Authority for Electricity Regulation
Oman

The Problem

The Ministry of Electricity was vertically integrated, where all activities were bundled under the same Ministry. Costs for electicity production, destribution & transmission was not transparent and thus focus areas for improvement was not clear. High subsidy is paid by government. The technical and financial losses were increasing on a yearly basis, without any target to minimise them. This has increased the costs and subsidy payments, as well as the amount of gas consumption.

Solution and Key Benefits

 What is the initiative about? (the solution)
With the establishment of the Authority for Electricity Regulation, Oman, the structure of the Electricity sector in the country has changed quite dramatically, and more specifically in the Main Interconnected System, which is in the North of Oman. Since the Authority’s establishment in 2005, there has been better security of supply of electricity. The electricity sector has developed and become more open to international and private investors. The efficiency, both financially and technically, has increased substantially. This is evident in the technical and non-technical losses’ continuous decrease since 2005. The electricity sector has contributed positively in the development of Oman’s capital markets , as well as state finances. This is evident in the lower subsidy (due to higher efficiency); better use of subsidy; increased revenues from taxes and duties, and less government borrowing. Customers are now receiving better quality services as well as having a better opportunity to complain to various parties. The possibilities for employment and training have improved, and the electricity sector is giving more attention to the environment now and taking better care of it. The points mentioned above have all been studied and analysed in the 2007 report by Ministry of National Economy titled Assessment of Electricity Sector Reform of Oman.

In addition to the points mentioned above, other benefits have also floated throughout the years. These include fairer competitions for new IWPPs and stricter policies against any conflicts of interest. Health and Safety audits undertaken by the Authority for Electricity Regulation have shown various inadequacies in electricity companies, and they are now being monitored more closely with each fatal incident fully investigated. Amounts of gas consumed for generating electricity have also decreased substantially.Finally, those with special needs are now given extra attention and exempted from many responsibilities (such as financial payments).

Actors and Stakeholders

 Who proposed the solution, who implemented it and who were the stakeholders?
The ministry of National Economy proposed the new electricity structure and establishment of the regulatory authority and the stakeholders were the ministy of electricity & Water (at the time), the ministry of finance, the emplyees in the ministy of electricity & water and the ministry of legal affairs & ministry of manpower plus other external investors and generating companies working in Oman.

(a) Strategies

 Describe how and when the initiative was implemented by answering these questions
 a.      What were the strategies used to implement the initiative? In no more than 500 words, provide a summary of the main objectives and strategies of the initiative, how they were established and by whom.
Firstly, a Transfer Scheme was prepared, in which all the processes needed to transfer the sector structure from 1 Ministry to various companies and a regulatory authority were explained. The processes focused on the to-be-founded duties, responsibilities, rights and employees of each company/entity in the new structure.

Next, the Sector Law was established in 2004 and implemented in 1 May 2005. The Sector Law (Royal Decree 78/2004) states all the rights and obligations of each party of the Electricity Sector.

(b) Implementation

 b.      What were the key development and implementation steps and the chronology? No more than 500 words
Advisors were appointed to review the ministry workings and advise on best methods for restructuring base on international best practicies. A stragety was agreeed with the government which included promogulation of new laws. A review of the staff capabilities was conducted and high potential staff were identified to lead the new entities to be formed. The same were involved upfront in the change process and formation of the new companies. A holding compani was formed and a number of subsidiaries each with specific liscence ( Generation, distribution & Supply, transmission,and a single procurer of power & related water). Board of Directors were appointed & articles of associations & relevant documentations & processes were done. The employees of the minsitry were transfered to the new companies. The relation between all the companies was clearly defined in the Sector Law and in the liscences provided by the Regulatory Authority

(c) Overcoming Obstacles

 c.      What were the main obstacles encountered? How were they overcome? No more than 500 words
One of the main obstacles was resistance of various staff members of the ex-Ministry to the change. They did not understand the need for restructuring, nor the use of it. This was overcome through coninuous dialogue and stakeholder management. THe otehr challeng was the availability of data and quality of data.

(d) Use of Resources

 d.      What resources were used for the initiative and what were its key benefits? In no more than 500 words, specify what were the financial, technical and human resources’ costs associated with this initiative. Describe how resources were mobilized
International advisors were appointed ( Technical, legal, financial and restructuring ). Costs of the advisors were in the order of $ 5 million. a dedicated project management team was mobilised within the ministry of National Ecomonmy who chamioned the work and a high level steering committee was formed to direct and pursue the project within government

Sustainability and Transferability

  Is the initiative sustainable and transferable?
The initiative is sustained though the work of AER and its obligatios and duties. Annual reviews of the progress of the electricity sector is provided by AER to government and improvement on efficiencies, security of supply, subsidy and HSE is conducted. The AER makes regular consultations where puplic and corporate companies & agencies get to provide feedback on any new regulations, policies to be adopted. As the restructuring is very successful and continuing to gain popularity, the same strategy will be implemented for the Water Sector. This is a clear indication of the Electricity Sector’s success.

Lessons Learned

 What are the impact of your initiative and the lessons learned?
The implementation of the restructuring and formation of the independent electicity & related water Regulator ( AER) has improved the transparency in the sector. the costs are now traced to individual cost elements, subsidy payment is more transparent and has been reduced, losses in the electical systems has been reduced and the general awareness of emplyees to Health, safety and the environemnt has been raised and HSE KPIs are closely monitored. The staff technical and mangement competencies has been raised as there is great focus on human capital.

Contact Information

Institution Name:   Authority for Electricity Regulation
Institution Type:   Government Agency  
Contact Person:   Qais Al-Zakwani
Title:   Deputy Executive Director  
Telephone/ Fax:   +96824609700
Institution's / Project's Website:   +96824609701
E-mail:   qais@aer-oman.org  
Address:   PO Box 954
Postal Code:   133
City:   Al Khuwair
State/Province:   Muscat
Country:   Oman

          Go Back

Print friendly Page