communications_assessment_of_electricity_distribution_companies_2012

Report No. 20
July 2012
This report was produced for review by the United States Agency for International Development. It was prepared
by ECODIT for Public Action Project for Water, Energy and Environment project, Task Order No. EPP-
I-05-06-00010-00.
A COMMUNICATIONS ASSESSMENT OF
ELECTRICITY DISTRIBUTION COMPANIES IN
JORDAN
IRBID DISTRICT ELECTRICITY DISTRIBUTION COMPANY (IDECO), IRBID
ELECTRICITY DISTRIBUTION COMPANY (EDCO), AMMAN
PUBLIC ACTION FOR WATER, ENERGY AND ENVIRONMENT PROJECT
PROSPERITY, LIVELIHOODS AND CONSERVING ECOSYSTEMS (PLACE) IQC TASK ORDER #5

USAID/PAP Jordan 2012 – Communications Assessment
Electricity Distribution Companies – IDECO and EDCO PAGE 1
AUTHORITY
Prepared for USAID/Jordan under Prosperity, Livelihoods and Conserving Ecosystems (PLACE)
Indefinite Quantity Contract number EPP-I-05-06-00010-00, Task Order #05, awarded
September 1, 2009, entitled “Public Action for Water, Energy and Environment Project.”
This report is made possible by the support of the American People through the United
States Agency for International Development (USAID). The contents of this report are
the sole responsibility of ECODIT and do not necessarily reflect the views of USAID or
the United States Government.
PREPARED BY
Martha J. Monfried, Strategic Electricity Communications Consultant

PREFACE
The Public Action for Water, Energy and Environment Project (PAP) is a public education and
behavior change communication program developed to support USAID‟s technical and policy
investments in the Jordanian water and energy sectors, and to support specific initiatives in the
environment, in particular with regard to solid waste. The project has been awarded to ECODIT,
a US small business holding the Prosperity, Livelihoods and Conserving Ecosystems, or PLACE,
Indefinite Quantity Contract with USAID.
PAP is a five year program that has been designed in three phases:
1. Data collection and assessment phase of nine months ending July 31, 2010;
2. Participatory strategic planning phase of three months that will include dialogue with the
relevant stakeholders; and
3. Implementation phase lasting about four years.
The first phase of the project (Assessment and Baseline Phase) completed by the summer of
2010 involved ECODIT conducting numerous surveys, including 16 research efforts. From the
totality of these efforts, the project will determine its direction and focus for behavioral change.
ECODIT has divided this phase into the several rapid assessments. In addition to this assessment
of electricity distribution company communications which was prepared by Martha J. Monfried,
strategic electricity communications consultant, other PAP efforts are ongoing. They include the
following surveys: Young People‟s Knowledge Attitudes and Behaviors on Environmental
Issues: Water and Energy Conservation and Solid Waste Management; Water and Energy
Related Interviews for Large Jordanian Consumers; Knowledge, Attitude and Practice (KAP)
household, donors, Non-government organizations (NGOs)/CBOs, commercial outlets,
governmental institutions including ministries, municipalities and utilities, and educational
programs.
This study was designed to examine how Jordanian electric distribution companies
communicate, including assessing the extent of the utility‟s having communication departments
that collaborate and service the needs of all other organizational functions vis-a-vis
subscribers/consumers in coordination with the Government and other entities. It also makes
recommendations for short, medium and long-term improvements to build trust and change
energy use behavior for the households and businesses to embrace energy efficiency practices to
contribute to Jordan‟s energy self sufficiency, economic growth and social development.
This study aims to further the objectives of Public Action for Water, Energy and Environment
Project (PAP) to positively influence the behavior of Jordanians in relation to their environment
and contribute to water and energy conservation and improved solid waste management.

TABLE OF CONTENTS
PREFACE ....................................................................................................................................................................2
TABLE OF CONTENTS ............................................................................................................................................3
EXECUTIVE SUMMARY .........................................................................................................................................4
ACRONYMS................................................................................................................................................................6
1.0 INTRODUCTION .................................................................................................................................................8
1.1 THE PUBLIC ACTION PROJECT .................................................................................................................8
1.2 THE IDECO AND EDCO COMMUNICATIONS ASSESSMENT.................................................................8
1.3 ASSESSMENT METHODOLOGY ...............................................................................................................10
2.0 KEY FINDINGS..................................................................................................................................................11
2.1 CUSTOMER SERVICE OFFERINGS AND ISSUES ..................................................................................12
2.2 ELECTRICITY SYSTEM CHALLENGES..................................................................................................12
2.3 CUSTOMER COMMUNICATIONS AND OPPORTUNITIES..................................................................13
3.0 DETAILED ANALYSIS ...............................................................................................................................14
3.1 ELECTRIC UTILITY CUSTOMER EXPERIENCE AND BRAND TOUCH POINTS ...........................14
3.2 INSTITUTIONAL CULTURE, INFORMATION FLOW, AND RECOMMENDED CHANGES ..........16
3.3 IDECO AND EDCO COMMUNICATIONS SKILLS AND COMPETENCIES .......................................18
3.4 IDECO AND EDCO COMMUNICATIONS SUPPORT RECOMMENDATIONS ..................................19
3.5 COMMUNICATIONS EFFORT TRACKING FOR RESULTS AND SUSTAINABILITY.....................20
4.0 RECOMMENDATIONS ....................................................................................................................................21
4.1 SHORT-TERM – 2012.....................................................................................................................................21
4.2 MEDIUM-TERM – 2013.................................................................................................................................22
4.3 LONG-TERM – 2014.......................................................................................................................................23
5.0 CONCLUSION ....................................................................................................................................................25
6.0 ANNEXES............................................................................................................................................................26
6.1 ANNEX A: REFERENCE MATERIALS......................................................................................................26
6.2 ANNEX B: MEETING SCHEDULE..............................................................................................................28
6.3 ANNEX C: INTERVIEWS..............................................................................................................................29
6.4 ANNEX D: PAP STRATEGIC COMMUNICATIONS PLANNING AND TRAINING PROGRAMS..............................47

EXECUTIVE SUMMARY
The state of electricity generation, usage and public knowledge in Jordan is considered to be a
national crisis. Jordan imports 97 percent of its energy. In 2011 this cost US $4.5 billion up from
US $4 billion in 2010, which equates to 25 percent of imports, 50 percent of exports and 20
percent of the country‟s gross domestic product. In the summer of 2010, power outages were
widespread in Amman, the capitol. Renewable energy generation is less than 1 percent in
country with excellent levels of solar radiation. Energy losses, including theft, may be
responsible for up to 10 percent of lost utility revenues.
The Kingdom in recent years has relied on natural gas supplies from Egypt, which have been
disrupted 15 times since 2011, to generate 80 percent of the country‟s electricity. This shut off
has forced Jordan‟s private power generating stations onto costlier heavy oil and diesel reserves,
a switch officials claim costs the country some JD 1.7 billion (US $2.4 billion) annually. This is
an unsustainable situation.
To cover the increased fuel expenses, the government raised electricity prices in 2011 and
attempted to raise them again in early 2012, but backed down in response to customer outrage.
After months of saying it would raise the tariffs, the government on May 26 announced it was
increasing electricity prices effective immediately for major mining firms, hotels and banks and
on June 5 for household and medium and large industries. This has once again spurred protests in
an environment where many households and businesses cannot pay more than they are already
paying.
Research shows that the general public is already taking preliminary steps to reduce energy
demand due to the high cost of electricity. However, public knowledge of the issues related to
the provision of electricity in the Kingdom is nominal. Increasing this public understanding is
important to strategic communication efforts as the willingness to alter personal behavior often is
a reaction to political reality.
The apparent weakness on the part of mandated authorities to communicate in a timely and
effective way with the public undermines trust and is a significant contributor to the public‟s
attitudes and practices towards energy use. The public is no longer a passive recipient but has
expectations of high services and knows how to create problems if expectations are not met.
In 2010, the breakdown of electricity use in Jordan was 41 percent residential, 25 percent
industrial, 17 percent commercial, 15 percent water pumping, and 2 percent street lighting.
Electricity demand is projected to grow 7.5 percent annually as Jordanian lifestyles improve,
refugees assimilate, and as the young population marries, secures their own residences, and has
children. This will put more pressure on electric energy utilities to provide affordable and
reliable service as well as to open channels of communications and customer service offerings to
increase customer energy efficiency and renewable investments.

There are additional efficiencies that can be made by the public through personal behavior
changes and the installation of new technologies. The weakness is in the ability of the utilities,
energy service companies, non-government organizations, and public education institutions to
communicate effectively and promote technologies and innovations in ways that make them
attractive, cost-effective, easy to purchase, install, use and maintain.
A strategic communications assessment of the Irbid District Electricity Distribution Company
(IDECO) and Electricity Distribution Company (EDCO) in Jordan was undertaken in April and
May 2012 to learn:
1. The kind of experience the customer has been receiving – examining the brand touch
points
2. The kind of institutional culture supporting/obstructing proper flow of information
internally and what is necessary to bring about a more cohesive and systemic change in
how business is done.
3. The skills and competencies that exist within staff of IDECO and EDCO.
4. The support communication individuals need to enable IDECO and EDCO to deliver on
their responsibilities.
5. Whether communication efforts are being tracked for results and sustained in other
efforts.
Interviews with government, utility and other officials, as well as the supporting documents from
the utilities, Owner company, and government revealed that the utilities are:
• Committed to customer service, corporate social responsibility (CSR) and employee
communications.
• Recognize the electricity system challenges caused by high fuel prices, limited diversity
of supply, increased demand from population growth, increased use of air conditioning,
and the erection of new more modern and energy demanding buildings.
• Recognize the increased need to communicate about outages (scheduled and
unscheduled) as well as electricity costs, energy efficiency, safety, and theft.
• Recognize the unsustainable energy situation as well as budget, manpower, and
government constraints preventing full implementation of energy efficiency and
renewable energy programs and communications efforts.
After providing an assessment of the current state of communications at IDECO and EDCO, this
report offers several short, medium and long-term recommendations. They are aimed at helping
the utilities to communicate better to build public trust and change household and business
behavior to save energy. This will assist Jordan in becoming more energy self sufficient, while
continuing to support economic growth and social development.

ACRONYMS
Several acronyms are used in this report. Whenever the acronym or abbreviation appears the first
time in the report, it is defined in the text. The following list is provided as a quick reference.
ACW Aqaba Water Company
CBO Community Based Organization
CEGCO Central Electric Generating Company
CFL Compact Florescent Light
CSR Corporate Social Responsibility
DPS Distribution Performance Standards
EDCO Electricity Distribution Company
ERC Electricity Regulatory Commission
ESCO Energy Services Company
Fracking Hydraulic Fracturing: The Procedure of Creating Fractures in Rocks and
Rock Formations by Injecting Fluid into Cracks to Force
them Further Open, Allowing More Oil and Gas to be
Extracted.
GBC Green Building Council
GDP Gross Domestic Product
IDECO Irbid District Electricity Distribution Company
IVR Interactive Voice Response
JEPCO Jordanian Electric Power Company
JREEF Jordan Renewable Energy and Energy Efficiency Fund
KAP Knowledge, Attitude and Practice

KEC Kingdom Electricity Company
KWH Kilowatt Hours
LED Light-Emitting Diode
LEED Leadership in Energy and Environment Design
LNG Liquefied Natural Gas
MEMR Ministry of Energy & Mineral Resources
MWH Megawatt Hours
MOU Memorandum of Understanding
NARUC National Association of Regulatory Utility Commissioners
NEEAP National Energy Efficiency Action Plan
NEPCO National Electric Power Company
NERC National Energy Research Center
NGO Non-governmental Organization
PAP Public Action Project
SABEQ Sustainable Achievement of Business Expansion and Quality
SMS Short Message Service
SMUD Sacramento Municipal Utility District
USAID United States Agency for International Development

1.0 INTRODUCTION
1.1THE PUBLIC ACTION PROJECT
PAP strives to positively influence the behavior of Jordanians in relation to their environment
and contribute to water and energy conservation and improved solid waste management.
In Phase I of the project (November 2009 to July 2010), the PAP team is implementing a series
of assessments in four groups: (1) assessment of USAID and other donor outreach efforts; (2)
audit and KAP survey of key stakeholders; (3) assessment of local water, energy and
environmental institutions; and (4) assessment of educational programs, activities and material.
The results of the surveys will provide information to the PAP team and stakeholders, enabling
them to determine priority behavior changes and mechanisms for design of the public action
program (Phase II, July to September 2010). In Phase III of the project (Years 2-5), PAP will
implement the designed program in close coordination with stakeholders, including government
institutions, donors, non-governmental organizations (NGOs), and the private sector.
1.2THE IDECO and EDCO COMMUNICATIONS ASSESSMENT
Electricity demand is projected to grow 7.5 percent annually as Jordanian lifestyles improve,
refugees assimilate, and as the young population marries, secures their own residences, and
produces children. This will put more pressure on electric energy utilities to provide affordable
and reliable service as well as to open channels of communications and customer service
offerings to increase energy efficiency and renewable investments.
Renewable energy generation is less than 1 percent in country with excellent levels of solar
radiation. The government has committed to achieving a 20 energy percent savings by 2020 and
increasing the renewable energy mix to 7 percent by 2015 and 10 percent by 2020, but there have
been several delays in planning and implementation. To move things forward, the Electricity
Regulatory Commission (ERC) in May 2012 outlined the pricing details in the net-metering law
that requires the distribution utilities to purchase renewable electricity generated by customers.
Making customers aware of this opportunity will require public awareness campaigns and
outreach efforts by manufacturers, distributors, the utilities and the government.
Research shows that the general public is already taking preliminary steps to reduce their
demand for electricity. Florescent light bulbs (75 percent use) are the norm in most households
and compact florescent light (CFL) bulbs (42 percent use) are rapidly gaining in popularity – this
with minimal promotion and “awareness” efforts. The driver of these behaviors is the cost of
electricity which, compared to water, is extremely high; people conserve for the benefit of their
own economic situation. Price is also a marketing tool, and the high price of electricity has

already caused the public to seek efficiencies in energy use. There are additional conservation
and energy efficiency steps that can be taken by the public through personal behavior changes
and the installation of new technologies.
However, despite these efficiency measures, knowledge of the true state of energy in the
Kingdom and the issues related to the provision of energy is minimal. Increasing this public
understanding is important to strategic communication efforts as the willingness to alter personal
behavior often is a reaction to political reality.
Communications campaigns can be conducted to encourage behavior change to save energy and
technology can be promoted to reduce demand. This includes solar energy installations, timers
that shut off lights and equipment, regulators and sensors that control usage, double glazed
windows, shade trees and awnings, and even fully automated smart homes. The weakness is in
the ability of the utilities, energy service companies, NGOs, and public education institutions to
communicate effectively and promote technologies and innovations in ways that make them
attractive, cost-effective, easy to purchase, install, use, and maintain.
In 2008, His Majesty King Abdullah asked the U.S. Ambassador for technical energy assistance
in light of the fact that the Jordanian government recognized it needed to reduce subsidies to
electricity consumers at the same time that world energy prices were increasing. USAID has
developed an Energy Sector Capital Building Plan with five components that should be
authorized by the U.S. government later this year and could start being implemented in another
year.
Also in 2008, Kingdom Electricity Company (KEC) acquired government shares of both IDECO
and EDCO making them fully privatized energy utilities. Privatization of utilities was undertaken
to increase efficiencies and improve services while allowing the government to focus on
regulation rather than delivery of services.
However, the apparent weakness on the part of mandated authorities to communicate in a timely
and effective way with the public has undermined trust and is a significant contributor to the
public‟s attitudes and practices towards energy use. The newspapers have run energy tariff
increase stories almost daily in 2012 quoting government and industry officials, but they do not
get into the specifics of the tariff increases, including exactly who will pay and how much, and
how much the increase will help reduce the government fuel expenses.
The public is no longer a passive recipient of services but has expectations of high services and
knows how to create problems if expectations are not met. The weak public relations responses
so typical of utilities and governments no longer satisfy the public. Strikes, sit-ins, and mass
demonstrations are now the common tool of dissatisfied customers and employees. Utilities now,
more than ever, need to protect themselves by developing a positive relationship with both
through strategic communications.

1.3 ASSESSMENT METHODOLOGY
Consequently, a strategic communications assessment of IDECO (the second largest electricity
distribution company in Jordan, which has 1051 employees and 360,000 meters serving a
population of 2 million in Northern Jordan) and EDCO (the smallest electricity distribution
company in Jordan, which has 1206 employees and 190,000 meters serving a population of 1
million in Central and Southern Jordan) was undertaken to learn:
1. The kind of experience the customer has been receiving – examining the brand touch
points
2. The kind of institutional culture supporting/obstructing proper flow of information
internally and what is necessary to bring about a more cohesive and systemic change in
how business is done.
3. The skills and competencies that exist within staff of these utilities.
4. The support communication individuals need to enable them to deliver on their
responsibilities.
5. Whether communication efforts are being tracked for results and sustained in other
efforts.
After providing an assessment of the current state of communications at IDECO and EDCO, this
report offers several short, medium and long-term recommendations to help the utilities
communicate better to build trust and change household and business energy use behavior. This
should assist Jordan in becoming more energy self sufficient, while supporting economic growth
and social development.
The strategic communications assessment included:
 Reviewing a targeted selection of documents prepared or provided by PAP on its mission
and the electric energy sector in Jordan (Listed in Annex A).
 Conducting a rapid assessment IDECO‟s and EDCO‟s corporate goals and objectives;
 Conducting interviews with IDECO‟s Director General, the Customer Relations Manager
and the Theft Manager; EDCO‟s Director General Assistant for Regulation and Planning,
Customer Service Manager, Director of Aqaba Distribution District, W &SH,
Administration Manager, Customer Service Manager and Payment Center Manager of Al
Tafila Electricity Distribution District; and the KEC Business Development Director and
Analyst and others to assess how they handle internal and external communications.
 Meeting with key USAID, ERC and Ministry of Energy and Mineral Resources (MEMR)
staff to assess their communications capabilities and expectations vis-a-vis utility
communications efforts.
 Meeting with key NGO and Energy Services Company (ESCO) officials.

 Providing technical assistance to the ERC and MEMR on developing a media plan and
managing public relations in coordination with IDECO and EDCO.
 Visiting IDECO‟s new call and payment centers in Irbid and EDCO‟s headquarters in
Amman, regional office in Karak, as well as payment centers in Karak, Al Tafila, Wadi
Musa, and Aqaba.
 Reviewing current outreach efforts of the IDECO and EDCO Customer Service and KEC
Business Development departments and making recommendations on how they can be
more effective.
 Examining internal decision making processes with regards to communication efforts.
 Examining existing plans and resources.
 Identifying utilities‟ communication needs (why they need to communicate with
customers, what current communications efforts consist of, and areas for improvement).
 Assessing communications staff capabilities and needs.
 Assessing current technical faults, their impact on customers (electricity supply
reliability, quality and frequency of power outages).
 Assessing the possible impact of using Smart Metering systems on the relationship
between utility and customers.
A list of the meetings that were held in Jordan from April 22-May 14, 2012 to conduct this
assessment is provided in Annex B.
2.0 KEY FINDINGS
Interviews with officials at IDECO, EDCO, KEC, MEMR, ERC, NGOs and ESCOs, as well as
the supporting documents from the utilities, owner company, and government revealed that the
utilities are:
• Committed to customer service, CSR, and employee communications.
More detailed descriptions of the customer service offerings and issues as well as electricity
system challenges and customer communications and outreach opportunities follow.

2.1 CUSTOMER SERVICE OFFERINGS AND ISSUES
• IDECO‟s and EDCO‟s primary customer contact touch points involve meter readers and
service technicians, as well as payment center cashiers who are busy performing their
jobs and not charged with communications activities.
• IDECO and EDCO meter readers use hand-held devices to input monthly meter reads and
print out bills on the spot, which they give on the spot to subscribers or leave them at
their home or business. The meter readers put stickers on the bills for disconnect and
misread notices.
• The majority of subscribers pay their bills in cash at payment centers. They can also pay
at post offices and banks. There is minimal signage at the centers, which also offer
customer sign-up and other services.
• IDECO has completed at study to begin installing a queuing system at some of the
payment centers, which would give the utility the opportunity to provide more customer
messaging via television monitors, posters, brochure racks, etc. A pilot project to start is
in the process. EDCO has installed a queuing system and LCD television monitor at the
utility‟s Aqaba payment center, which is giving EDCO the opportunity to provide more
customer messaging via the television monitor.
• Within the past year, IDECO has opened a call center to answer outage calls from
customers that used to go to the emergency center. They have installed an interactive
voice response unit (IVR) and are looking into utilizing it more by adding services.
EDCO is in the process of opening a call center to answer outage calls from customers
that currently go to the emergency centers.
• The IDECO call center started outbound calls a few weeks ago to follow up on service
calls and check on customer satisfaction.
• IDECO conducts customer service surveys, has recently revamped the survey to be more
stakeholder specific, and has complaint and suggestion boxes in the utility‟s payment
centers. EDCO conducts customer service surveys and has complaint and suggestion
boxes in the utility‟s payment centers.
2.2 ELECTRICITY SYSTEM CHALLENGES
• The 2011 government electricity tariff increase, the 2012 increase put into effect and
rescinded in early this year and re-implemented in May and June is causing utility
subscriber outrage and confusion and is building mistrust and resentment. After months
of saying it would increase the tariff, the government on May 26 announced it was raising
electricity prices effective immediately for major mining firms, hotels and banks and on
June 5 for household and medium and large industries. This has once again spurred
protests in an environment where many households and businesses cannot pay more than
they are already paying.
• IDECO and EDCO are private, but government actions (the tariff increase fiasco and
frequent changes of Cabinet leadership – there have been four changes of government
since Arab Spring) undermine the utilities‟ ability to build trust and have the public grasp
its new business model.

• The average bill monthly residential bill is JD 24, while the cost to produce and deliver is
almost double that amount. Until customers understand their true energy costs and have a
real economic incentive to save, it will be difficult to have them adopt energy efficiency
practices or invest in renewable energy.
• The high cost of electricity contributes to a high level of energy theft. The Jordanian and
Bedouin culture of expecting free electricity service and that often prevents utility
representatives from accessing private property (meter readers are threatened at gunpoint
and or accused of terrible misdeeds) also contributes to the high theft rate.
• Arab Spring is posing challenges to keep utility workers happy on the job. In 2012,
IDECO had to redistribute its budget to provide higher employee wages and benefits.
There is also a challenge in getting long-term utility employees to embrace private ways
of doing business. Electric utility workers throughout the Kingdom get a 75 percent
discount on their electricity bills, which does not encourage them to be energy efficient.
• While the country currently has enough electricity generation to meet customer needs
(current capacity stands at 3,100 megawatts (MW) and demand is 2,650 (MW), there are
pockets in the distribution system which are challenged during peak periods, resulting in
power outages.
• Under the current regulations, IDECO, EDCO and JEPCO have had no incentive to
embrace or promote energy efficiency. EDCO has asked the ERC and MEMR to
establish energy efficiency incentives, but they have not been approved.
2.3 CUSTOMER COMMUNICATIONS AND OPPORTUNITIES
• IDECO and EDCO are committed to corporate CSR, have issued CSR reports and have
conducted public awareness campaigns using existing staff on energy efficiency, safety,
and theft at local schools and will expand them to universities.
• The IDECO director general is committed to employee communications and meets with
employees every two months.
• IDECO has a public relations team of four people primarily devoted to producing internal
communications – a quarterly magazine-style format newsletter. One of the team
members – Hisham Hijazi – is an external spokesperson. The PR team also is charged
with providing 72-hour in advance public notice of major projects and scheduled outages
by creating and placing paid notices in the newspaper and on the radio. EDCO relies on
administrative staff in the field to coordinate with headquarters staff at EDCO to provide
the paid ad 72-hour public notices.
• After the first government electricity tariff increase in 2012, IDECO had call center
agents go and visit customers – universities, hospitals, banks.
• IDECO and EDCO started campaigns on safety, energy efficiency, and theft by first
going to schools, universities, and hospitals. They have reached 2,000 people. The
customer services teams work with the KEC Business Development team of three to
produce the public awareness materials.
• Because internet penetration in Irbid is low and households generally do not use the
internet, the IDECO utility website is not thought to be an effective customer
communications tool. While IDECO and EDCO have no social media efforts due to lack
of resources and policies, the utilities recognizes that youth are increasingly gaining

access to the internet at cafes and they could become a communications conduit to the
older generation.
• Among the key challenges identified is the lack of manpower to staff a strategic
communications function at the utilities.
• IDECO and EDCO use e-mail and an intranet to communicate with employees. EDCO
has no regular employee newsletter.
3.0 DETAILED ANALYSIS
3.1 ELECTRIC UTILITY CUSTOMER EXPERIENCE AND BRAND
TOUCH POINTS
The state of electricity generation, usage and public knowledge in Jordan is considered to be a
national crisis. Jordan imports 97 percent of its energy. In 2011 this cost US $4.5 billion up from
US $4 billion in 2010, which equates to 25 percent of imports, 50 percent of exports and 20
percent of the country‟s gross domestic product. In the summer of 2010, power outages were
widespread in Amman, the capitol. Energy theft may be responsible for up to 10 percent of lost
utility revenues.
In recent years, the country has privatized parts of the energy sector and secured natural gas
supplies from Egypt, as well as made arrangements to exchange electricity through high voltage
lines interconnected with Syria and Egypt. The Kingdom is also pursuing domestic oil and
natural gas supplies from fracking and considering investing in nuclear and renewable energy as
well as importing liquefied natural gas (LNG) from Qatar.
However, the natural gas supplies from Egypt, which can fuel up to 80 percent of the electricity
generated in Jordan, have been disrupted 15 times since 2011. This has forced Jordan‟s private
power generating stations onto costlier heavy oil and diesel reserves, a switch officials claim
costs the country some JD 1.7 billion (US $2.4 billion) annually because the government must
subsidize these fuel costs.
To cover the increased fuel expenses, the government raised electricity prices in 2011 and
attempted to again raise them in early 2012, but backed down in response to customer outrage.
After months of saying it would raise the tariffs, the government on May 26 announced it was
increasing electricity prices effective immediately for major mining firms, hotels and banks and
on June 5 for household and medium and large industries. This has once again spurred protests in
an environment where many households and businesses cannot pay more than they are already
paying. In Jordan, the average household electricity bill is JD 24 a month and the average wage
of 80 percent of the paid workers is JD 210 a month. The proposed tariff increases hope to
recover JD 200 million. This same amount could be recovered if the country were to reduce its
energy consumption by 1 percent annually for 10 years.

Along with other countries in the area, Jordan set goal in 2007 to have 20 energy percent savings
by 2020. And although the country has an energy efficiency roadmap – the draft NEEAP
(National Energy Efficiency Action Plan) – and a new bylaw for energy efficiency, little
progress to date has been made in achieving that goal. Government attempts to save energy have
involved rationing street and government building lighting (turning on only half of the lights).
To achieve real energy savings without public sacrifice, the government must invest in energy
efficient equipment and is moving forward in this direction with Article 11 in the bylaws of the
NEEAP, which will require all new buildings to have roof-top solar water heaters (designed to
raise market penetration from 11 to 25 percent). There will be a 2013 ban on incandescent bulbs.
And, a fund and department will be established to pay for the energy efficiency programs. As
party of the NEEAP, 25 government and semi-government agencies will be implementing
energy efficiency measures. Significant savings can also be achieved on the water pumping
energy efficiency front.
While each ministry has its own target and has liaison officers with the utilities, it is a challenge
for the distribution companies to embrace promoting energy efficiency with government and
other customers because their revenue model is based on selling more energy. To foster
productive dialogue toward change, an energy committee with members from utilities and
government miniseries (primarily Ministry of Public Works and distribution companies) has
been established.
Public sentiment is also changing as a result of Arab Spring and the high energy costs in Jordan.
Different from prevailing attitudes in the water sector, the general public until recently felt that
they have been treated fairly in the energy sector and are in charge of their demand and expenses.
This attitude prevailed until recent years primarily because electricity was very affordable in
Jordan until the Iraq wars disrupted the flow of inexpensive oil to Jordan from Saddam Hussein.
Since then, the government has heavily subsidized customer energy expenses in Jordan.
The recent price hike situation has changed this attitude and there is considerable resentment at
the cavalier method of the hike calculations and disbelief in their explanation. In early 2012,
many people‟s bills doubled overnight despite Government claims that 96 percent of the
population would not feel any price hike and that rate increases were aimed at large consumers.
While the first round was refunded, the second round is already causing confusion and additional
outrage. Much discussion is currently taking place in Parliament about the ability of the
population to shoulder the price increases, much less understand the actual costs.
In the water sector, the politics of water is influential, and historically, there is a feeling that the
dependence on external treaties with neighboring countries has somehow cheated Jordanians of
their right to riparian water. Interestingly, even though Jordan‟s energy needs are similarly
satisfied through the purchase of energy resources from outside Jordan, it does not carry the
same political connotation with Jordanians.
In 2010, the breakdown of electricity use in Jordan was 41 percent residential, 25 percent
industrial, 17 percent commercial, 15 percent water pumping, and 2 percent street lighting. The

use of air conditioning is rising. Electricity demand is projected to grow 7.5 percent annually as
Jordanian lifestyles improve, refugees assimilate, and as the young population marries, secures
their own residences, and produces children (Currently, 96 percent of households do not have an
automatic dishwasher, 93 percent do not have a central heating system, 86 percent do not use
solar to heat water, and 73 percent do not have an automatic clothes washing machine). This will
put more pressure on electric energy utilities to provide affordable and reliable service as well as
to open channels of communications and customer service offerings to increase energy efficiency
and renewable investments.
In 2012, the prime minister and secretary general requested an Energy Awareness Campaign
after and now in anticipation of the electricity tariff increase. It‟s being coordinated by higher
media office/ media counsel. They are open regarding general vs. specific messages, timing,
statistics, areas, budget and would like help in terms of finances, brochures, pamphlets, banners,
technical grants, etc.
Strategic communications are most effective when they are coordinated and reflect strategic
business plans and political realities. The energy sector in Jordan is fragmented and government
turnover and analysis does not move the ball forward on the public trust front. Clear direction
and planning from the Kingdom on future diversified energy supplies must be solidified to
enable private development, generating and distribution companies to be in a tenable position to
provide affordable and reliable electricity service to Jordan‟s growing population, economy and
social development. In addition, utility rate making must be designed to reflect real costs and
incentives to reduce energy consumption while not penalizing the electric distribution utilities. It
should also afford an opportunity for transparency and household and business public input in
the ratemaking process.
3.2 INSTITUTIONAL CULTURE, INFORMATION FLOW, AND
RECOMMENDED CHANGES
Research shows that the general public is already taking preliminary steps to reduce their
demand for electricity. Florescent light bulbs (75 percent use) are the norm in most households
and CFL bulbs (42 percent use) are rapidly gaining in popularity – this with minimal promotion
and “awareness” efforts. The driver of these behaviors is the cost of electricity which, compared
to water, is extremely high; people conserve for the benefit of their own economic situation.
Price is also a marketing tool, and the high price of electricity has already caused the public to
seek efficiencies in energy use. There are additional conservation and energy efficiencies that
can be made by the public through improved communications, personal behavior changes and
the installation of new technologies.
Despite these efficiency measures already undertaken by the public, knowledge of the true state
of energy in the Kingdom and the issues related to the provision of energy is minimal. Increasing
this public understanding is important to strategic communication efforts as the willingness to
alter personal behavior often is a reaction to political reality. While the electricity sector used to
be one-man government show, there is a lack of consistency in government actions and

communications not that is causing confusion. Customers are angry with the government when
tariffs are increased. Many don‟t realize that the private distribution companies are no longer
government entities and could be in a position to help them save energy. According to one
official, “This is an example of how „One decision by government, can destroy everything‟ we‟re
trying to do on the private front to build relationships with our customers.”
Government and utility communications campaigns can be conducted to encourage behavior
change to save energy and technology can be promoted to reduce demand. This includes solar
energy installations, timers that shut off lights and equipment, regulators and sensors that control
usage, double glazed windows, shade trees and awnings, and even fully automated smart homes.
The weakness is in the ability of the government, utilities, energy service companies (ESCOs),
NGOs, and public education institutions to communicate effectively and promote technologies
and innovations in ways that make them attractive, cost-effective, easy to purchase, install, use,
and maintain.
While the campaigns will increase customer awareness, they will not result in lasting and
sustainable change beyond low hanging fruity until government regulation gives incentives to
utilities to embrace and promote energy efficiency and renewable energy investments.
Furthermore, IDECO and EDCO employees must become committed to helping customers use
energy more wisely. Because IDECO and EDCO used to be government owned, many utility
employees still have government attitudes with a limited customer service philosophy. In
addition, IDECO and EDCO bill collectors have a hard time with the concept of customer
satisfaction when some have gone to jail when they go into customer homes to read the meter
and are accused of doing something terrible (don‟t read meters inside homes anymore), have
been beaten up and taken to the hospital, or have had dogs circle ladders. One instance, Bedioun
took a gun to utility workers fixing something, when it was fixed, took a gun to have them stay
for a meal. Employee training and meter shut-off equipment like that being piloted by EDCO in
Aqaba can help foster this change in employee attitudes.
Another stumbling block is that utility workers receive a 75 percent discount on their utility bills.
This does not serve to encourage energy efficient behavior at the utility worker level or in the
wider community when utility workers often are the biggest users of electricity because their
energy costs are subsidized. This policy should be examined and changed during negotiations
with the unions.
IDECO and EDCO have an opportunity to encourage customer behavior change to be more
energy efficient by having clear, consistent and up-to-date utility communications and materials
at payment stations and on websites. Currently, the utility websites are basic and information on
them isn‟t necessarily up-to-date, i.e., annual reports and posted tariff rates are a couple of years
old.
At present, IDECO‟s and EDCO‟s primary customer contact touch points involve meter readers
and service technicians, as well as payment center cashiers who are busy performing their jobs
and not charged with communications activities. They all could be provided communications

materials and training to help customers save energy. In addition, since the majority of the
customers pay their bills at payment stations, the utilities should invest in making them more
customer friendly and informative. This should involve offering customers energy efficiency tips
via posters, brochures, etc. as well as queuing systems, customer seating and LCD television
monitors.
IDECO and EDCO meter readers use hand-held devices to input monthly meter reads and print
out bills, which they give on the spot to subscribers or leave them at their home or business. The
meter readers put stickers on the bills for disconnect and misread notices. Additional stickers
could be created to encourage customer energy efficient behavior and renewable investments.
This will have to be approved by the ERC, which currently limits customer bill messaging to
charges and tariffs.
Another opportunity to improve customer communications and satisfaction may exist with
mobile devices (there is 110 percent penetration in Jordan). KEC is investigating notifying and
having IDECO customers pay their bills using mobile devices.
3.3 IDECO AND EDCO COMMUNICATIONS SKILLS AND
COMPETENCIES
Interviews with officials at IDECO, EDCO, KEC, MEMR, ERC, NGOs and ESCOs, as well as
the supporting documents from the utilities, owner company, and government revealed that the
utilities are:
communications.
IDECO, EDCO and KEC have taken steps to foster strong internal and external communications
and with time, resources and commitment by leadership can build and develop world-class
communications capabilities. This will build trust with employees and customers to change
behavior to be more energy efficient and sustainable.
For example:

 IDECO and EDCO are committed to CSR, have issued CSR reports and have conducted
public awareness campaigns using existing staff on energy efficiency, safety, and theft at
local schools and will expand them to universities.
 The IDECO director general is committed to employee communications and meets with
employees every two months.
 IDECO has a public relations team of four people primarily devoted to producing internal
communications – a quarterly magazine-style format newsletter. One of the team
members – Hisham Hijazi – is an external spokesperson. The PR team also is charged
with providing 72-hour in advance public notice of major projects and scheduled outages
by creating and placing paid notices in the newspaper and on the radio. EDCO relies on
administrative staff in the field to coordinate with headquarters staff at EDCO to provide
the paid ad 72-hour public notices.
 After the first government electricity tariff increase in 2012, IDECO had call center
agents go and visit customers – universities, hospitals, banks.
 IDECO and EDCO started campaigns on safety, energy efficiency, and theft by first
going to schools, universities, and hospitals. They have reached 2,000 people. The
customer services teams work with the KEC Business Development team of three to
produce the public awareness materials.
 Because internet penetration in Irbid is low and households generally do not use the
internet, the IDECO utility website is not thought to be an effective customer
communications tool. While IDECO and EDCO have no social media efforts due to lack
of resources and policies, the utilities recognizes that youth are increasingly gaining
access to the internet at cafes and they could become a communications conduit to the
older generation.
Among the key challenges identified is the lack of manpower to staff a strategic communications
function at the utilities. Currently, IDECO and EDCO use e-mail and an intranet to communicate
with employees. EDCO has no regular employee newsletter.
3.4 IDECO AND EDCO COMMUNICATIONS SUPPORT
RECOMMENDATIONS
IDECO and EDCO are in their infancy in terms of strategic communications. The utilities have
the opportunity in the coming years to expand their customer outreach efforts, put systems in
place to enhance communications with customers at payment and call centers, and develop
strategic communications plans and functions that align with and advance business priorities.
As the Kingdom recognizes that the electricity distribution utilities must be given incentives to
keep them whole from revenue losses (budgeted to cover system investments) resulting from
customers embracing energy efficiency practices and continues to put regulatory reforms in place
that encourage renewable energy investments and energy efficiency practices, IDECO and
EDCO can be in a strong and trusted position to communicate with and assist customers in
changing their behavior to use energy wisely. IDECO and EDCO can also help customers
implement technological solutions including smart-metering.

IDECO has completed a study and is starting a pilot project to install a queuing system at some
of the utility‟s payment centers, which would give the utility the opportunity to provide more
customer messaging via television monitors, posters, brochure racks, etc. EDCO has already
installed a queuing system and LCD television monitor at the utility‟s Aqaba payment center,
which is giving EDCO the opportunity to provide more customer messaging via the television
monitor, etc.
Within the past year, IDECO has opened a call center to answer outage calls from customers that
used to go to the emergency center. They have installed an interactive voice response unit (IVR)
and are looking into utilizing it more by adding services. EDCO is in the process of opening a
call center to answer outage calls from customers that currently go to the emergency centers. The
IDECO call center also started outbound calls in 2012 to follow up on service calls and check on
customer satisfaction.
3.5 COMMUNICATIONS EFFORT TRACKING FOR RESULTS AND
SUSTAINABILITY
IDECO conducts customer service surveys, has recently revamped the survey to be more
stakeholder specific, and has complaint and suggestion boxes in the utility‟s payment centers.
EDCO conducts customer service surveys and has complaint and suggestion boxes in the
utility‟s payment centers.
IDECO has one person charged with conducting customer satisfaction surveys. They used to do
a survey twice a year that randomly coverall all activities. As an initiative to develop customer
relations and to increase satisfaction, they have now broken it down into seven functional areas
depending on customer requests. IDECO will field the functional area surveys twice a year.
The utility has to meet ERC Distribution Performance Standards (DPS) of responding to
customer complaints within 15 days and providing a free number.
The utility started outbound calls a few weeks ago to field the surveys to follow up on service
calls and check on customer satisfaction.

4.0 RECOMMENDATIONS
4.1 SHORT-TERM – 2012
Immediate residential energy efficiency gains may be realized with coordinated information –
advertising and public relations – campaigns that recommend simple behavioral changes,
including turning off lights and unplugging devices when not in use, setting AC controls to 25
degrees, and replacing incandescent bulbs with CFLs or LEDs. PAP is currently working with
the ERC to create.
1. In 2012, EDCO should start a regular monthly, quarterly or twice-a-year employee
newsletter.
2. IDECO and EDCO should take advantage of the new campaign being designed by the
ERC, as well as materials developed by the IDECO, EDCO and KEC Business
Development teams. These materials can be made available in the payment centers and
used during community outreach efforts. They should also be linked on the IDECO and
EDCO websites. IDECO and EDCO should update the utility‟s websites with information
to help customers understand their bills and how to save energy as well as how to invest
in renewable energy to take advantage of the new net metering law.
3. A public awareness campaign should be designed to explain the July 1 implementation of
showing the actual costs of electricity on the customer bills like the water companies do
to start educating customers. PAP can assist in working with IDECO and the ERC to
create perhaps along with or as a follow-up to the ERC campaign.
4. The IDECO Customer Services and Public Relations teams as well as KEC Business
Development team should collaborate on an IDECO and EDCO household and business
outreach plan to discuss safety, energy efficiency, and theft for the remainder of 2012 that
provides a calendar of outreach events to major stakeholders, including local government
officials, business customers, schools, mosques, etc. Added to the calendar should be
scheduled outages as they are known, the customer survey dates and events in the energy
sector that may create public interest. This includes public-facing meetings of the director
general and other IDECO and EDCO energy officials.
5. This calendar and outreach reports should be shared with employees at the regular staff
meetings as well as in the employee newsletters. Materials developed for public outreach
should be shared and used at company facilities, including the payment stations.
6. The calendar should also be posted and updated regularly on the IDECO and EDCO
websites and shared with the local media and bloggers who should be invited to an
outreach event. IDECO is in a good position to do this via their Hasham Hijazi,

designated spokesperson. Coverage should be tracked and shared with IDECO and
EDCO leadership and employees.
a. PAP can assist with media training and helping to develop a media policy.
7. The work IDECO and EDCO are doing on the CSR front should be shared internally and
externally. Hisham Hijazi, designated spokesperson, should reach out to the news media
and bloggers on these activities, including scheduling interviews with Eng. Amhed
Thainat, director general.
a. PAP can assist with media training and helping to develop a media policy.
8. Employees should be encouraged to form voluntary green teams to look for energy
efficiency savings that can be achieved at the IDECO and EDCO facilities. Employees
who come up with concrete savings plans should be recognized with an incentive
program, at employee meetings and in the newsletters.
a. PAP can assist with a workshop to get started.
4.2 MEDIUM-TERM – 2013
1. The items outlined in the short-term recommendations should continue in 2013 and
beyond.
2. In 2013, PAP should assist IDECO and EDCO in purchasing and installing additional
queuing systems and LCD television monitors in the waiting area of an appropriate
payment station(s) based on the results of the pilot that IDECO is pursuing in 2012 and
EDCO‟s experience in Aqaba. The media (traditional and social) should be given a tour
of the upgraded payment centers.
a. The LCD monitor(s) should be updated regularly with energy efficiency, safety,
scheduled outage, payment information and other material, including rate making
procedures and decisions by the government.
b. In addition, the payment stations should display energy efficiency posters that
have been created for the public outreach campaigns on the walls and have a
brochure rack of coordinated energy efficiency, safety and other information. PAP
can assist.
c. The local media and bloggers should be invited to the updated payment stations
when they are up and running. The coverage should be tracked and shared with
leadership and employees and featured in the employee newsletters.
d. A survey should be designed and fielded to track customer satisfaction with the
payment center improvements. PAP can assist with designing the survey.
3. The energy efficiency tips taken from the ERC campaign should be turned into seasonal
stickers (similar to those already developed by PAP) that can be placed on customer bills

by the meter readers. These would be in addition to the disconnect and misread stickers
that already exist. IDECO, EDCO, and KEC will need to work with the ERC to get this
approved. PAP can assist with this.
4. When the IDECO call center has been relocated and the EDCO call center opened,
employees and key stakeholders (regulators, government officials, the news media and
bloggers) should be invited to open houses to see the centers. PAP can assist with this.
a. The IVR at the centers should be programmed and updated regularly to include
seasonal energy efficiency and scheduled outage messages during the on-hold
waiting time for customers.
b. Media and event coverage should be featured in the employee newsletters.
4.3 LONG-TERM – 2014
1. The items outlined in the short-term and medium-term recommendations should continue
in 2014 and beyond.
2. When ERC rate making is in place to encourage energy efficiency and renewable
installation, IDECO and EDCO respectively should host a major customer meeting with
representatives from the GBC, GreenTech, EcoSol, EDAMA, MEMR, USAID, and
others to talk about energy efficiency savings and renewable investments. PAP can assist
with this as well as help develop and field a survey for meeting attendees.
a. Those who have made investments in energy efficiency and renewable energy
who are already realizing the savings should share their stories.
b. The news media and bloggers should be pitched success stories. These meetings
should be scheduled at a minimum a couple of times a year. Coverage should be
tracked and featured in the employee newsletters.
c. PAP can help with this.
3. In 2014, IDECO should budget for, staff, and train a Corporate Communications
department that is charged with developing a strategic communications plan that aligns
with the utility‟s business objectives. PAP can assist with strategic communications
planning and media, social marketing and social media training as described in Annex: D.
a. The plan should have an internal and external focus and take advantage of all
communications channels, including social media to encourage two-way dialogue
with stakeholders.
b. The plan should address crisis and emergency communications scenarios,
including major unscheduled outages and system disruptions from natural
disasters, including earthquakes.
c. The communications plan should include tactics for implementing any major
initiatives or changes in utility practices or programs. This may include smart-
meter implementation.

d. The plan should include an update to the IDECO and EDCO websites to create
strong customer service, safety, outage, energy efficiency and renewable sections.
These should be reinforced with Facebook, Twitter, YouTube and other social
media channels. Mobile aps should also be considered, particularly to link with
smart-grid if that investment is pursued.
e. The plan should include having IDECO and EDCO to develop employee intranets
that allow for two-way dialogue and provide updated employee information and
news.

5.0 CONCLUSIONS
IDECO and EDCO are in their infancy in terms of strategic communications. The utilities have
the opportunity in the coming years to expand their customer outreach efforts, put systems in
place to enhance communications with customers at payment and call centers, and develop
strategic communications plans and functions that align with and advance business priorities.
As the Kingdom recognizes that the electricity distribution utilities must be given incentives to
keep them whole from revenue losses (budgeted to cover system investments) resulting from
customers embracing energy efficiency practices and continues to put regulatory reforms in place
that encourage renewable energy investments and energy efficiency practices, IDECO and
EDCO can be in a strong and trusted position to communicate with and assist customers in
changing their behavior to use energy wisely. IDECO and EDCO can also help customers
implement technological solutions including smart-metering.
This plan builds on the foundation discovered in the assessment of IDECO and EDCO
communications, which found that the utilities are:
communications.
The short, medium and long-term recommendations are aimed at helping IDECO and EDCO
develop strong customer outreach and strategic communications that will help the respective
utility‟s customers embrace energy efficiency and renewable energy. This will assist Jordan in
becoming more energy self sufficient, while continuing to support economic growth and social
development.
With the government, utilities, as well as households and businesses working together, Jordan
can increase its renewable energy mix to be greater than 1 percent. Furthermore, the Kingdom
can commit to reducing energy use by 1 percent annually for the next 10 years to be more
efficient and avoid spending more than 200 million JD on energy costs.

6.0 ANNEXES
6.1 ANNEX A: REFERENCE MATERIALS
 Annual Reports for ERC, EDCO, IDECO, CEGCO, MEMR, NEPCO
 Authorized Translation for Law No. (3) of 2010 Renewable Energy & Energy Efficiency
Law
 EDCO 2010 Sustainability Report
 Electricity sector websites:
 http://www.edco.jo/EDCOWebeng/index.html
 http://www.erc.gov.jo/English/Pages/default.aspx
 http://www.erc.gov.jo/English/ElectricityCompanies/Pages/default.aspx
 http://www.erc.gov.jo/English/GeneralElectricStatistics/Pages/default.asp
x
 http://www.erc.gov.jo/English/Publication/Pages/default.aspx
 http://www.erc.gov.jo/English/Pages/default.aspx
 http://www.ideco.com.jo/portal/Webforms/Default.aspx
 http://www.jepco.com.jo/en/
 http://www.memr.gov.jo/
 http://www.nerc.gov.jo/
 ERC Distribution and Retail Supply Performance Standards Code
 ESCO websites:
 http://greentech.ae/
 http://www.ecosol-int.com/
 Hashemite Kingdom of Jordan Summary Updated Master Strategy of Energy Sector in
Jordan for the period (2007-2020) First Part December 2007
 IDECO Distribution and Retail Supply License
 Ecodit PAP and USAID Reports:
 Maximizing the Value of Communications: A Communications
Assessment of Water Companies in Jordan – Aqaba Water Company,
Aqaba, Jordan (authored by Preeti Shridhar, Strategic Communication
Consultant)
 Maximizing the Value of Communications: A Communications
Assessment of Water Companies in Jordan – Jordan Water Company,
Miyahuna, Amman, Jordan (authored by Preeti Shridhar, Strategic
Communication Consultant)
 Communication Strategy for Achieving Behavioral and Policy Changes in
the Water, Energy and Environment Sectors – January 2011
 Energy Sector & USAID Energy Program in Jordan – August 2011
 Energy Situation in Jordan – 2012

 Guide to Best Management Practices for Strategic Communication for
Water and Energy Utilities (prepared by USAID-funded IDARA and
revised by PAP)
 KAP Household – Baseline survey (prepared by the Market Research
Organization)
 Survey Findings of Government Institutions in Water, Energy and
Environment Final Report
 Urban Energy Services Program Sustainable Municipal Energy Services
Energy Efficiency Incentive Mechanism for Jordan
 Urban Energy Services Program Sustainable Municipal Energy Services
Supply Side Assessment of the Energy Efficiency Market in Jordan –
August 2010
 Water and Energy Related Interviews for Large Jordanian Consumers
Large Consumers – April 2010
 http://jordanpap.com/documents.html
 National Energy Efficiency Strategy
 NGO websites:
 http://www.edama.jo/Public/Main_English.aspx
 http://www.jordangbc.org/

6.2 ANNEX B: MEETING SCHEDULE
 PAP team, USAID, MEMR, IDECO, KEC, and EDCO representatives –
April 22
 MEMR representatives – April 23.
 Director General and Customer Service Manager and IDECO call center
and payment center staff in Irbid – April 24.
 USAID Energy Staff and GreenTech representatives – April 25.
 Green building Council and EDAMA representatives – April 26.
 EcoSol representatives – April 30.
 ERC representatives – May 1.
 RSS and University of Jordan EWE Center representatives – May 2.
 EDCO Karak and Al Tafilia representatives – May 6
 EDCO Wadi Musa representatives – May 7
 EDCO Aqaba representatives – May 9
 EDCO and KEC representatives in Amman – May 13
 USAID Energy Staff – May 14

6.3 ANNEX C: INTERVIEWS
The following are notes from interviews with utility, government, NGO, ESCO and others that
provided the information for this assessment and recommendations.
Meeting with Eng. Ghassan Naji, ECODIT Senior Energy Specialist – April 22
 Jordan imports 97 percent of the energy it uses.
 The private Central Electric Generating Company (CEGCO) owns and operates two big
thermal generating plants – one in the North, one in the South. There are other power
plants owned and operated by, CEGCO, SEPCO, and AES. Other industrial and pilot
renewable turbines minimally add to the mix.
 In recent years, 80 percent of the natural gas to generate electricity has come from Egypt.
As a result of the pipeline having 15 incidents in the past year plus, the generating
facilities have had to use heavy fuel, which is more expensive.
 Jordan imports about 5 percent of its electricity from Egypt/Syria.
 The country currently has 2,650 MW demand and 3,300 MW capacity.
 NEPCO-Transmission.
 Kingdom Electricity Company is the holding company for two electric distribution
companies: EDCO serving Central and Southern Jordan and IDECO serving Northern
Jordan.
 JEPCO-Amman supplies 65 percent of Jordanian subscribers.
 All electricity utilities (except JEPCO) used to be government owned and many utility
employees still have government attitudes with a limited customer service philosophy.
 Utility annual reports, which are not quite up to date, are posted on the utility websites.
The websites are basic and information on them isn‟t necessarily current, i.e., posted
tariff rates are a couple of years old. They are correct on the customer bills.
 While the electricity sector used to be one-man show, currently there is a lack of
consistency.
 There are several tariffs for residential, commercial, water pumping, street lighting,
hotels, etc.
 We can help with customer outreach, phone operations training, blackouts, outages, rate
increases, scheduled outages, newspaper ads, etc.
 Customers are angry with the government when tariffs are increased. They don‟t realize
that the distribution companies are no longer government, but are in the private sector.
 Jordan has a culture of personal relationships and takes action if there are cash benefits. It
may appear to be unresponsive.
Meeting with Muawiyah Faydi, head of Energy Efficiency Section of MEMR – April 22
 Along with other countries in the area, Jordan set goal in 2007 to have 20 energy percent
savings by 2020.

 It‟s a challenge for the distribution companies to embrace energy efficiency because their
revenue model is based on selling more energy.
 The country has an energy efficiency roadmap – the draft NEEAP (National Energy
Efficiency Action Plan) – and a new bylaw for energy efficiency.
 There is an energy committee with members from utilities and government miniseries
(primarily Ministry of Public Works and distribution companies) that has held two
meetings to date.
 The government is looking for savings with street lighting and its own buildings. Each
ministry has its own target and has liaison officers with the utilities.
 MEMR used to be closely linked with National Energy Research Center (NERC), which
was a good thing.
 The prime minister and secretary general requested an Energy Awareness Campaign after
and now in anticipation of the electricity tariff increase. It‟s being coordinated by higher
media office/ media counsel. They are open regarding general vs. specific messages,
timing, statistics, areas, and budget and would like help in terms of finances, brochures,
pamphlets, banners, technical grants, etc.
Meetings with Mohamad Malkawi, Customer Relations Department Manager IDECO –
April 22 and 24
 His position is nine-months old.
 IDECO has 1068 employees 360,000 meters serving a population of 2 million in
Northern Jordan. The utility employs 80 meter readers and 500-600 service techs.
 IDECO meter readers print monthly customer bills on hand held devices after taking
readings. They personally hand the bills to customers or leave them at the door.
 IDECO bill collectors have a hard time with the concept of customer satisfaction when
some have gone to jail when they go into customer homes to read the meter and are
accused of doing something terrible (don‟t read meters inside homes anymore), have
been beaten up and taken to the hospital, or have had dogs circle ladders. One instance,
Bedioun took a gun to utility workers fixing something, when it was fixed, took a gun to
have them stay for a meal.
 IDECO opened its first call center in October 2010. Calls used to go to the emergency
number. The call center numbers are printed on the back of the customer bill: Free
080022005; Paid 027201830. The call center has 11 employees who work three shifts
around-the-clock seven days a week. The employees have been at IDECO a long time
and like the stability. On average, they answer 600-700 and up to 3,000 calls daily on
power outages. The calls on average last two-to two and a half minutes. There is a four-
minute maximum goal. They use an intranet to get the information on the service history
of the customer. They rely on notice boards to keep the call center employees current and
email for other information. A challenge is that they can hear from several people at the
same meter. They have instituted a practice to call back the person who made the request.
 IDECO installed an IVR when they opened the call center and are exploring how to make
more use of it.
 IDECO payment centers – 90 percent of IDECO customers pay at nine payment centers
(four in Irbid) which are open from 7 a.m. – 3 p.m. Others pay at the post office or banks.

IDECO pays post office 200,000 to 250,000 JD for this service. The banks charge a
minimal fee to process the utility bills. During the first 10 days of the month, 50 people
will wait in line to pay. The cashiers‟ incentive is based on number of transactions. There
is no incentive to build a relationship through eye contact or conversation. IDECO is
looking at a queuing ticket system so customers can sit down and also have time to get
utility messages.
 IDECO has two quality assurance people working on ISO 9001. They work on
administration and managerial, internal audit, etc.
 IDECO has one person charged with conducting customer satisfaction surveys. They
used to do a survey twice a year that randomly coverall all activities. As an initiative to
develop customer relations and to increase satisfaction, they have now broken it down
into seven functional areas depending on customer requests. IDECO will field the
functional area surveys twice a year.
 The utility has to meet ERC Distribution Performance Standards (DPS) of responding to
customer complaints within 15 days and providing a free number.
 The utility started outbound calls a few weeks ago to field the surveys to follow up on
service calls and check on customer satisfaction.
 Two months ago after the government price hike, IDECO had customer relations
department employees go and visit their large customers, including universities,
hospitals, banks, etc. They were happy to get the attention. Face-to-face meetings are the
best. Had a hospital and university owned by the same person. Last time rates increased
by 15,000 JD a month for the hospital and 13,000 a month for the university. They turned
off the heat and had a guy going around and making sure the lights were off at the
hospital. The government took back the increase, now that they‟re imposing it again, our
customers are losing trust.
 As part of CSR, a team from IDECO, EDCO, and the KEC developed safety and energy
efficiency brochures for IDECO and EDCO to distribute at meetings with customers. The
latest initiative by the customer care section was meeting with the free weekly/fortnightly
newspapers to provide them with information on IDECO‟s CSR and the brochures.
 IDECO started campaigns using the materials on safety and energy efficiency by first
going to schools, universities, and hospitals. They gave presentations on energy
efficiency to 2000-3000 students at soccer stadium. In all have reached more than 3,000
people. Also, worked with two people at local charities to put on a presentation for
mothers (1,000) to learn about energy efficiency. However, IDECO good deeds aren‟t
recognized by media. In the month of Ramadan, IDECO provided meals to 300 poor
people, fed and gave money to orphans, don‟t publicize.
 Scheduled outage notices are placed in two newspapers and on radio to give 72-hour
notice. Done by four public relations employees who primarily do internal
communications, including a quarterly magazine-format newsletter.
 IDECO faces the following system challenges – increased load from population growth,
air conditioning, Irbid buildings, creating outages (scheduled and unscheduled).
 There is trust in management. Information flows to employees. GM is well regarded.
Have a big employee gathering every two months.
 Lack of money and manpower restrict all they want to do, including at the call center and
with the website.

 IDECO has a relationship with the Sacramento Municipal Utility District (SMUD) in
California. They have exchange visits to discuss training, energy efficiency, Technical
Training Center (IDECO is building) and safety.
 Solar – some people believe in it. Word of month. Free fuel costs. No regulation in
industry, some poor quality. Working to get standards, i.e., EU for appliances.
 There is a lack of trust – Arab Spring, i.e., the director general on his own called a
meeting of all the local senators to explain the tariff increase. One said, the government
told you to do this.
 IDECO has no crisis communications or emergency plans.
 Everything is based on relationships. Face to face, phone, text in that order.
Meeting with Sami Zwatten, Regulatory Department Manager, EDCO, and Bashar
Shawwa, Business Development Director Kingdom Electricity Company (KEC) – April
22
 KEC started a branding campaign last year to talk about higher levels of service now that
distribution is private. They have a new logo and are looking into better communications
with customers via social media, including Facebook and Twitter.
 KEC is also interested in developing a better customer database with mobile phones
(there is 110 percent penetration) in Jordan. They would like to do SMS notifications, but
are challenged because many mobile phones are pre-paid and numbers change. After
discussions with management and telecommunications companies, IDECO has come up
with a solution to create a basic data base that includes fixed mobile numbers.
 Commercial customers have land lines.
 Customer bills are limited to the charges and tariffs. The ERC has not authorized any
other customer messaging or sales, i.e., solar water heaters. No inserts.
 KEC is investigating having IDECO customers pay their bills using mobile devices.
 Meter readers and service technicians are not the best to communicate. They are too busy
and may not have good communications skills.
 Electricity rates are scheduled to go up in May. The lower slices should not be impacted
– those who use between 160 to 600 kilowatt hours (kWh). This is an example of how
“One decision by government, can destroy everything” we‟re trying to do on the private
front to build relationships with our customers.
 In the Jordan electricity sector, power generation is private, transmission is government-
owned, and distribution is private.
 Customers feel entitled to electricity. If we try to shut off for non-payment or repairs,
some customers try and shoot our workers. Theft is also a problem.
 IDECO and EDCO have Corporate Social Responsibility (CSR) policies.
 Energy efficiency practices are very evident at the Aqaba hotels.
Meeting with Mohammed Dabbas, Director of Energy Efficiency & Energy Conservation
Department, MEMR -- April 23

 Working to implement the 2007 Energy Strategy to save 20 percent by 2020. Article 11
in the bylaws of the Energy Efficiency law will require all new buildings to have roof-top
solar water heaters (which is designed to raise market penetration from 11 to 25 percent).
There will be a 2013 ban on incandescent bulbs. And, a fund and department will be
established to pay for the energy efficiency programs. 25 government and semi-
government agencies will be implementing energy efficiency measures as part of the
Energy Efficiency Action Plan and there will be an upcoming workshop in June.
Significant savings can be achieved on the water pumping energy efficiency front.
 We discussed the need to have distribution utility cooperation and incentives and public
awareness plans, particularly in light of the upcoming May 1 tariff increase. We also
discussed energy diversification through renewable and nuclear energy as well as how the
government has subsidized energy costs to lessen their burden on customers.
Consequently, they don‟t feel the real costs.
Meeting with Eng. Amhed Thainat, Director General Irbid Electricity – Irbid – April 24
 IDECO has been in its new headquarters building in Irbid since November 2011.
 IDECO is committed to behavioral change. Energy and water are critical issues for
Jordan. The high electricity and increased power outages may present needed
opportunities for change.
 As leaders we have to set examples, i.e., drive smaller cars, use grey water for watering
plants, for son‟s wedding didn‟t have a feast, instead donated the $10,000 JD to a school.
His house has CFLs and he always turns off the lights that are not being used.
 Is willing to be a spokesperson for change on the energy front.
 The May 1 tariff increase will not work. The government cannot expect 7 percent of the
population to cover the 1.4 billion JD in higher energy costs?
 It would be good to coordinate with the Energy Ministry. We need a smart tariff that
reflects the true cost. Without the carrot and the stick there will be no change.
 The first tier tariff for up to 160 kWh reflects only 20 percent of the real cost. We should
give the poor money to cover their electricity.
 Electrical workers get a 75 percent subsidy on their bills. No incentive to conserve.
Would be happy to give them 70 JD a month. Would have to negotiate with the unions.
 Same thing with water, the government subsidies take away any incentive to invest in
energy efficient pumps.
 Putting in solar panels would save 10-15 fils instead of the 150 JD to generate and
distribute electricity. Without knowing or feeling these costs, nothing to incentivize.
 Parliament concerned with helping the poor and getting re-elected.
 Arab Spring – not popular to take away “entitlements.”
 We‟re doing well with our subscribers, have a good reputation by the customer, majority
paying their bills (95 percent collection rate).
 Average monthly bill is 30 JD a month, true cost is 60 JD. It costs JD .189 to produce one
kWh of electricity, while the public on average pays JD .073 per kWh with the
government subsidizing the difference.

 Have an operating budget of 17 million JD authorized by the ERC, budgeted 11 million
for salaries, with Arab Spring had to give another 1 million, leaving 5 million for ops.
Authorized to make a 10 percent profit.
 Arabic phrase – challenge is a gift to make opportunity.
Meeting with the USAID Energy Office – Cheryl Jennings, Director; Ramzi A. Sabella,
Project Management Specialist; and Neveen Zeit, Project Management Assistant – April 25
 Cheryl explained how in 2008 the King came to the Ambassador requesting technical
energy assistance in light of the fact that the Jordanian government was working to
reduce subsidies to electricity consumers at the same time that world energy prices were
increasing. USAID was authorized to provide $10 million in assistance annually, but that
hasn‟t happened every year due in part to personnel changes at the Ministry level as well
as USAID offices.
 USAID now has an Energy Sector Capital Building Plan with five components that
should be authorized by the U.S. government later this year and could start being
implemented in another year. The five components include:
o An incentive for distribution utilities to provide energy efficiency services. Ramzi
explained that this would be accomplished through a mechanism for the utilities
to recover their costs as well as customer incentives, which could include rebates.
The plan would be supported for three years and is in line with the Jordanian
Energy Strategy to reduce energy consumption by 1 percent a year for 10 years.
The National Association of Regulatory Utility Commissioners (NARUC) as well
as the Sacramento Municipal Utility District (SMUD) and Arizona Public Service
Co have been consultants and colleagues in forming the plan and training below.
o Training in the energy sector.
o Testing for building envelopes with the Royal Scientific Society of Jordan (RSS),
which would cover refrigerators, light bulbs, etc.
o Establishing an Energy Service Company Association to provide standards.
o Establishing a certification program for energy efficiency workers.
 Cheryl mentioned the Jordan Energy Efficiency Road Map that USAID helped developed
in consultation with donors, government, academia, consultants and developers is now
part of the Arab League Action Plan for Energy Efficiency.
 Naveen is working on a Community Energy Initiative that will be done by a local NGO
to provide a good benchmark.
 The discussion covered work on building codes. USAID had a bigger program to
implement, which has been cancelled. However, USAID money is going to some local
entities working on establishing and enforcing.
 Cheryl explained how the Ministry of Planning for International Cooperation reviews
everything on the development front.

 The group discussed the Jordan Renewable Energy Efficiency Fund (JREEF). USAID
recommended an independent fund. It appears that JREFF may be under the Ministry of
Energy & Mineral Resources (MEMR) as a separate directorate. This was mentioned at a
meeting earlier this week with PAP staff, Naveen and Mohammed Dabbas, MEMR
Director of Energy Efficiency & Energy Conservation Department.
 The group discussed USAID‟s proposed work with the Drive to Read Program to provide
solar lights in parks to extend the time available. That didn‟t happen due to the program
ending. However, USAID is now working to put solar at five school playgrounds spread
out in the north, central and southern part of Jordan. PAP is also working with 100
schools on the World of Letters program. The attendees agreed to coordinate.
 A discussion centered on having coordinated campaigns with all of the energy entities
and the EU appliance code application process.
Meeting with GreenTech representatives: Anus Abdullah, Country Manager – Jordan and
Ahmed Al Amra, Regional Business Development Manager – April 25
 Ahmed gave an overview of GreenTech, which was founded in Dubai in 2007 and
opened the Jordan branch in 2009. There are 10 engineers in Jordan that do most of the
project works in the wider area and 3 in Dubai. GreenTech will open an office in Saudi
Arabia this year.
 Anas talked about their work with the Water Use and Environmental Conservation
Project being funded by USAID. The industrial sector project will focus on energy
assessments and implementations in 40 facilities throughout Jordan. They surveyed 400,
will train 150 and out of those pick the 40. They will do audits on the 40, implement
recommendations and do follow-up audits to measure energy efficiency and
environmental savings. The projects are in five sectors – Food and Agriculture, Medical
and Therapeutics, Engineering, Chemical, and Packaging and Paper. Implementation will
be a challenge because the 40 entities will have to make investments. GreenTech is
looking to secure funds for the improvements at the 40 entities via soft loans.
 GreenTech is working on the first wind facility to be built in Jordan: A 45 megawatt
facility to be sited in the northern part of the country where a pilot was done. The project,
using Vestas turbines, is on the MEMR short-list. GreenTech hopes to sign an MOU in
the coming months in the aim of starting construction next June and completing the
project a year after that.
 Ahmed is also head of the Jordan Energy Chapter. They are a network working on
promoting success stories. GreenTech has done projects in Jordan for Deloitte (SABEQ
Project), Nexant, and are a PAP strategic partner.
 GreenTech is working in the carbon management field with NEPCO on a combined cycle
generation facility at their 350 MW facility. They did a turn-key solar thermal for
industrial project at a factory in Irbid. They are energy consultants for some of the

Jordanian Ministries and have done audits of government buildings. They are moving
forward with an implementation project for the Ministry of Communications paid for by
the Ministry of the Environment.
 We discussed how it‟s not necessary for smart meters yet. The country should first pick
the low-hanging energy efficiency fruit, which should be compulsory. It is good to have
monitoring meters for public education.
 GreenTech provides auditing and certification services, renewable energy studies, etc.
using ISO 50,001.
 In Dubai, they‟re providing solutions to medium scale entities including the commercial
and government sectors. This resource rich country is embracing going green as a way to
be cool. (Behavioral change messaging opportunity for Jordan?)
 We discussed how people in Jordan are not willing to personally invest in solar because
of the long payback period. If they won‟t spend on energy efficiency with a two-year
payback, they certainly won‟t spend on solar with a 10-15 year payback.
 Jordan is working on authorizing a feed-in tariff to allow net metering, which may move
the needle a little forward.
 It‟s hard to also get the utilities on board in playing a role in having people go green
because they are going to lose money with energy efficiency programs under the existing
rate structure.
 Discussed how the government could consider subsidizing those installations instead of
subsidizing fuel costs and also asked about using Resource Conservation Managers at
facilities that would end up paying for themselves.
Meeting with Green Building Council representatives: Tareq Farhan, Executive Director,
and Safa’ Al Jayoussi, Outreach and Marketing Officer – April 26
 Tareq gave an overview of GBC, which was envisioned in 2008 after the 2008 Eco-Cities
Forum represented by 23 countries. In 2009, a small group got together in the Jordan
Architect‟s Association building (next to the Citadel) to develop guiding principles to
promote a green culture and start a green movement in Jordan. Working with donated
office and equipment for the first year and 100 volunteers. Strategy is to first create a
cluster and then widen the circle of influence, i.e. show architecture firms, vendors,
contractors, NGOs, etc. the advantage of being green. There was resistance at first. GBC
now has relationships with all the Ministries.
 They started with a campaign to protect the forest where the military was planning to
build a facility. 20 people from different organizations formed a coalition of
environmental NGOs.
 They now put on conferences and just held the fourth (the first that didn‟t require any
USAID support) to showcase case studies outside of the U.S. They first started these as
part of the Jordan Economic Development Initiative (SABEQ).

 In May 2009, GBC became the sole authority to represent Jordan as a member of the
World Green Building Council. The council was officially launched in March 2010 and
was granted “Emerging Status” in November 2010. In 2012, became the 25th
established
council in the world making it the second Arab Council to achieve this status. There is a
MENA GBC Network of 13 members.
 Jordan GBC has 70 corporate members. More individuals. Governance – Board of 13 (2
Corporate (2 votes each), 2 Individual (1 vote each), 2 Pier (1 vote each), 7 Open. Aim
to: a.) Transfer Knowledge (Each officer on a committee); b.) Provide Technical
Assistance (Gap analysis LEED and local; c.) Education – Provide training on LEED and
other energy efficient solutions and rating systems (2 courses and instructors, first in the
world) make an international system and combat misperceptions about cost, i.e., passive
design; Outreach – d.) Membership and Networking events, i.e., annual meeting, visit
companies monthly; Provide grants to change behavior, i.e., for insulation and correctly
installed water heaters). Discussed earth hour.
 Discussed the Jordan Environmental Fund and if it could be used to buy heaters to add to
the monthly bill interest free. Could it go to the water instead of energy bill?
 Tareq volunteered to help connect us with JEPCO. Energy theft is a big problem.
 We discussed using their brochures and flyers targeting homeowners, commercial,
developers and contractors and to add the logos of i.e., IDECO, Minister of Energy, etc.
and distribute them to schools, etc.
 We discussed working together on the hotel and hospital meeting they are planning in
May/June to encourage energy efficiency (After that, they are planning an event for
banks). We discussed green and blue key certification and how the chains embrace it.
Gave an example of the energy savings achieved by the Intercontinental Hotel by doing
laundry less frequently. The most energy efficient hotels are the Sheraton, Kempinski and
Hyatt.
Meeting with EDAMA – Hala Zawati, Executive Director: Shukri S. Halaby, Board
Member, Osama Fattaleh, Former Kingdom Electricity Company Official, Board
Member – April 26
 Hala gave an overview of EDAMA, which is a business association to create energy
efficiency and renewable awareness and adaptation. EDAMA was founded as part of a
2008 initiative that received help from USAID when the price of oil was increasing. They
have eight task forces working on energy security, infrastructure, international standards,
technology, etc. EDAMA was registered in 2009 and active in 2010. Currently have 35
members.
 EDAMA has been involved with programs at the AWC – Aqaba Water Company, in the
schools, i.e., a Go Green festival and is currently sponsoring a video on wasting less
water by interviewing kids about how much water they use and could save when brushing

their teeth, flushing the toilet, etc., and are now creating EDAMA U at universities.
Working with the Jordan Energy Chapter, they are also helping to train engineers – 100
so far. And, they do advocacy work at the Parliament, ERC, i.e., pushing for the
renewable energy law, whose regulations were published a month ago and will enable a
feed-in tariff for net metering, etc.
 EDAMA is a platform for energy, water and environment (EWE) improvements at
companies, not just utilities. They are working with big companies like Aramex and
Royal Jordanian on building codes, enforcement, etc.
 Had a discussion about PAP and the number of grants awarded. Ghassan said there have
been 7 RFAs and 12 grants awarded for research and attitudes with consultants to achieve
specific targets. Hala expressed some dissatisfaction with the grant process. Said PAP
wasn‟t very responsive. Ghassan mentioned that two of the grants awarded are for solar
water heater promotions: GBC will coordinate installation for new construction. The
other will be revealed after it is awarded.
 Discussed electric utility communication strategy, customer service, monopoly status,
proposed tariff increase and the need for an outreach unit to be more effective and
customer focused. Also discussed utility model of earning guaranteed 10 percent return
and problem with theft, which accounts for 10 percent loss. And mentioned how the ERC
currently won‟t let the electric utilities promote the use of solar water heaters on the
customer bill. There was a $50,000 USAID-Solar Water Heater program that was re-bid
three times and doesn‟t seem to have gone anywhere. The ERC could give the utilities the
authority to sell with a vendor list controlled by ERC as well as approve the financing.
Link the bill with EE. Govt. bureaucracy. ERC could mandate a reduction of 1, 000
JD/month?
 Discussed Nextant strategy to have utilities encourage energy efficiency to offset
additional generation requirements. Big bang doesn‟t work. Need small incremental
steps. IDECO is full of ideas to manage such programs. They do a sustainability report,
have a CSR program. Discussed how they are encouraging safety and energy efficiency
in the schools using virtual teams and plan to expand it to the universities.
 Discussed targeting the biggest industrial users, i.e., hotels and hospitals, with surveys
and energy efficiency suggestions. Bring suppliers together.
 Could be great energy efficiency gains with water pumps, but there is not a clear
alignment. Discussed bananas and water melon and how they are big users of water.
Jordan should import instead of grow.
 Hala mentioned they are planning a half-day conference at one of the energy efficient
hotels (the Sheraton) to promote best international practices for energy efficiency at
hotels and hospitals. It is being funded by the Bull Foundation in Germany. They will
feature two success stories – one hotel and one hospital – and a panel of Jordanian
companies and government officials. Ghassan mentioned how the GBC was planning

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