Asian development bank

Lessons Learned

despite positive results, the implementation of several Gap target indicators was suspended because of structural changes and funding challenges. For instance, a lack of funds allocated for Gap implementation caused delays in awareness-raising and gender sensitivity interventions, and also a reduction in the number of field gender specialists. among other negative implications, delays in construction (90% completed) and the launch of the Nuristan Community Center affected job creation for at least 30 women.

Mainstreaming Gender in ADB Operations, by Sector 23
the advanced electricity Metering (aeM) project was categorized under eGM; this meant that a Gap was included in the design and monitoring framework (dMF), constituting an integral part of the loan agreement, its implementation mandatory.⁷⁴ aeM objectives included

(i) improving electricity consumption accounting by installing smart metering systems to cut commercial power losses, improve billing, and strengthen the financial sustainability of the sector; and (ii) ensuring financial discipline among consumers. Gap interventions included improvements in career development and working conditions for women in Uzbekenergo, a sex-disaggregated database for sector employees, and a career development plan starting with capacity-building training for female controllers.

Customer-related Gap interventions were aimed at improving 24-hour services for end users, thus empowering women as customers; establishing a sex-disaggregated database of complaints; and training women in energy efficiency, the use of energy-saving household appliances, and the exercise of their consumer rights. the public information program was designed to introduce an automated system of control to customers and strengthen payment discipline. planned improvements in the working environment included an Uzbekenergo regional data management center, district service centers, and sufficient sanitary facilities for women and men, compliant with the sanitation code and standards. Box 3 provides a more detailed discussion of developments related to the aeM project.

Box 3: Advanced Electricity Metering Project—Outcomes of Gender Action Plan

Many customer-oriented interventions were accomplished during the implementation of the gender action plan (Gap), including 24-hour service centers for end users in project areas (staffed mostly by women) and a sex-disaggregated database of complaints.
In accordance with adB’s Social protection Strategy, which among other labor market–oriented initiatives includes skills development programs,^a the Gap for the advanced electricity Metering (aeM) project envisioned the ability to redress the risk of job loss related to the introduction
of smart meters, as well as capacity building for controllers (mostly women) to qualify them for new jobs. among women controllers, the assessment identified training related to computers, accounting, energetics, and engineering as the most suitable topics for capacity development.
In 2017, Uzbekenergo underwent radical structural reform^b and other transformations related to the new metering and billing system. the reform affected sector employees, including regional enterprises,^c and in many cases resulted in a mismatch between new jobs and older technologies.^d
Staff changes were made in two directions: (i) job cuts and a reduction in the number of personnel accountable for electricity control and payment collection (control electricians);
and (ii) new jobs for workers supervising meter installation and maintenance, as well as the new billing and collection system.

continued on next page


⁷⁴ “adB. 2011.Gender Action Plan: Advanced Electricity Metering Project in Uzbekistan. Manila.
24 Uzbekistan Country Gender Assessment Update
Box 3 continued

the reform process in the sector led to the suspension of many Gap interventions under the project, and the consequent failure to achieve the related target indicators (e.g., training of female controllers/operators for other positions).

^a adB. 2003. Our Framework Policies and Strategies: Social Policies. Manila.
^b according to article 6, the total number of electricians[en dash]controllers throughout the Uzbekenergo organization (6,562) should be reduced. (president of Uzbekistan. 2017. On Measures for further strengthening of payment discipline in the sphere of supply and consumption of electric energy and natural gas, and also radical improvement of system of ExecutiveProduction (decree No. 5059). May. tashkent.
^c Uzbekenergo JSC. 2017. On Reduction of Electricians-Controllers in All Uzbekenergo Branches
(Order No. 326.1, 1 June; Order No. 349, 12 June). tashkent.
^d N. B. Rosenthal and d. Hankinson. 2017. promoting Good Jobs and Inclusive Growth through energy projects in Central and West asia. paper prepared for the asian development Bank by dHInfrastructure. https://lnkd.in/d3pZFYh.”

7.