Raffles Consulting Services
Build an EEG one-year installation calendar covering application, purchase, commissioning, payment and claim evidence.
EEG one-year installation planning starts with the approval terms, not the supplier’s preferred delivery date. The current FAQ gives companies up to one year from approval to purchase, install and submit a claim. Procurement, site works, commissioning, payment and evidence must all fit inside that window.
Confirm the current route and equipment
Open the current Energy Efficiency Grant page and BizSG listing for the exact equipment category and package. Record the model, quantity, deployment location, supplier and listed specifications. Do not assume that an efficient product outside the approved listing will be supported under the same route.
The Enterprise Singapore EEG page explains the current programme and application route. Support scope, sector availability, caps and end dates can change, so preserve the accessed page and quotation used for the decision. Separate official programme facts from the supplier’s estimate.
Set the controlling dates
Create a calendar with application submission, approval, purchase order, deposit, delivery, site preparation, installation, testing, acceptance, final payment and claim submission. Add contingency before the final claim date. Use the accepted Letter of Offer or official approval record for project dates after approval.
The current EEG FAQ says companies have up to one year from approval to purchase and install the equipment and submit the claim. It also says the project start and end dates follow the Letter of Offer. Internal dates should therefore leave time to correct missing evidence before the official deadline.
Avoid retrospective commitment
Do not make payment or a deposit before submitting the application. Record the submission acknowledgement before releasing the purchase order or funds. The FAQ says a company may begin after application, but it does so at its own risk because submission does not guarantee approval.
Decide who can authorise early commitment and what happens if support is refused or lower than expected. Keep the commercial order separate from the grant assumption. If the business would not buy the equipment without support, wait for the official decision instead of treating an application receipt as approval.
Plan site readiness
Ask the supplier for utilities, electrical load, ventilation, floor, access, shutdown, disposal and safety requirements. Confirm landlord or building approvals where relevant. Identify enabling works and whether they are part of the supported package. A delayed power upgrade can consume the project period even when the equipment arrives on time.
Assign owners for delivery access, installation supervision, testing and operations handover. Record serial numbers and the final operating location. Keep photographs before, during and after installation. If the equipment replaces an older unit, document decommissioning and make sure operating staff know which readings form the new baseline.
Write commissioning tests
Define performance, safety and energy checks before delivery. Record the expected capacity, settings, meter readings, alarms and acceptable operating range. Include an ordinary production condition rather than accepting only a supplier test with no real workload. Name the employee who can accept or reject the result.
Where savings depend on behaviour or settings, train users and preserve attendance. Keep the supplier manual and configured parameters. A certificate of delivery shows that equipment arrived; it does not show that the approved unit was installed, works at the site or produces the intended efficiency result.
Control invoices and payment
Match the quotation, purchase order, delivery order, invoice, bank payment and installed model. Explain deposits, credit notes, trade-ins or financing. Pay the supplier from the applicant’s documented account and retain legible evidence. Resolve differences before claim submission rather than adding an undocumented reconciliation later.
Create an approved-cost schedule and record unsupported items separately. Grant support is reimbursement based. Management should plan enough cash to pay the full project cost and operate the equipment while the claim is assessed. The grant reimbursement cash-flow guide gives the wider working-capital method.
Assemble the claim file
Index the application, approval, selected solution, quotation, order, invoice, payment, delivery, installation, serial number, site photographs, commissioning, training and any other Letter of Offer deliverable. Use filenames that show date and purpose. Check that every file opens and that amounts and identities reconcile.
Review the claim one month before the internal deadline. Assign unresolved items and a final reviewer. If the supplier has not corrected a defect, record whether acceptance and final payment are appropriate. Never alter a date or photograph to fit the schedule. Seek current official guidance if a material delay threatens the approved period.
Track the operating result
After commissioning, record energy use with the same unit and operating denominator used for the baseline. Note production volume, opening hours, weather or other factors that materially affect consumption. The grant claim and the business case are related but different: payment evidence supports cost, while operating data tests whether the investment works.
Review results after a practical interval and assign maintenance responsibility. If savings are lower than expected, check settings, load and staff practice before drawing a conclusion. Preserve both favourable and unfavourable evidence. Management needs a true equipment record, not a claim file that ends when reimbursement arrives.
A usable EEG calendar connects the official deadline to real procurement and site tasks, with spare time for defects and evidence. That discipline reduces claim risk and helps the company receive working equipment rather than merely an approved invoice.
Use a backward plan from the claim date
Start with an internal claim deadline and work backwards through payment, commissioning, defect correction, delivery and purchase. Add realistic supplier and building lead times. Place a management review before any point where delay becomes unrecoverable. The backward plan should show the latest acceptable date, not only the supplier’s preferred date.
Update the calendar with actual dates and retain the reason for every movement. If a delay leaves too little time for installation and evidence, escalate early and seek current official guidance. A busy project team should not rely on a reminder email to discover that a critical milestone has passed.