is
established, the ability to connect with recycling value chains is left to the local managers without prior
mapping of what is available, with little support to solve pressing issues faced by the facility such as
weak knowledge of recycling options, lack of market for compost, differing quality demands from
different recyclers of dry materials, fluctuating market prices etc.
The current recycling value chains have been established organically and in parts of the country mostly
by the informal sector. This output will servie to establish more effective material flows and increased
number of value chains connected with PDU and TPS3R facilities.

3.4.1 Activity A4-1: Clarification of value chain options

Recyclable value chains in Indonesia are not distributed evenly across the country – with increasing
challenges when looking further away from Java where most of the recycling industries are based. The
lack of connection and information leads to unwillingness of waste management actors to collect
materials/recyclables with lower value or specific logistic challenges involved. As for the non-
standardised composted organic materials, local market conditions are fragile or non-existing, and
there is a need in regards of ensuring the documented quality of compost materials.
This first phase serves to establish information on already viable value chains and on the lack of calue
chains in designated areas and for different waste materials. Mapping of existing main value chains
are required for PDU and TPS3R in all regions to connect waste management actors and end users both
for composted and recyclables materials. The effort will include clarification of type of materials traded
and type of value chains available for PDU and TPS3R facilities.

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3.4.2 Activity A4-2: Analysis of organizational and financial terms
The various organizational models of waste value chain cooperations need to be made clar to allow
facility managers to deal effectively with the value chains. The ability to understand how to deal with
the industry (being the middle man or directly the recycling industry) is very important from both an
organizational and financial point of view. Type of contracts/MoUs, prices and price fluctuation as well
as standards for quality of material traded and conditions are all key points for establishing effective
and longlasting trading relationships. Section 6 presents different models, applicable under different
conditions. A deep analysis of the above factors will provide better insight for the design of an effective
financial and organizational modelling that can be applied across the country.

3.4.3 Activity A4-3: Guideline for the value chain establishment

A guideline can be compiled and serve as a reference for all PDU / TSP3R waste management/sorting
facilities across the country. All relevant waste management actors will be involved in the process with
the industry and relevant recycling association expected to become more active in making available
updated options for the various PDU and TPS3R.

3.5 Area A5 – Capacity building for implementation

Based on a complete set of guidelines that include household sorting, waste collection, cost-effective
financial assessments of different technological solutions, options for operational and organizational
models and concepts, and value chain establishment, proper capacity building can be carried out for
all waste management actors involved into the implementation. Existing governmental and other
capacity building channels can be utilized for this purpose, with local facilitators allowing the
information to reach all relevant waste management facilities (PDU/TPS3R and more) and anchoring
knowledge at local level. Selected facilitators should be invited for Training of Trainers on all guidelines
produced

3.5.1 Activity A5-1: Training in organizational and business models

The main facilitator team will be trained to understand the options and potential utilization of the
various business models that can be adopted in the operation of TPS3R and PDU. Facilitators will
provide training to the local government (both DLHK department and also other related departments
involved in local planning) to ensure that organizational and financial models are understood and
preferences for implementation expressed. Training will also be delivered to the managers of PDU and
TPS3R on how to utilize the business models prepared and integrate it to the existing ones.

3.5.2 Activity A5-2: Preparation and distribution of awareness raising material

Besides the guidelines also other awareness raising material needs to be prepared. This includes easy
steps graphic information, reminders and any other information material that will make the
implementation of more effective recycling solutions easier to communicate to the implementers, the
staff and the community involved.

3.5.3 Activity A5-3: Hands-on support to ensure more effective PDU/TSP3R

Implementation of the guidelines and options at waste management facility level will be much more
effective if the PDU/TSP3Rs are offered hands-on support in order to effectively strengthen the
capacity the facilities and implement needed changes. Repeated practical coaching for managers and
workers is envisioned as well as methodologies to report improvement and issues that need immediate
attention. PDU and TPS3R performance indicators are needed to prove the effectiveness of the organic
and dry waste management activity. Overall a proper and effective data recording system of their
performance is needed and should be an outcome of this activity.

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4 Suggestions for SSC topic ‘Waste Banks’
In this section, we present our overall suggestions for activities supporting Waste Banks to fulfill the
role described in Jakstranas, specifically to manage more than 4,000 million tons of waste by 2025.
We have formulated different initiatives in which DEPA and KLHK can cooperate on obtaining the
overall goals, allowing the SSC members to jointly decide on the most relevant fields of cooperation.
Waste banks play a very important role in the present and future Indonesian waste management
model in compiling separated recyclable waste materials, allowing recycling industries to obtain
recyclables with a better quality for their manufacturing of new products.
The figure below illustrates the results of the team’s deliberations and the intense consultation with
stakeholders throughout the project. We suggest five themes with matching activities.

Potential Danish input

Denmark has many years experience with decentral waste sorting and establishment of markets and
value chains supporting ambitious recycling models. Denmark can, among others, contribute with
expertise on:
- Organisation of value chains supporting ambitious recycling models, including business models
and regulation
- National and sub-national data recording systems
- Technology and business models for effective operation of Waste Banks
- Value chain cooperation ensuring recycling of different waste materials
- Capacity building within the above and additional areas
 25

4.1 Area B1 – Optimize WB organisation and business models

Many waste banks are well established, but waste banks commonly have difficulties in maintaining
financial sustainability. Different types of organizational and business models adopted by waste banks
have been identified and accounted for in section 6 of this report, highlighting strengths and
weaknesses. A catalogue on best organisational and business practices will help waste banks in
optimizing their overall performance with the aim of making waste banks more sustainable and
effective in boosting the recycling rate in Indonesia. Ultimately, this output will enhance the effective
contribution of waste banks in achieving goals stated in Jakstranas by 2025.

4.1.1 Activity B1-1: Analysis of WB business models

One crucial aspect to ensure the sustainability of a waste bank is having a proper business model,
closely interlinked with the organizational set up (NGO, government, private). While “WB decentral
units” (Bank Sampah unit) require a minimum administration and capital, for Central Waste Banks
(Bank Sampah Induk or central) administration as well as consistent capital and proper cash flow are
key for their operation. Financial aspects are interlinked with the ability to establish and maintain
connection with recyclers as well as have enough land area for proper storage and processing facilities.
Taking as a reference the BPs analysed (refer to section 2 and 6), this activity will focus on economic
modelling comprising the existing weak points and bottlenecks within the current system - including
taxation issues, market fluctuations, demand and supply considerations, etc., allowing appropriate
solutions to be found and amendmends for current legislations to be proposed.

4.1.2 Activity B1-2: Analysis of well-functioning WB organisational models

In the project, different organisational forms of waste bank were identified, such as NGO based,
cooperatives, government-owned and private. These various organizational models are applied in
different contexts with their individual strengths, but they also imply weaknesses which currently
prevent them to be fully successful and scalable so to have a bigger impact.
A proper analysis of the various organizational models will reveal strengths and weaknesses of each
form of organization, with focus on possible improvements. Mehodologies to include and enhance PPP
and the involvement of private sector are also the focus of this activity.

4.1.3 Activity B1-3: Preparation of concept for WB organisation and business models
Based on the results of the analysis and modelling of business and organizational approaches a draft
catalogue with draft options should be discussed with the relevant stakeholders in order to ensure
that all elements are included, complete and reflect the vision of key stakeholders. The final agreed
draft concepts will be submitted in a catalogue of options of sound WB systems models from which
national and local administrations can choose for planning and implementation in collaboration with
related stakeholders.

4.1.4 Activity B1-4: Prepare draft regulation

Regulation on waste banks has been issued by the KLHK in Environment Regulation of The Republic of
Indonesia Number 13/2012 named Guidelines for Implementing Reduce, Reuse, and Recycle through
Waste Banks. The regulation comprehensively deals with the operation of waste banks.
Based on the above analyses the regulation can be amended regarding strategic planning,
organisational approach and sustainable financial operation of waste banks. Aspects such as legality,
economic models, and strategies for increasing public awareness can be explained in a structured
manner. The envisioned draft regulation is in reality a compilation of suggested adjustments to the
existing one based on the improved business and organizational modelling systems.

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 26

4.2 Area B2 – National digital data recording platform

The waste banksa are considered pivotal in increasing recovery of recyclables among communities,
businesses and various sectors of society. In promoting the importance of waste bank for the recovery
of recyclables, the complete waste bank systems should be supported by development of a data
system at national scale, with recording of type of waste collected at central waste banks, quantities,
prices, and all other relevant factors. The data system needs to be harmonized, unified and validated
in order to provide the accuracy needed. The unified data platform will be an invaluable tool for
boosting the WB system, the recycling sectors and ultimately Circular economy in the country.

4.2.1 Activity B2-1: Analysis of needs for WB data recording and sharing
Data recording has been a challenging issue for waste bank implementers. Currently, the WB systems
are relying mainly on manual data recording with poor data reporting at both local and national level.
Attempts of digitalizations are identified, but more as private initiatives rather than as a concerted
effort. Main challenges relate to the data collection and reporting and an analysis is required in order
to provide solutions applicable for all waste banks in the country.
Existing digital platforms such as the National Waste Management Information System (SIPSN) from
the Ministry of Environment and Forestry, the Jakarta Waste Bank digital platform, and banksampah.id
are part of the BPs analyzed (refer to section 2 and 6) and should be used as starting points to be
developed further for unification and national implementation.

4.2.2 Activity B2-2: Formulation of TOR for the WB digital platform

Concept formulation of a digital waste bank data platform is needed to identify needs, discuss
alternative models, synchronize existing waste bank digital platforms with the required new features,
and develop user-friendly interfaces. The focus of this activity is to define all requirements for local
and national implementation in light of existing systems and additional identified needs. Section 6
includes an example of how the WB system can be directly connected to a proper banking system
whereby the customers can have a bank account connected to their WB account, this option should
also be considered. A thorough pre-analysis of all components such as type of data, sources, data
validity, format, tools for elaboration and analysis, mode of access, interface etc. form the basis for
consultations with key stakeholders. The result of this activity will be detailed TOR and requirement
specification for development of the data platform.

4.2.3 Activity B2-3: Development of draft WB digital platform

Based on the ToR this activity concerns the actual development of the draft WB digital platform. Some
existing digital platforms can be improved to meet the specific requirements (banksampah.id, Jakarta
waste bank), or a completely new platform established.

4.2.4 Activity B2-4: Finalisation of national WB digital platform

For finalisation of the national waste bank digital platform, this activity will include detailed plans
content deveopment, design and technical uses based on consultations with government supervisors
and input and recommendations from the users. Plans for maintenance, hosting, reporting, long-term
plan for platform development with measurable and clear targets.

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 27

4.3 Area B3 – Improved market linkage for recycled materials

Waste banks have an important role in the recovery of recyclables, but many waste banks do not have
access still to a complete recycling network (middleman or factories) because of lack of information of
the options in their area. The connection between value chain stakeholders is limited and typically left
to individual initiatives, leading often to key actors not being able to understand all business
opportunities including their role in establishing new ones. At local level (and especially in areas
outside of Java) there is lack of established value chains - but potential to recover high quantity of
materials. Market understanding and linkages are key factors in ensuring WB sustainability while
supporting the recycling sector with increased quantities of materials ultimately boosting a growing
industry.

4.3.1 Activity B3-1: Calculation of potential recyclable waste amounts

To calculate the amount of waste that can be recycled on a national and regional scale, it is necessary
to have a clear understanding of waste generation and its composition at both regional and national
level. Building on existing national and local data the composition of municipal waste will be compared
with the number of recyclers and the type of recyclables which can be recovered at local and national
level. A mass balance of waste materials and existing/potential recycling volume will be prepared.
The activity will lead to a more accurate understanding of the current gap of recovered vs non-
recovered recyclables, allowing the government and key stakeholders to set realistic and specific
targets for all recyclables to be managed.

4.3.2 Activity B3-2: Survey of existing and potential customers waste recyclers
Knowledge on the existing and potential numbers of recyclers will be matched against the quantities
of recyclables produced in an area, allowing factual considerations on the need of additional recycling
capacity. This activity will entail studies and surveys identifying factories and waste processing
companies and specifying types of materials, sources, conditions, requirements, processing
technology, as well as processing capacity of the factory/company. The scope of the survey will target
not only existing factories/ companies that are recycling, but also factories/companies that can
potentially change the source of their raw materials into recycled materials.

4.3.3 Activity B3-3: Mapping of value chains for recyclable materials

Complete information on the pre-factory/recycling chains within the formal and informal sectors, such
as waste banks, junk shops and aggregators, will include mapping of the current type of material
traded, actors involved, and their role within the recycling business from upstream to downstream in
a city. Comparative analysis of the data will provide information on the gaps on recyclable material
markets and its carachteristics which will then be utilized in planning for improving the value chains at
local and national level.

4.3.4 Activity B3-4: Preparation of plans for ensuring the material flow
Once the recycling value chain system has been thoroughly analysed, a national (or provincial) plan(s)
will be prepared in collaboration with stakeholders so that actions can be taken in improving or
establishing value chains and markets of recyclables. The plans should include all key stakeholders
related to the value chain including waste producers and the various customers of waste banks
(residentials, commercial, offices, industrial). Incentives and instruments should be discussed,
including national and local initiatives to boost awareness.

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 28

4.4 Area B4 – Concept tested in four cities

The developed guidelines regarding organizational & business models, digital data platform, and value
chains will constitute the body for concept testing in four main cities, to be be chosen based on
government support, willingness of the private sector, and the presence of a waste bank network that
can be improved.

4.4.1 Activity B4-1: Agreements with four major cities

The four cities should represent areas where viable value chains and waste bank networks are well
established but also cities where value chains and waste bank networks are weaker, hereby prodicing
test conditions that resemble the country as such where similar siatuations are present.
The city government need to have a stable technical operational and financial system that can support
the innovations but also a political vision that can support needed changes in collaboration with all
stakeholders. After the determination and consultation with the chosen city government, both parties
agree to the terms and conditions that apply to the pilot program with official documents, whereby
commitment and specific targets are agreed mutually.

4.4.2 Activity B4-2: Capacity building in four cities

Training, socialization, and assistance are needed to increase the capacity of local government, waste
bank network and supporting systems. This activity will provide capacity building and specific material
will be produced for training of local facilitators (selected staff from local governments and related
associations) in order to run programs independently in the long run. Assistance and monitoring by
the central government should be planned and carried out continuously and in line with the program.

4.4.3 Activity B4-3: Preparation of awareness raising material in four cities

Generic awareness information material will be prepared and diversified according to the target
audience and the topic. Trainers are envisioned to participate in the preparation of the awareness
material. Preparation of awareness raising material includes user-friendly information, with clear step-
by-step activities and graphic information. BP stakeholders pertaining to the awareness cross cutting
topic should be invited to provide expertise on raising public awareness with possible modification of
the tools and approaches.

4.4.4 Activity B4-4: Pilot tests of business and organisational models

Planning is agreed with stakeholders, the business model, organizational model and value chains
decided, and implementation is carried out in all four cities in parallel as found possible. A specific
platform or “Working Group” should be formed in each city under government guidance with the
active participation of relevant stakeholders including the private sector so that all implementing
phases can be coordinated properly among relevant stakeholders. Options for betworking between
pilot cities should be formally established. Timeframe of implementation and progressive target
achievements should be prepared including monitoring and evaluation.

4.4.5 Activity B4-5: Feed back to phase 1, 2 and 3

Experience, knowledge and input is compiled throughout the pilot exercises to be fed back into the
process of optimising the material prepared in the previous phases. The working groups established in
each city will monitor and evaluate all aspects of the pilot projects and provide input to adjust
guidelines and othe material, based on the pilot project experience. Workshops are envisioned to be
organized among the four cities to share experiences, information and possible solutions so to
synergize and contribute to the finalization of guidelines for national implementation.

4.5 Area B5 – Capacity building for national implementation

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Having the feedbacks from stakeholders, including the evaluation process of pilot projects, the
program will be ready for national scale implementation. Capacity building for trainers will be done
involving government, related associations, and waste banks. The trainers will be given training on how
to implement organizational models, business models and digital platforms for waste bank
development. Government and political will for implementation of new set of guidelines and their
assimilation within the current system is key to the success of the national implementation.

4.5.1 Activity B5-1: Training in business models

Training sessions will be provided by local and central government as well as related associations for
the waste bank managers to implement the business models first hand. Trainers are expected to
understand the business models and the complete set of guidelines. Trainers will support waste banks
in deciding which type of business model suitable for implementation under the given conditions.

4.5.2 Activity B5-2: Training in new digital platform

The digital platform will be a new tool for most cities, specifically the data collection system for waste
banks. The main target group is local government, related associations, and the central waste banks.
The widespread use of the digital platform will build an integrated and transparent national waste
bank data collection system.

4.5.3 Activity B5-3: Training in organizational set up of effective waste banks

The organisational models have been perfected through pilot projects and evaluation process and
therefore should be suitable for immediate implementation in waste banks with similar characteristics.
Trainers will assist in setting up organizational model for effective waste banks.

4.5.4 Activity B5-4: Preparation and distribution of awareness raising material

Training for preparation and distribution of awareness raising material is designed for entities who will
be facilitators for waste banks and hereby support strengthening of household segregation. The
preparation of awareness raising material includes definition of methods for gaining attention from
the society through graphic information, as well as the contribution from local government and
community leaders in distributing the material.

4.5.5 Activity B5-5: Hands-on support to ensure more effective waste banks
The different options included in the guidelines prepared should be implemented in accordance with
the characteristics of the city/waste banks. Hands-on support from trainers will be delivered for
establishing an effective waste bank, enabling a deeper support than what is possible through training
alone.

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5 Suggestions for SSC Topic ‘EPR and Plastic waste’

In this section, we present our overall suggestions for activities supporting the management of plastic
waste through Extended Producer Responsibility (EPR). We have formulated different types of
initiatives in which DEPA and KLHK can cooperate on obtaining the overall Jakstranas goals, allowing
the SSC members to jointly decide on the most relevant fields of cooperation.
The Government Regulation n. 81/2012 states “It is obligatory for producers to do recycling by: 1.
Including recycling program as a part of their business/ its activities; 2. Using raw materials that can be
recycled and/or; 3. Taking back waste generated from products and its packaging to be recycled.”
The companies can play a significant role in establishing waste management and recycling value chains
for used packaging ensuring that these materials do not end up in landfills or are scattered in
waterways. The existing EPR schemes, as described in section 6 of this report, show promising results
but are so far limited in their extent as they are based on individual companies’ initiatives. There is a
dire need for expanding the scope of such schemes and a possible solution can be to make all
producers responsible towards their packaging waste through tangible and measurable contribution.
The figure below illustrates the results of the team’s deliberations and the intense consultation with
stakeholders throughout the project. We suggest focus at three themes (each leading to concrete
output) with matching activities.

Potential Danish input

Denmark can, among others, contribute with expertise on:
- assessment of sorting and collection technologies and systems
- technology and business models for effective operation of EPR systems
- value chain cooperation ensuring recycling of different waste materials

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5.1 Area C1 – Brand audit

In order to establish EPR systems, more data and information are needed, and brand audits will allow
calculation of the amount of packaging waste generated post-consumer. This should be completed
with data on composition of plastic packaging to illustrate the potential role that the producers must
take in EPR actions.

5.1.1 Activity C1-1: Analysis of post-consumer plastic packaging waste

The amounts and composition of post-consumer plastic packaging waste should be determined to
understand what kind of recycling industry that is needed in the designated area. The method is by
calculating the amount of plastic waste being managed in waste management facilities such as waste
banks, PDU and TPS3R, aggregators, and data obtained from the landfill.

5.1.2 Activity C1-2: Data collection of sales from different brands on a city scale
Review of brands’ sales data will determine the gap between items sold and packagings being disposed
of properly. Sales data will also be used to calculate the amount of post-consumer packaging waste
generated. This method should provide a good estimation of the amount of packaging for which EPR
is needed in cooperation with the producers that have produced that type of plastic packaging waste.

5.1.3 Activity C1-3: Analysis of brand sales and waste data

A correlation of sales data from brands and the account of post-consumer plastic packaging waste will
allow for quality proofing the derived connections between brands and waste materials. This analysis
will be used as a baseline to identify which producers should be involved in EPR and the recycling value
chain of plastic packaging waste in the designated area.

5.2 Area C2 – Analysis of EPR system establishment

EPR system establishment should be based on an analysis of government’s and key stakeholders’
requirements and options. A mapping of stakeholders and an analysis of EPR systems and waste
streams will pave the way for EPR systems with a circular economy concept. The output from this
activity will be a step-by-step catalogue in establishing EPR systems to become pillars for increased
recycling in Indonesia.

5.2.1 Activity C2-1: Analysis of EPR system requirements

Key factors for EPR systems include stakeholder analysis, assessment of waste materials and recycling
options, and financial modelling.

5.2.2 Activity C2-2: Mapping of recycling value chains

In each designated area, identified for establishment of EPR systems, existing and potential recycling
value chains with the packaging materials should be identified, analysed and mapped. This activity
includes identifying stakeholders that can recycle the specific types of plastic packaging waste. Waste
management facilities such as PDU, TPS3R, and waste banks will be surveyed to create linkages for all
the stakeholders involved in building a viable recycling system.

5.2.3 Activity C2-3: Preparation of plan for ensuring the material flow
For each designated area, a plan for EPR system will be prepared along with a material flow analysis of
the packaging materials, with clear targets and documenting overall flow of packaging materials from
production over consumption to discard of packaging, collection (massive scale) and eventually
recycling. EPR systems will benefit from cooperation with collection partners such as PDU, TPS3R, and
waste banks, and vice versa, as producers can contribute in giving incentives towards other entities by
helping them through funding operational system.

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5.3 Area C3 - Work plan for implementation in major cities

EPR systems constitute a promising tool to raise the recycling rate of post-consumer plastic packaging
waste and more producers demonstrating responsibility for their packaging materials can lead to a
significant increase in recycling of plastic packaging.

5.3.1 Activity C3-1: Formulation of work plan for EPR system implementation
A general work plan has to be formulated on how to implement EPR system in designated areas of
Indonesia involving producers and waste management actors. Planning elements include stakeholder
involvement, material flow predictions, timeframe, resources, budget and activities to run EPR system.
Consultations with producers, collectors and recycling industries from downstream to upstream
ensure full understanding of interests, possibilities and challenges.

5.3.2 Activity C3-2: Conduct workshop to establish joint commitment

The work plan concept is presented and discussed with communities, producers, collectors and
recycling industries from downstream to upstream to anchor the plan thoroughly in the society. Focus
Group Discussions and workshops anre conducted, roles distributed, data needs discussed,
agreements signed.

5.3.3 Activity C3-3: Finalize plans for EPR implementation

Plan for EPR implementation will be finalised based on the results of the previous activities. Further
long-term planning is needed with measurable targets and transparent monitoring method of
implementation to ease evaluation and control activity. Feedback from recycling actors also need to
be taken throughout probation time in order to amend strategic, management and technical method
in EPR implementation.

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6 Annexes

6.1 The Long-list of circular economy initiatives

Through literature and existing knowledge, the team identified close to 50 Indonesian circular
economy initiatives, from which the 30 most promising initiatives in terms of replicability and
government involvement have been selected and presented to the KLHK and the RDE.
In the selection of BPs for the long list, the consultant has had the overall objective to identify BPs that
provide good impact and are replicable. The consultant has sought information on parameters as:
• Expected availability of information through site visit (a necessity for enabling the analysis)
• Potential environmental benefit (waste reduction, reuse, recycling, or other benefit; specific
focus on the Jakstrana-targets concerning waste handling and reduction (to our understanding
hazardous waste is not part of the Jakstrana))
• Potential economic gains (for example waste handling savings, income from sale of waste
materials)
• Potential social consequences (for example job creation, improvement of working conditions
(not causing harmful working conditions), or creation of community partnerships)
• Ease of implementation (for example need for financial, technical, organisational, community
or other resources; length of implementation process)
• Probability for successful operation (only cases that have proven operated successfully will be
included)
• For practical reason, location, also to ensure coverage across Indonesia
• For waste banks, the best one in terms of awards received, customers, profitability, etc.
(according to KLHK, there are 5435 waste banks in Indonesia…)
• Balance – the six specific topics
• Is the BP still ongoing - or only a pilot project?
• Variation of organizations involved

The long list was discussed at two meetings, with selection of sites for the shortlist on the meeting 24th
July 2018.

Inception meeting at the RDE, 7th June, 2018 Meeting in KLHK, 24th July, 2018

Participants:
- Mr. Morten Holm van Donk, Sector Counsellor,
Environment, RDE
- Mrs Haruki Agustina, Sub Directorate Head of
SSDU, MoEF
- Mr Vicko Vicaksono, Advisor, RDE
- Ms Ana Suryana, MoEF
- Ms Siti Salmahtunnisa, MoEF
- Ms Silavny Dewita, MoEF
- Mrs Christine Effendy, AMC
- Mr. Bjørn Bauer, Team Leader, PlanMiljø
Participants:
- Mrs Haruki Agustina, Sub Directorate Head of SSDU, MoEF
- Mr Vicko Vicaksono, Advisor, RDE
- Mrs Christine Effendy, AMC
- Mrs Paola Cannucciari, AMC
- Mrs Ria Ismaria, AMC
- Ms Ana Suryana, MoEF
- Ms Siti Salmahtunnisa, MoEF
- Ms Silavny Dewita, MoEF
- Ms Putri Sri Tanjung, AMC

The long-list is presented below.

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Individu/ Institution/
Organization
Reducing Plastic Bag:
Topic: Public Awareness /1
1. Bye Bye Plastic Bag (BBPB) / One
Island One Voice (OIOV)
2. Gerakan Indonesia Diet Kantong
Plastik (GIDKP) - Greeneration
Foundation, Ciliwung Institute,
change.org, Indorelawan.org, The
Body Shop, Leap Plus
3. Plastic Detox
Bebas Sampah 2020
Refill My Bottle
I Use This Because I Care
(south Sulawesi), Tanjung
Potential social consequences –
received, widely known, most
information through site visit.
For practical reason, location.
proven operated successfully
customers, most profitable
Potential economic gains
Ease of implementation.
For waste bank: awards
Expected availability of
especially job creation
Link/Website/Article
Notes
Location Title/ Narative
Bali, Jakarta, Batam Education, showing solution, Policy, Growing the movement ? v v v v v byebyeplasticbags
.org
BBPB -Youth led movement -Advocate ban of single use plastic bags in retailers in the
island of Bali and Beyond. Created also chapters around Indonesia and in other cities
in the world. Advocate to local government and have high precence/ international
recognition.
OIOV is a relatively new movement advocating changes in waste management and
functioning as an umbrella for many organizations in Bali to unite their actions
Nation Wide Gerakan Indonesia Diet Kantong Plastik
v v v v v
http://dietkanton
Advocate ban of single use plastic bags in retailers in Indonesia. Work closely with the gplastik.info/
central government for also creating national legislation that will facilitate adoption
at provincial and regional level
v v v v v
Bali To encourage businesses (HORECA) to stop the use of single use plastics such as
Straws and bags http://plastikdeto
x.com/
Bandung/ This movement is the goal of all stakeholders who want every region and Indonesia is v v https://www.beb
Jakarta/National free from garbage. It does not mean there is nothing at all but the goal is getting a assampah.id/
good waste management. Therefore, there will be a problem about solid waste
management in the future.
The initiators of ths movement are: Greeneration Foundation, YPBB and Association
of Environmental Engineering Alumni ITB, and Hibah Cipta Media Seluler
Bali/National Campaign for encouraging the use of refillable bottles by establishing refill water v v v https://www.refill
station in collaboration with HORECA, destination management organizations (DMOs) mybottle.com/
and any relevant other business that can provide public water refill stations
DMO’s Flores, Toraja
These are 2 separated initiatives:
Puting(Kalimantan), A) refill my bottle established by the Greenbook group and they have an application
Wakatobi(Sulawesi that can be downloaded on smartphones so that stations available can be more
tenggara) easily located. They have now various chapters in Indonesia (Bali, Gili
Trawangan/Lombok, Yogyakarta)
B) I Use This because I care was developed in collaboration with DMOs of the 4
tourist destination with the aim of reducing single use plastic bottles and is socialized
and made available to Tourists/local residents. In addition DMO toraja has also
another initiative. Bring Back your waste“ tackling the problem of waste in remote
areas due to increased tourism

Individu/ Institution/
Organization
Kota Tanpa Sampah Lab Tanya
Forum Bandung Juara Bebas
Sampah
Public Awareness /2
Misool Eco Resort
Yayasan Pengembengan Bioscience
and Biotechnology YPBB
38
Potential social consequences –
received, widely known, most
information through site visit.
For practical reason, location.
proven operated successfully
customers, most profitable
Potential economic gains
Ease of implementation.
For waste bank: awards
Expected availability of
especially job creation
Link/Website/Article
Notes
Location Title/ Narative
Tangerang Kota Tanpa Sampah is the idea of the movement toward a sustainable future, where http://www.kotat
v V
the system and culture of consumption (and production) is in harmony with natural anpasampah.id/in
reason. dex.php
The key principle of this movement: to consume less and to waste less or zero waste http://www.mon
gabay.co.id/2017
/04/25/tiga-pintu-
Bandung This is a forum of stakeholders and communities in Bandung to achieve a goal for wilma-chrysanti-
http://bandungjua
v v v
Bandung to be free of waste. Through this forum, the member can discuss and share rabebassampah.bl
each others to attain the goal. ogspot.com/
Raja Ampat The Misool Community Recycling Project incentivizes small communities to properly v v v v https://www.mis
dispose of waste. Misool Foundation purchases 36 types of rubbish directly from ool.info/
underserved coastal communities. The waste materials are collected and then
shipped back to mainland, where the goods are sorted, cleaned, chipped, and packed
for recycling.
Bank Sampah members can choose to be either paid directly for their waste, or to
leave the funds in the 'bank' and collect interest at a later date.
The Misool Community Recycling Project collects 700 tons of rubbish each year.
Bandung and Cimahi YPBB is a program under the coordination of DLH. It relates to effort of improvement
v v v v v
the management system, which is the development program of Waste-Free Areas at
RW level. In Bandung, currently there are approximately 30 RW with different levels
of achievement in terms of sorting in households, organic processing and recycle.
Recently, Bandung Municipality is processing a regulation for waste management so it
will strengthen the program to be sustainable
Similarly, as in Bandung, even Cimahi has a target of 100% segragation in 2019 in the
settlement and the target of waste reduction is high enough.
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Individu/ Institution/
Organization
Sanitation and Park Departement
Office, Surabaya Municipal
Topic: Local Government
Bandung/Cimahi Municipality
Makassar Municipality
Banjarmasin municipality
Managed Waste by Municipality:
Bogor/Depok
Balikpapan Municipality
39
Potential social consequences –
received, widely known, most
information through site visit.
For practical reason, location.
proven operated successfully
customers, most profitable
Potential economic gains
Ease of implementation.
For waste bank: awards
Expected availability of
especially job creation
Link/Website/Article
Notes
Location Title/ Narative
Surabaya 3R program by Surabaya Municipal and Paying public transport with plastic bottle trial
v v v v v v
Bandung Bandung and Cimahi have many movements to achieve a good waste management in v v v v
those cities. The governments also support the movements so the goal (free of
waste) can be actualized
Makassar One of the cities to introduce the concept of Central Waste Bank (Bank Sampah
v v v v v v
Induk) in order to introduce a business model that relies on City intervention to the
ongoing salable items’ price oscillation
Banjarmasin
v v v The pilot project was
Ban of use of plastic bags in retailers. Follow up from the trial in 2016 made in 23
cities of indonesia (KLHK and APRINDO) quite successful in regard
to public relation since it
triggered a lot discussion
in the public. However it
did not become a
government regulation.
Bogor/Depok Depok has launched a pilot for segregation of waste in households providing not only
v v
a technical approach (pre-separation at source and management at sorting and
composting facilities) but has also included an incentive and regulatory system where
waste is not collected if not separated as per requested further process
Balikpapan Balikpapan Municipality has agreed to be source of organic waste for PT. Pupuk https://kaltim.ant
v v
Indonesia who will make the compost aranews.com/ber
ita/34280/balikpa
pan-jadi-penyedia-
bahan-baku-
pupuk-organik
Page 39 of 71

Individu/ Institution/
Organization
Bank Sampah Malang (BSM)
Topic: Waste Bank
Independent Central Waste Bank
Bina Mandiri
My Smash/Sampah.id
Ayo Menabung
40
Potential social consequences –
received, widely known, most
information through site visit.
For practical reason, location.
proven operated successfully
customers, most profitable
Potential economic gains
Ease of implementation.
For waste bank: awards
Expected availability of
especially job creation
Link/Website/Article
Notes
Location Title/ Narative
Malang Bank Sampah Malang (BSM) is one of the most successful waste bank in Indonesia.
v v v v v v v
With more than 30.000 members (data 2018) they provide a great example of waste
Interesting for
bank practices.
understanding the
-they have been successful in creating a wide network in communities so they can
reasons of success but
widen their reach
also because is the first of
-IT data management system
the 3 waste banks in
-packaging options for their members on how to utilize the money accumulated
Indonesia to work with
including possibility to pay for utilities (electricity of phone )
PLN. To check what other
-good management of material collected and relation with recycling factories which
services they offer
allows them to be able to buy a wide
besides paying electrical
variety of type of waste
bills. Phone pulsa is one
- Connected to the PLN (state electricity company) program for Bank Sampah, pay
of them but maybe more
electricity bill through waste bank system
Surabaya Bina Mandiri is founded by several Institut Teknologi Sepuluh Nopember (ITS) college
v v ? v v v
students in 2010. The founders also set up Yayasan Bina Cita Insani to support the
works of Bina Mandiri administratively. Now, Bina Mandiri is also supported by PT.
PLN CSR Team.
It has individual and collective clients. Individual clients are those who sell to Bina
Mandiri independently. Collective clients are bank of waste units, there are 205 out of
260 bank of waste who sells to Bina Mandiri.
Provides pick-up transportation from bank of waste unit to main bank of waste, also
free pick-up from household with minimum size of three-wheel cart.
Covering already at
Jakarta Online Application for smart phone for connecting possible customers to waste banks
v v ? ? v v national level. There are
but also for waste bank management
many app coming out
now some at very local
level. They seem to offer
all similar concepts….if
we need to list and visit
more than one to
compare we can add
Jakarta BNI (bank Nasional Indonesia) has started a program to connect waste bank
v v ? v v
customers directly to bank accounts. This is also in collaboration with Danone and
KLHK
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Topic: Dry Waste Fraction 41

Potential social consequences –

received, widely known, most

information through site visit.

For practical reason, location.
proven operated successfully

customers, most profitable

Potential economic gains

Ease of implementation.

For waste bank: awards

Expected availability of
especially job creation

Link/Website/Article

Notes
Individu/ Institution/
Location Title/ Narative
Organization

Managed Waste by Private Bali *EcoBali has collection services based on waste separation at source and keep waste v v v v v v
Companies: separated while collecting and hase MRF where dry fraction is further processed for
EcoBali recycling. Developing more transparent value chains for recyclables. Ecobali offers Waste managed in this
closed loop materials such as corrugated roofs made from tetra Pak post-consumer way ensures better
Managed Waste by Private cartons and upcycled glasses. quality of materials and
Companies" *Waste4Change has collection services based on waste separation at source and higher rate of recovery
Waste4Change keep waste separated while collecting. It has MRF where dry fraction is further for recycling of dry waste.
processed for recycling and compost housing where organic waste fraction is further
processed to be compost.
Zero Waste to Landfill: Bali “Alila hotel group” is implementing the first in-house waste management system with v v medium v v v
Alila Hotel Group the goal of zero waste to landfill. collaboration with recyclers to in-house
composting to utilizing glass and other residue material for in-house solutions.
Angkuts Pontianak Angkuts is a company that attemps to change people's habit of environment espcially v v ? ? v https://web.angk
in solid waste. Angkuts is a SMART SOLUTION for Pontianak Smart City in waste uts.id/
management.

Angkuts has a big target that is to integrate scavengers and distribute waste well
TPS 3R Mulyo Agung Malang TPS 3R Mulyo Agus has a big scale. The customers are about 1200 households

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Topic: Organic Waste Fraction 42

Potential social consequences –

received, widely known, most

information through site visit.

For practical reason, location.
proven operated successfully

customers, most profitable

Potential economic gains

Ease of implementation.

For waste bank: awards

Expected availability of
especially job creation

Link/Website/Article

Notes
Individu/ Institution/
Location Title/ Narative
Organization

Temesi Recycling
Rawasari Community
Gianyar, Bali "Temesi" is the largest composting facility in Bali. The TEMESI pilot facility was
v v v v v v
started operating on June, 25th 2004 with a capacity of 4 tons per day. Since then the
facility has gained wide local and international attention and has thus raised high
expectations. Connected with the local landfill they concentrate in large scale
composting. In the pilot facility, the waste recovery procedures were optimized. At
the facility’s research center and laboratory, large scale forced aeration composting
and alternative organic waste treatments were studied. The pilot and early facility
operation received various international academic supports.
Kelurahan Rawasari, Community Based Waste Management, Rawasari, Central Jakarta
v v v v v v
Kecamatan Cempaka
Putih Timur, Jakarta
Pusat

Community Group of Mulya Agung, Malang Regency Integrated Waste Treatment. Community based waste management and treatment,
v v v v v v
Malang Regency composting, farming,
Superindo National Superindo, a retail chain, implemented a waste management through its several
v v ? ? v v
programs including customer incentive for bringing own shopping bag, organic waste
treatment, and waste handling management in cooperation with waste management
service and association. Through this program Superindo has reduced 52% of its total
waste going to the landfill (TPA) in 2016.

FORWARD Surabaya Composting in Surabaya with Blacksoldier flies and community TPS3R This is a hand over of the
v v ? v v v
Swiss cooperation
“FORWARD” program

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 43

Potential social consequences –

received, widely known, most

information through site visit.

For practical reason, location.
proven operated successfully

customers, most profitable

Potential economic gains

Ease of implementation.

For waste bank: awards

Expected availability of
Topic: Producer Responsibility

especially job creation

Link/Website/Article

Notes
Individu/ Institution/
Location Title/ Narative
Organization

Danone Jakarta, tanggerang, bali, Dropbox program for plastic bottle, community recycle centre, recycle business unit v v medium v v v
1000 island in Tangerang and Bali, packaging optimisation, improve value chain, recycled products
(collaboration with H&M)

Tetra Pak
PRAISE (Packaging Take Back)
Bali, Jakarta, Bogor, Dropbox program in Bali and jakarta, improve value chain, program with schools and v v medium v v v
Depok, Tangerang, communities, recycled products
Bekasi and Bandung
Indonesia 6 large international and national companies (Nestle, Coca Cola, Tetra Pack,
v v medium v v v
Indofood, Danone and Unilever) have established an organization called PRAISE
(Packaging & Recycling Alliance for Indonesia Sustainable Environment). Aim of the
organization is to:
Create awareness of Extended Stakeholder Responsibility (ESR) as a multi-
stakeholder

Integrated approach to sustainable waste management in line with the concept of a

Circular Economy Strengthen capacity of members through research, education and
collaboration. Enlist participation of all stakeholders in government, private sector
and public to actively take part in reducing impacts of packaging waste on the
environment.
The organization performs studies, conduct dissemination activities and support
waste banks.

The Body Shop Bali+Selected cities in Take Back v v medium V V V

Java
TBS-The Body Shop Indonesia has initiated for few years now the take back of their
packages. Drop box at their shops and point system for their customers are
implemented. In addition they have partnership with local collectors/recyclers to
ensure the packaging is recycled

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 44

6.2 Site visit interview guide

Site visits were carried out following a semi-structured approach during which the conversation
developed based on a series of key questions aiming a thoroughly understanding the characteristics
and replication potential.
Planning of the site visits was conducted in close cooperation with the key stakeholders for each BP as
identified during the inception phase, and it was as far as possible ensured that the key stakeholders
were present for interviews, including local government representatives, staff managing/operating the
BP and representatives for the community.
The following interview guide was used as a tool to guide the on-site, semi-structured interviews with
relevant project owners and stakeholders in order to obtain experience with circular economy
initiatives and in particular reveal the potential of replicability.
It should be noted that several factors beyond the consultant’s power influenced the level of detail of
the interviews on each BP, including
- Identifying the right persons, preferably still involved in the project, with knowledge on all the
factors listed beneath, and
- the right persons allocating enough time for a lengthy interview.

Interview guide - overall

Formalities
• Name of organisation
• Project name
• Project objective(s)

Take-off phase
• Will you start by elaborating how the project emerged?
• Was the project inspired by another similar circular economy project?
• And if so: please elaborate
• Which specific local factors were / are specifically positive for the project?
• What was the organisational motivation to work with circular economy?
• How has the government been involved in the project formulation and accomplishment?
• Can you elaborate on the process?

Benefits
• What are the environmental benefits of the project?
• What are organizational benefits of the project?
• What are the economic benefits of the project?
• What are the societal benefits of the project?
• Are the benefits measurable?
• And do you have any visual documentation of the project results and impact?

Challenges
• Which challenges have you faced in carrying out the project?
• How did you response to this/these particular challenge(s)?
• Did you prepare for any challenges before the project was launched?

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• And if so: what was your mitigation strategy?

Required resources
• What was the cost of fulfilling the project? And how was it funded?
• What was the time schedule of the project?

Replicability
• Is the solution to your understanding replicable to other areas of Indonesia?
• Has replication already taken place?
• Which factors do you deem most important in order to replicate the solution?
• Which barriers and pitfalls should be taken into consideration?

Interview guide – organisational factors

Vision
• Do you have a vision of circular economy in your organisation?
• Do you have a clear vision for the project in question? What was the objective of the project?

Strategy
• Do you have a strategy of circular economy in your organisation?
• Did you apply a clear action plan in order to reach the stated strategy and project objectives?

Management
• What is the position of the management toward circular economy projects in general?
• Have the management supported the project?

People and staff

• Which competences were / are important for successful implementation?
• Have you lacked knowledge/ competencies during the project work?
o If so: which?
• How has the employees received the project in question? Have the employees taken
ownership with the project? What do you think have been positive for the engagement
among the employees?
o What could have been done to obtain more support from the employees?
• How has the citizens received the project in question? Have the citizens taken ownership
with the project? What do you think have been positive for the engagement among the
citizens?
o What could have been done to reach more support from the citizens?

Culture
• Would you assess that the culture in your organisation supports or challenges such projects?
• How has that been visible in the project in question?
• Would you assess that the culture in your community supports or challenges such projects?
How has that been visible in the project in question?

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Structure
• Do you experience that the way your organisation is organised supports or challenges such
projects? How so?
• Did you have the right team to fulfil the circular project in question?
• In hindsight, would you have organised the team differently?
o If so: how?

Systems
• Would you assess that your organisation has suitable and efficient systems to support
circular economy projects (to develop project ideas, manage project cross the organisation,
assess the benefits of project or corresponding systems)?
• How has that been visible for the project in question?
• Which systems have you applied to fulfil the project in question?
• Are there any systems, which could have contributed to a more efficient or suitable working
process?

Communication
• Has the communication about the project been efficient and suitable? Internally
(organisation)? Externally (community)?
• How has the communication proceeded in the project in question?

Partnerships
• Have you cooperated with relevant organisations or stakeholders in the project?
o If so: How has this cooperation contributed to the project?
• Did you reflect upon cooperating with actors from different parts of the value chain, or
perhaps from other communities?
o If not: Could any other potential cooperation have contributed to the project?

Closing remarks
• If you should pass on a good advice to another waste company/ municipality/community, what
should it be?
• I have finished the questions that I had planned to ask. Do you have anything you want to add?

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6.4 Project workshops

The project in total comprised four workshops, with one inception workshop/meeting and three
workshops for stakeholder involvement, idea generation and discussion of project results.

Inception workshop
An inception workshop / coordination meeting was held with RDE and MoEF on the 24th of July, 2018
at the MoEF’s office.

Participants:
• Mrs Haruki Agustina, Sub Directorate Head of SSDU, Ministry of Environment and Forestry
(MoEF)
• Mr Vicko Vicaksono, Advisor, Royal Danish Embassy (RDE)
• Mrs Christine Effendy, Asian Management Consulting (AMC)
• Mrs Paola Cannucciari, Asian Management Consulting
• Mrs Ria Ismaria, Asian Management Consulting
• Ms Ana Suryana, Ministry of Environment and Forestry
• Ms Siti Salmahtunnisa, Ministry of Environment and Forestry
• Ms Silavny Dewita, Ministry of Environment and Forestry
• Ms Putri Sri Tanjung, Asian Management Consulting

Meeting Agenda:
1. Review of the long-list of selected Best Practices
2. Best Practice Documentation
3. Site Visit Plan
4. The Methodology of data collection and documentation

Summary of Meeting Result:

1. 30 Best Practices (BPs) under the six topics defined in the TOR (refer to annex 8.7) have been
identified by the consultant, fully and solely based on desk study (no data gained in the field yet)
and were initially presented at the kick-off meeting at the RDE on 8th June 2018. The talks around
the 30 BPs included the following themes:

• Public Awareness :7 selected BPs.

• Local Government Incentive: 6 selected BPs, however, the topic os cross-cutting and will be
covered in each of the BPs selected.
• Waste Bank: 4 selected BPs out of the numerous existing waste bank initiatives. The selection
of these four BPs was based on their reported advantages comparing to others.
• Dry Fraction: 4 selected BPs, mostly covering the private sector that have proven sustainable
value chains, a suggestion from Ibu Haruki was also to include the retail sector. In Tangerang,
there is AEON that has already managed its waste properly.
• Organic Waste Fraction: 5 BPs have been selected, focusing both on waste collection waste
processing and the related program.
• Producer Responsibility: 4 BPs have been selected

2. 30 BPs will be investigated and presumably reduced to 24 BPs after site visit (in the end, 25 BPs
are accounted for in section 6 of this report).
3. Documentation format and methodology was discussed and agreed on, with an additional point
of “Government Policy”.

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4. Input / Recommendation from MoEF (Mrs. Haruki Agustina):

• Include BPs from Sumatra, to ensure all BPs represent five regions in Indonesia (Sumatra, Java,
Sulawesi, Kalimantan, and East Indonesia).
• Review government incentive / policy in Badung District, Bali.
• If the consultant finds a city/region with more potential, it should be ok to add on the list.
• Look on how the Circular Economy is established in the city by linking all BPs in the respective
city. Discuss the benefit of the circular economy, such as ease of information and connectivity.
• Discuss the government policy/ The government can not give the incentive if there’s no clear
regulation.
• It is important to make sure which institutions that implemented the program and which ones
participated partly.
• Important to identify the plan, actions, tools, facilities that are used and required by the
related institutions/the program.
• The site visits have to be arranged formally through the letter from MoEF. AMC has to submit
a request for the letter with a schedule and complete list of institutions to be visited. Depends
on the schedule, MoEF might send a representative form MoEF to accompany the team.

Workshop 1 and 2
The workshops were held on the 28th September 2018 and 5th October 2018 at The Park Lane Hotel,
Jakarta. These workshops were held in conjunction with a visit from DEPA delegation and while visits
to the BP’s where still in progress. The DEPA delegation participated for two weeks at several visits in
East Java and in Jabodetabek.
The two workshops focused on sharing initial findings on the BPs visited, getting initial feedback from
RDE, DEPA and KLHK, as well as receiving inputs from topic related associations.
The first workshop focused on four topics: Local Government Incentives, EPR, Dry Fraction and Organic
Waste.
The second workshop focused on two topics: Waste Bank and Public Awareness.

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Workshop 1- Park Lane Hotel 28th September 2018:

Local Government Incentives, EPR, Dry Fraction and Organic Waste.

The workshop had the following agenda:

Opening KLHK and RDE welcomes participants
Brief Presentation From Consultant Team & Discussion
Topic I : Working Group on Most relevant findings, barriers and options for replication
Local Government & Plenary discussion and conclusion
Organic Waste

Brief Presentation from Consultant Team

Topic II :
Presentation from ADUPI (Asosiasi Daur Ulang Plastik Indonesia)
EPR and Dry Fraction
Working Group
Coffee Break
Plenary discussion and conclusion
Discussion
Wrap Up: what is next? By RDE

List of Participants
• Mrs Haruki Agustina, Sub Directorate Head of SSDU, Ministry of Environment and Forestry
(MoEF)
• Mr Morten Holm Van Donk ,Royal Danish Embassy (RDE)
• Mr Vicko Vicaksono , Royal Danish Embassy (RDE)
• Ms Clarissa Jensen , Royal Danish Embassy (RDE)
• Mr Johan Vestergaard Paulsen , Danish EPA
• Mr Mathias Vrå Hjorth , Danish EPA
• Mr Jesper Skovby Jørgensen , Danish EPA
• Mr Signe Kromann Rasmussen ,Danish EPA
• Mr Bjorn Bauer , Planmijo
• Mr Edzard Ruehe , Asian Management Consulting (AMC)
• Mrs Paola Cannucciari , Asian Management Consulting (AMC)
• Mrs Christine Effendy , Asian Management Consulting (AMC)
• Mrs Ria Ismaria , Asian Management Consulting (AMC)
• Mrs Felicita Yanti , Asosiasi Daur Ulang Plastik Indonesia (ADUPI)
• Ms Ana Suryana , Ministry of Environment and Forestry (MoEF)
• Ms Suratiyaningrum, Ministry of Environment and Forestry (MoEF)

Objective of Workshop :
1. To inform KLHK and stakeholders about findings on waste management and circular economy
2. To achieve KLHK’s and stakeholders’ opinion on findings, options and barriers
3. To reach conclusions that can guide formulation of the most feasible future SSC initiatives within
waste management and circular economy

The consultants presented the BPs that have been visited and the initial findings.

A. LOCAL GOVERNMENT INCENTIVE

• Free parking ticket for those who bring their own shopping bag (Bali)
• The government applied Awig-Awig mecaru (cleansing ceremony) and one week service in
cleaning the streets (Bali)

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• Separation at source – free collection fee if waste is separated at source (Depok, Bandung,
Cimahi)
• Comply with collection system - Residents who do not dispose correctly and don’t pay the
retribution will get their ID card confiscated by RT (Malang and Surabaya)
• Promoting participation to 3Rs – Government employees may be granted promotion for their
activities and support to the TPS3R / Waste Banks (Makassar)
• Government incentives are investigated during all BP visits.

B. ORGANIC WASTE
• Food waste/scraps: Sold directly, no further process needed – Low cost, immediate value as
animal feed (fish –goats etc), in good demand locally.
• Black Solider Fly: Effective and can work in small facilities. Output has good added value as
animal feed additive. Proven technical replicability (Jambangan)
• Bio-digester: Easy and clear system, easy to run and replicate, proven electricity generation.
• Typical compost production system TPS3R: Lack of business plan, no clear market demand for
final product.

Discussion Session I
- 70% of waste in Indonesia is organic waste and it is important to handle the organic waste
properly, and how it may become a business case to attract more players. Policy support from
the government is essential including better infrastructure, processing, and services.
Innovation and better technology are also demanded.
- Main problem of Organic Waste is the composting process. There is no quality control in place
and the marketing is weak. They don’t have sufficient information on market demand for final
product.
- KLHK has been approaching PT Pupuk Indonesia, a supplier of compost, and they basically
welcome the cooperation. However, TPS 3R and waste bank need to complete data sheets on
the ingredients and the composition of the compost.
- Many farmers still prefer to use chemical-contained compost.
- Need better “business cases” applied to the above options with focus on improvement of
facilities, Operational Efficiency, and market development
- May need different business model for the government run facilities and community or
private facilities, respectively
- Could be better linked to suitable existing farming systems (e.g. organic farming) in synergy
with programs from other relevant Departments

c. DRY WASTE
• TPS3R - good separation facilities, well organized separation line (proper infrastructure and
production line), poor traceable link with recycling sector (Government facility is not allowed
to sell)
• KSM successfully organizes and sells to middleman (business with mutual benefit) – so called
Lapak with a down payment so KSM can pay salary to its employees.
• EB-W4C -Waste separation at source and kept throughout the line from collection up to MRF-
Link with recycling factories- fully sustainable – detailed data.
• Angkuts - Provides alternative on collection that eases people to sell their waste

Important notes:
o Lack of access to full range of recycling opportunities (poor knowledge or limited
networks or not enough quantity processed to establish link directly with factories)
o Weak business case for government facilities and waste banks (cannot sell the
product) and also for most community and private facilities
o Informal sector/Mafia competition in some cases hinder the good business model

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o Weak recycling value chains outside of Java

d. PRODUCER RESPONSIBILITY
• Cooperative of collectors, network of RBUs (recycling units)-link with factories – new end
products
• Increased awareness (school, businesses, retailers, communities)
• Drop box system
• Piloting the establishment of an integrated solid waste management in one community with
focus on dry and organic waste (connecting to value chains of recyclables)
• Take back and recycling plastic packaging via “Bring Back Our Bottles” program

Discussion Session II
Based on Constitution number 18/2008 (waste management regulation), all producers should handle
their waste or use packaging that could be recycled.

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Workshop 2- Park Lane Hotel 5th October 2018:

Waste Bank and Public Awareness.

The workshop had the following agenda:

Title Contents
Registration Registration and Welcome Coffee
Opening KLHK and RDE welcomes participants
Presentation ASOBSI (Asosiasi Bank Sampah Indonesia)
Presentation
Presentation Consultant
Discussion
Closing

List of Participants
• Mrs Tyasning, Ministry of Environment and Forestry (MoEF)
• Mr Vicko Vicaksono , Royal Danish Embassy (RDE)
• Ms Clarissa Jensen , Royal Danish Embassy (RDE)
• Ms Birgitte , Danish EPA
• Ms Marianne, Danish EPA
• Ms Anne, Danish EPA
• Mrs Dedeh Sumiati, Head of Waste Bank My Darling Bojong Gede , Bogor
• Mr Prakoso, Waste Bank of RW 003 Malaka Sari East Jakarta
• Mrs Wilda Yanti, Secretary General of Indonesia West Bank Association (ASOBSI)
• Mr Edzard Ruehe , Asian Management Consulting (AMC)
• Mrs Paola Cannucciari , Asian Management Consulting (AMC)
• Mrs Christine Effendy , Asian Management Consulting (AMC)
• Mrs Ria Ismaria , Asian Management Consulting (AMC)
• Ms Ana Suryana , Ministry of Environment and Forestry (MoEF)
• Ms Nadya, Ministry of Environment and Forestry (MoEF)

Objective of Workshop :
1. To inform KLHK and stakeholders about findings on waste management and circular economy
2. To achieve KLHK’s and stakeholders’ opinion on findings, options and barriers
3. To reach conclusions that can guide formulation of the most feasible future SSC initiatives within
waste management and circular economy

The consultants presented the BPs that have been visited and the initial findings.

Summary of discussions:
✓ Business case is still a big challenge for Waste Banks. It is not easy to find someone who wants
to buy the waste when the value is still low. One of the challenges is to maintain price stability.
Attention of the waste bank is needed on the mechanism of market prices so that the price of
waste continues to be stable (or increasing). If the market price is down, the waste bank may
store the segregated waste amounts until the market price is again attractive.
✓ ASOBSI is the Association of Waste Banks (government and community). ASOBSI ensures that
members are registered in the government, especially in KLHK and the local environmental
department. ASOBSI has a program to accelerate communication among members through

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the development of regional representative councils. Joining ASOBSI will be beneficial for
waste banks as the association provides information, networking, financial access, and
capacity building. ASOBSI is currently developing a database and tool for its members.
✓ Waste banks’ mission is to provide solutions on waste problems. Waste Bank should educate
public on how to reduce the waste. Waste Bank offer solutions on waste service and
innovation on the waste management, not by increasing the amount of waste.

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Final workshop
The final workshop was held in Jakarta on the 11th December 2018. The workshop was focused on
discussing the final suggestions from the team on two of the three main topics: Waste banks and
Organic and dry fractions.

The objective of the workshop was:

1. To inform KLHK and stakeholders about findings on waste management and circular economy
2. To achieve KLHK’s and stakeholders’ opinion on findings, options and barriers
3. To reach conclusions that can guide formulation of the most feasible future initiatives within
waste management and circular economy this is the purpose of the final workshop and not of
the first 2 workshops.

The agenda was the following:

Title Contents
Welcome KLHK and RDE welcomes participants
Background for The consultants present the background for the suggestions provided.
suggestions
Topic A – Dry materials, Presentation of the suggested SSC initiative
organic waste Structured discussion of the suggested initiative
Conclusions
Topic 1 – Waste Banks Presentation of the suggested SSC initiative
Structured discussion of the suggested initiative
Conclusions
Wrap up Summary of input received
Closing of workshop

Workshop participants:
• Mr Novrizal Tahar, Director of Waste Management, Ministry of Environment and Forestry
(MoEF)
• Mr Morten Van Donk, Royal Danish Embassy (RDE)
• Mr Vicko Vicaksono, Royal Danish Embassy (RDE)
• Ms Clarissa Jensen, Royal Danish Embassy (RDE)
• Mrs Birgitte, Danish EPA
• Ms Marianne, Danish EPA
• Mr Mathias Vrå Hjorth, Danish EPA
• Mr Bjørn Bauer , Planmiljø
• Mrs Paola Cannucciari, Asian Management Consulting (AMC)
• Mrs Christine Effendy, Asian Management Consulting (AMC)
• Mrs Ria Ismaria, Asian Management Consulting (AMC)
• Mr F. Supadi, TPS3R Mulyoagung Bersatu
• Mr H Sumardi, TPS3R Mulyoagung Bersatu
• Mrs Ariana, Indonesia Plastic Federation (IPF)
• Mr Edy, SudinLH West Jakarta
• Mrs Mignonne Maramis, PRAISE
• Mr Muchtazar, PRAISE
• Mrs Kartika, Bank Sampah Malang
• Mrs Wilda Yanti, Asosiasi Bank Sampah Indonesia (ASOBSI)
• Mrs Felicita Yanti, Asosiasi Daur Ulang Plastik Indonesia (ADUPI)

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• Ms Ana Suryana, Ministry of Environment and Forestry (MoEF)

• Ms Suratiyaningrum, Ministry of Environment and Forestry (MoEF)
• Ms Lina, Ministry of Environment and Forestry (MoEF)
• Mr Renung Rubiyatadji, Kabupaten Malang Environmental Protection Agency (DLH)
• Mrs Yulianti, Depok Environmental Protection Agency (DLHK)
• Mrs Ikhda Safitri, Depok Environmental Protection Agency (DLHK)
• Mrs Vira Pasisha, Depok Environmental Protection Agency (DLHK)
• Mr Iskandar, Makassar Environmental Protection Agency (DLH)
• Mr Parimas, Makassar Environmental Protection Agency (DLH)

Summary of the day:

▪ Dr. Novrizal Tahar, Director of Waste and Hazardous Waste Management of MoEF highlighted the
importance of cooperation among stakeholders. MoEF is supporting the establishment of big
recycling companies that may apply high technology in the waste recycling. This kind of support is
expected to become one of cooperation point with Denmark. Digital Database system is also
required and one big concern.

▪ The consultants briefly presented the recommendations in order to fuel an open debate.
Participants provided input and their concern, which is resumed as follows:

▪
1. Waste Bank:
▪ Price agreement
▪ Public education shouldn’t be too complicated
▪ Database should be contributed by stakeholder. For this, further discussion especially
on the technical issues needs to be conducted, e.g. which format should be used to
enable contribution from the stakeholder
▪ Tax consideration; needs to be discussed with the tax office because the business is
not defined yet. Considering this business mostly ran by small companies, social
enterprises, a tax incentive might be necessary to stimulate more players.
▪ Inappropriate procedure practices of government-owned waste bank; must be
regulated
▪ Reporting system; should be facilitated by MoEF
▪ Green Procurement; less appreciation to the recycled/up-cycled products
▪ Product standardization
▪ Well-managed factory

2. PDU / TPS3R
▪ Operational guideline is highly required
▪ Legality of TPS3R
▪ Retribution fee
▪ Financing issue; e.g. through the village fund (dana desa) and CSR potential
▪ Marketing is the biggest challenge
▪ Organic domestic waste
▪ Regulations for products of TPS3R
▪ Integrated model of TPS3R and Waste Bank
▪ Public education regarding TPS3R and how public may contribute
▪ Performance measurement and evaluation
▪ Environment issue
▪ Data Management, e.g. to synchronize the retribution fee
▪ Digital technology

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6.5 Slides from workshops

Workshop 1

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Workshop 2

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Workshop 3

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6.6 TOR for the project

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