WASTE SECTOR

Green Growth National

Action Plan 2021-2025

Agriculture Energy Waste Water Tourism Transport

ii Green Growth National Action Plan 2021-2025

Copyright © July 2020

This report should be referenced as follows:

MoEnv. “Waste Sector Green Growth National Action
Plan 2021-2025,” 2020. Amman, The Hashemite
Kingdom of Jordan.

Text from this report can be quoted provided the

source is acknowledged.
His Majesty King Abdullah II Ibn Al Hussein

Economic leadership is by definition forward-looking. And forward‑looking

engagement will send a powerful message, a message of hope for my people
and for yours.
iv Green Growth National Action Plan 2021-2025

WASTE SECTOR
Green Growth National
Action Plan 2021-2025

Agriculture Energy Waste Water Tourism Transport

v Waste Sector
Foreword by the Minister of Environment

Foreword by the Minister

of Environment

The Ministry of Environment has been taking While infrastructure investments and donor support
solid action to support Jordan’s green growth will be critical to stabilize this risk, private sector
transformation. In 2017, the Cabinet approved the investment in the green growth vision is equally
National Green Growth Plan, which established important. In many ways, the world is already
green growth as a top national priority. Jordan’s moving toward a greener future. The spread
green growth vision – economic growth which is of renewable energy, electric transportation,
environmentally sustainable and socially inclusive – technology that saves water and energy resources,
puts a strong emphasis on the importance of building and innovations that promote the circular economy
resilience. This is needed for our economy to be are taking off globally. The task for Jordan is
able to absorb external shocks such as the negative harnessing these green developments into growth
consequences of COVID-19, and the ability to restore and employment-creation opportunities.
itself and continue growing.
I would like to express my gratitude to the Global
In this context, I am proud to present the next step in Green Growth Institute for their partnership and
implementing this vision, the Green Growth National technical support in the process of developing
Action Plan 2021-2025. The development of this Jordan’s green growth agenda. The Ministry of
plan lies at the heart of our continuous efforts and Environment is committed to supporting green
ambitions to support environmental and climate growth implementation in the 2021-2025 period,
action in Jordan, while also achieving our sustainable and beyond.
economic growth objectives.

During the process of developing this plan, the

Ministry of Environment has taken impressive efforts
to strengthen its partnerships with the government
institutions responsible for governing the six green
economy sectors identified in the Jordan Vision 2025.
These include: Agriculture, Energy, Waste, Water
Tourism and Transport. Through a deeply collaborative
approach, we were able to identify 86 priority enabling
policy actions and projects that can trigger green
growth. Many of these actions are ready for the support
of donors, partners, and private sector investors.

Our world is facing the most challenging economic

circumstances in a century as we work to contain the
COVID-19 pandemic and adapt to a new normal way
of life. As for our Kingdom, I am proud to say that the
government acted decisively to stop the spread of the
virus, implementing measures that saved potentially
thousands of lives. However, response has come at a
cost, with our economy and the economic security of Dr. Saleh Al-Kharabsheh
our citizens once again at risk. Minister of Environment
vi Green Growth National Action Plan 2021-2025

Acknowledgements

The Green Growth National Action Plan 2021- Appreciation also goes to all the entities that
2025 (GG-NAP) was developed by the Ministry of were integral to the success of this report, as they
Environment with the support of the Global Green generously provided the project team with their
Growth Institute (GGGI), under the leadership of H.E knowledge and expertise. These include: Prime
Dr. Saleh Al Kharabsheh, Minister of Environment, and Ministry, Ministry of Planning and International
benefited significantly from the effective directions Cooperation, Ministry of Agriculture, Ministry of
of H.E. Eng. Ahmad Al Qatarneh, the Secretary Energy and Mineral Resources, Ministry of Water and
General of the Ministry of Environment. Tremendous Irrigation, Ministry of Local Administration, Ministry
support was provided by the Technical Advisor to the of Transport, Ministry of Tourism and Antiquities,
Minister and Director of the Green Economy Unit, Ministry of Public Works and Housing, Ministry
Dr. Jihad Alsawair. of Industry and Trade, Ministry of Finance, Jordan
Renewable Energy and Energy Efficiency Fund, Cities
Special acknowledgment goes to the sector focal and Villages Development Bank, Greater Amman
points at the six key line ministries for their extensive Municipality, Aqaba Special Economic Zone Authority,
input and coordination support throughout the Jordan Enterprise Development Corporation, the
development process. Appreciation also goes to the Jordan Chamber of Industry, Jordan Chamber of
GGGI for their technical assistance throughout the Commerce, Association of Banks in Jordan, Higher
project and their continued commitment to support Council for Science and Technology, Royal Scientific
Jordan’s transition to a green economy. Society, Department of Statistics, National Agriculture
Research Center, Water Authority, the Jordan Valley
The GG-NAP required a vast amount of expertise, Authority, GIZ, UNDP, NDC Partnership, EBRD, EU,
research, consultation, and effort to complete. The AFD, FAO and World Bank.
finalization of the document would not have been
possible without the dedication of all the individuals Lastly, special thanks to the hundreds of individuals
and organizations who worked together throughout who participated in meetings, workshops, reviews, etc.
the development process. We would like to express for providing valuable information and feedback during
our deepest appreciation to those who have worked the drafting process. This contribution in the interest
on shaping and guiding this action plan over the past of supporting the Government of Jordan and its green
two years. growth ambitions is sincerely appreciated.
vii Waste Sector
Project and Technical Team

Project Team

Ministry of Environment, Green Economy Unit

ƒ Dr. Jihad Alsawair (Project Lead) / Technical Advisor ƒ Raja’ Bayer/ Ministry of Transport
to the Minister of Environment and Director of Green ƒ Thaer Al-Momani/ Ministry of Water and Irrigation
Economy Unit ƒ Rushdi Sheikh/ Ministry of Local Administration
ƒ Afrah Al Hajjaj / Green Economy Unit
ƒ Hanin Abuhamra / Green Economy Unit
ƒ Shan Bader / Green Economy Unit GGGI’s Team of National and International
Green Growth Experts

Global Green Growth Institute ƒ Dr. Maha Al-Zu’bi

ƒ Majdi Salameh
ƒ Ahmed Al Amra / Country Representative, GGGI- ƒ Rishi Basak
Jordan ƒ Ingvild Solvang
ƒ Marshall Brown (Project Manager) / Senior Program ƒ Jan Stelter
Officer, GGGI-Jordan ƒ Dr. James Seong-cheol Kang
ƒ Diana Alejandra Quezada Avila
ƒ Dr. Hussam Khasawneh
Sector Line Ministries, Green Growth Focal Points ƒ Donovan Storey
ƒ Christina Cheong
ƒ Mohammed El Shebli / Ministry of Agriculture ƒ Laila Kasuri
ƒ Shorouq AbdelGhani / Ministry of Energy and ƒ Theresa Sayavong
Mineral Resources ƒ Mark Gibson
ƒ Nadia Al-Qudah / Ministry of Tourism and Antiquities ƒ Mahfuzur Rahman

Technical Support

Ministry of Environment

ƒ Belal Shaqarin / Director, Climate Change Directorate ƒ Nisreen Al Araj / Greater Amman Municipality
ƒ Belal Qtaishat / Director, Natural Resource ƒ Wafa’ Saleh / Ministry of Water and Irrigation
Projection Directorate ƒ Naimeh Ibseileh / Water Authority of Jordan
ƒ Dr. Mohammad Khashashneh / Director, Hazardous ƒ Abeer Nassar / Jordan Valley Authority
Substances and Waste Management Directorate ƒ Dr. Wael Ababneh / Ministry of Energy and
ƒ Heba Zabalawi / Hazardous Substances and Waste Mineral Resources
Management Directorate ƒ Lina Mobaideen / Jordan Renewable Energy and
Energy Efficiency Fund
ƒ Dr. Ayman Soleiman / Aqaba Special Economic
Other National Institutions Zone Authority
ƒ Hotaf Yassien / Aqaba Special Economic
ƒ Sudki Hamdan / Department of Statistics Zone Authority
ƒ Dr. Nizar Haddad / National Agriculture ƒ Waed Al-Jaafreh / Ministry of Planning and
Research Center International Cooperation
viii Green Growth National Action Plan 2021-2025

Contents
List of Abbreviations ix

About the Green Growth National Action x

Plan 2021-2025
Executive Summary xiv

3. Waste Sector Sub-Objectives

and Action Selection 14

3.1 Waste Sector Green Growth Sub-Objectives 14

3.2 Translating Green Growth Priorities into Actions 16

1. A Green Growth Framework 4. Implementation

for the Waste Sector 01 Arrangements 19

1.1 Enhanced Natural Capital 02 4.1 Action Implementation 19

1.2 Sustainable Economic Growth 03 4.2 Future Planning and the next phase (post-2025) 23
1.3 Social Development and Poverty Reduction 04
1.4 Resource Efficiency 05
1.5 Climate Change Adaptation and Mitigation 06

2. Assessing Green Growth in 5. Waste Sector Green Growth

Jordan’s Waste Sector 07 Actions 2021-2025 24

2.1 Waste Sector Green Growth Situation Analysis 07

2.2 Current Waste Sector Strategic Priorities 11
2.3 Waste Sector Stakeholders 12

ANNEX 1: Waste Sector Green Growth Results 60

Framework
ANNEX 2: Relationship with National SW 63
Management Strategy (MoLA)
ix Waste Sector
List of Abbreviations

List of Abbreviations
ASEZA Aqaba Special Economic Zone Authority MoT Ministry of Transport

C&D Construction and demolition MPWH Ministry of Public Works & Housing

CBO Community-Based Organization MRF Materials recovery facilities

CVDB Cities and Villages Development Bank MSMEs Micro, Small and Medium Enterprises

DOS Department of Statistics MSW Municipal Solid Waste

ELVs End-of-Life Vehicles MSWM Municipal Solid Waste Management

EPR Extended Producer Responsibility MtCO2e Million metric tons of CO2e emissions

EU European Union NDC Nationally Determined Contributions

e-waste Electrical and electronic waste NGO Non-Governmental Organization

GAC Canadian International Development NSAP National Strategy and Action Plan for
Program Municipal Solid Waste

GAM Greater Amman Municipality PDTRA Petra Development & Tourism Region
Authority
GCF Green Climate Fund
PPP Public-private partnerships
GDP Gross Domestic Product
PV Photovoltaic
GG-NAP Green Growth National Action Plan
R&D Research and development
GGGI Global Green Growth Institute
RoE Return of Equity
GHG Greenhouse gas
RSS Royal Scientific Society
GIZ Deutsche Gesellschaft für Internationale
Zusammenarbeit SCP Sustainable Consumption and Production
SDGs Sustainable Development Goals
GoJ Government of Jordan
ISWM Integrated Solid Waste Management SEA Strategic Environmental Assessment

JEA Jordan Environmental Association SMEs Small and medium-sized enterprises

JEDCO Jordan Enterprise Development SW Solid Waste

Corporation
TBD To be determined
JEF Jordan Environment Fund
UNDP United Nations Development Programme
JIC Jordan Investment Commission
UNFCCC United Nations Framework Convention on
MoAg Ministry of Agriculture Climate Change

M&E Monitoring and evaluation UNHCR United Nations High Commissioner for
Refugees
MoEnv Ministry of Environment
UNICEF United Nations Children’s Fund
MoF Ministry of Finance
USAID United States Agency for International
MoH Ministry of Health Development
MoI Ministry of Interior WEEE Waste from Electrical & Electronic
Equipment
MoL Ministry of Labor

MOLA Ministry of Local Administration

MOPIC Ministry of Planning and International

Cooperation
x Green Growth National Action Plan 2021-2025

About the Green Growth

National Action Plan
2021‑2025

Jordan’s primary national development strategy ends meet.6 High public debt and a likely reduction in
Jordan Vision 2025 has set high ambitions for the foreign investment and tourism sector revenues will
country’s socioeconomic development in the 2015- further test the long-term resilience of the economy.
2025 period. With this strategy, Jordan hopes to The economy is now estimated to shrink by about
achieve an economic growth rate of 7.5% in 2025, 3.5%, unemployment is expected to exceed 20%, and
while striving to bring the poverty and unemployment pressures on natural resources (particularly water)
rates as low as 8% and 9.17%1, respectively. To achieve and vulnerable communities to intensify.7
this vision, the government has defined a set of
priorities and actions based on strong private sector This unprecedented set of circumstances is a serious
development and resilience to external economic challenge in the short term, but it presents an
shocks. While the environment and climate change opportunity for the Government of Jordan to refocus
are not central features in the Jordan Vision 2025, its efforts on designing an economic growth approach
several environmental priorities are addressed, that will foster long-term resilience. Green growth is
including climate change adaptation, water and energy one strategic approach that can support this effort.
efficiency, waste management and natural resource The Ministry of Environment began developing the
protection. Importantly, the document calls for the Green Growth National Action Plan 2021-2025 in
development of the green economy in six targeted late 2018 as a next step toward implementation of
sectors: Energy, Transport, Water, Waste, Agriculture the recommendations in the National Green Growth
and Tourism.2 Plan, under the request of the Cabinet of Ministers.
The GG-NAP outlines sector-level green growth
Throughout 2018 and 2019, Jordan’s economy frameworks and actions for the Agriculture, Energy,
experienced a steady but low growth, with real GDP Tourism, Transport, Waste and Water sectors to
at just under 2.0%. Substantial efforts have been support implementation of Jordan’s green growth
taken to address the central government’s debt, which vision and strengthen future ability to recovery
reached 99.1% in 2019, including through introducing and contain shocks from catastrophic events such
fiscal reforms such as the passage of the 2019 Income as COVID 19.
Tax Law.3 However, in early 2020, Jordan, like the
rest of the world, was shaken by the global COVID19
pandemic. The implementation of public health
measures to limit the spread of the virus brought The Green Growth National Action
the economy to a standstill, leaving many Jordanians Plan 2021-2025 lays out pathways for
worse-off.4 This new economic situation poses a
sustainable development that will increase
significant risk to Jordan in the short term. With an
unemployment rate of 19%5 at the end of 2019 and resilience, strengthening Jordan’s capacity to
a slowdown of business-as-usual economic activity, contain shocks and recover from catastrophic
families and small business will struggle to make events such as COVID-19.

1
GoJ. “Jordan 2025: A National Vision and Strategy,” 2015.
2
GoJ. “Jordan 2025: A National Vision and Strategy,” 2015.
3
The World Bank. “Jordan’s Economic Update — April 2020,” 2020.
4
Reuters. “Many Jordanians struggling as country emerges from COVID-19 lockdown, U.N. agency says,” 2020.
5
Department of Statistics, 2019.
6
UNDP. “Impact of COVID-19 on Households in Jordan”,2020.
7
The World Bank. “Jordan’s Economic Update — April 2020,” 2020.
xi Waste Sector
About the green Growth National Action Plan 2021-2025

Green growth, defined as “Economic Growth that is approved the report “A National Green Growth
environmentally sustainable and socially inclusive”,8 Plan for Jordan” (NGGP). Having received a special
is a multi-sector development approach that is aligned mention by the League of Arab States for being a
with both the 2030 Sustainable Development Agenda best practice example to be replicated in the region,
and Jordan’s Nationally Determined Contributions the NGGP assesses Jordan’s green growth potential
(NDC) under the Paris climate change agreement and creates a roadmap to achieve a green economy
of 2015. In 2017, as a first step towards achieving transition in Jordan through strategic direction and
green growth in Jordan, the Cabinet of Ministers recommendations (Box 1).

BOX 1
About the National Green Growth Plan for Jordan

The NGGP charts out a plan for Jordan to achieve an expanding

yet sustainable and resilient economy that ensures the creation
of green jobs for its citizens and increased investment in green
projects. The NGGP uses a cost-benefit analysis approach
to identify the challenges and opportunities for project
implementation and focuses on tackling these barriers in the
six green growth sectors: Agriculture, Energy, Tourism, Transport,
Waste and Water. Four driving principles of green growth
are identified and mainstreamed across the actions in the
Green Growth National Action Plan 2021-2025:

Transparent governance processes and enforcement

of legislation
Mechanisms to incentivize green growth
Integrated planning processes that value societal impacts
Behavior shifts and capacity building

To achieve the strategic vision laid out in the NGGP, principles of green growth implementation (see Box 2).
the Ministry of Environment (MoEnv) worked in Detailed descriptions of priority policy and investment
partnership with key national stakeholders to develop actions are included in the sector action plans, which
the Green Growth National Action Plan 2021–2025 will serve as the core of Jordan’s green growth, climate
(GG-NAP). The GG-NAP is presented through a series change and sustainable development agendas in the
of six national action plans that serve as sector‑level 2021 to 2025 period. Some of these are already under
green growth agendas. Each GG-NAP provides consideration by donors and investors. Many are
implementable actions to achieve the five national included in Jordan’s NDC Action Plan and are climate
green growth objectives and embody the four driving finance opportunities.

8
Global Green Growth Institute. “GGGI’s Strategy 2030,” 2019.
xii Green Growth National Action Plan 2021-2025

BOX 2
Why the Green Growth National Action Plan 2021-2025?
The next step towards implementing the recommendations of the National Green Growth Plan for Jordan,
the Action Plan for Agriculture, Energy, Tourism, Transport, Water, and Waste sectors:

Elaborates and mainstreams green growth, climate change and sustainable development objectives

1
into sectoral strategic frameworks. This will encourage formulation of greener projects, and the
implementation of policies that will strengthen the enabling environment for greener investment and
private sector development. These priorities are aligned with the SDGs and the NDC Action Plan9 as
well as national sector-level priorities, which will further prepare the government to mainstream
sustainable development into the post-Jordan Vision 2025 national development plan.

2
Strengthens cross-sector collaboration. Multi-stakeholder coordination and collaboration is central to
designing and implementing green growth actions, as it can maximize co-benefits. The overall
development process and the actions in each sectoral plan were intentionally designed to enhance such
collaboration. Such activities lead to increased awareness and behavior change among decision makers,
which can further strengthen the enabling environment for future investment in green growth.

3
Emphasizes the importance of improving the enabling environment for green growth. During the
initial phase of green growth implementation in Jordan, substantial focus on the enabling environment
is needed. Each action description identifies the enabling actions (such as supporting technical
assistance programs) required for the responsible institution to be more successful in securing
investment for implementation – either from public budget, private sector investors or donors.

The development of the action plan was undertaken The GG-NAPs were developed with technical support
through a highly collaborative approach between from the Global Green Growth Institute (GGGI), who
the Ministry of Environment and the line ministries worked with the Ministry of Environment to conduct
responsible for guiding each sector. Sector-level green wide-ranging stakeholder consultations in 2018 and
growth focal points were established and ministerial 2019. The strategic objectives, sector sub-objectives
leadership was engaged through the Higher Steering and actions were identified and formulated through an
Committee for Green Economy to secure endorsement. iterative process linked as closely as possible to existing
This experience demonstrated the important and sectoral priorities. Non-government stakeholders and
growing role the Ministry of Environment plays in experts were also consulted to ensure alignment with
facilitating action across different issue areas. The broader sectoral priorities, and to bridge local context
network of green growth and climate action advocates and international best practice.
developed in recent years is a powerful tool for
implementing green growth in Jordan.

9
World Bank Group. “What a Waste 2.0,” 2018.
xiii Waste Sector
About the green Growth National Action Plan 2021-2025

Figure 1 shows a summary of the green growth planning

and implementation in Jordan.

Greener Sustainable
Projects Economic Growth

Stronger Enabling Social

Environment for Development and
Green Investment Poverty Reduction

Green SME Climate Change

Analyzes the Development Adaptation and
challenges and Mitigation
opportunities for
green growth Operationalizes green growth
implementation concepts into sectoral objectives
and actions; Green Employment Resource
in Jordan; Opportunities Efficiency
Provides a Establishes a network of green
roadmap for growth advocates across
implementation; government; Increased Enhanced
Sets the stage for future national Awareness and Natural Capital
development planning; Behavior Change
Green Growth Planning Action Green Growth
and Mainstreaming Implementation Impacts

FIGURE 1
Green Growth Planning and Implementation in Jordan
xiv Green Growth National Action Plan 2021-2025

Executive Summary

The Waste Sector Green Growth Action National Action municipal waste, standing at 7%, is low, even when
Plan 2021-2025 (GG-NAP) outlines a green growth compared with the average of 10% across the Gulf
framework and actions for the sector aligned with the Cooperation Council (GCC) states.14 Other types
National Green Growth Plan (NGGP), Jordan Vision of waste, such as hazardous waste, medical waste,
2025, and Nationally Determined Contributions construction and demolition waste, and electronic waste
(NDCs) under the Paris agreement. are also generated in substantial or growing volumes
in Jordan, with inadequate treatment and disposal
At the heart of the green growth approach lies the means, as well as generally weak enforcement regimes.
leveraging of the sector’s resilience through economic In terms of the environmental impact, landfilled waste
growth that is environmentally sustainable and socially is an important component of Jordan’s GHG emissions
inclusive. The GG-NAP outlines five national green profile, contributing 10% of GHG emissions15, a figure
growth objectives on which the Waste Sector GG-NAP that is expected to grow as the population grows.
was developed:
The waste sector illustrates the challenges and
1. Enhance Natural Capital opportunities of shifting toward more resource-
2. Sustainable Economic Growth efficient urbanization and, ultimately, a more circular
3. Social Development and Poverty Reduction economy – chief objectives of the country’s green
4. Resource Efficiency growth agenda. For example, investing in waste
5. Climate Change Adaptation and Mitigation segregation and behavior change campaigns, as well
as fostering recycling and reuse habits, increases
From these five national objectives, the Waste Sector opportunities for the growth of micro, small, and
GG-NAP identifies 14 sector sub-objectives that medium enterprises. Technological innovation, the
serve to mainstream the overarching green growth creation of incentives for investment, and an improved
objectives into waste sector policies and investments. resource efficiency in consumption and production
processes can reduce the burden on government
In 2018, 91% of Jordan’s population lived in urban budgets while supporting both economic growth and
areas, a historically high rate of urbanization that environmental objectives. The Waste Sector GG-NAP
reflects the ‘typical’ challenges associated with rapid and has been developed with this aim in mind, and would
unplanned growth, in addition to the challenges posed lead to the following transformational impacts:
by the unique demands placed on services as a result
of the Syrian refugee crisis. On average, Jordanians ƒ Increasing diversion of waste away from landfills,
produce 0.81kg of municipal waste per capita per day,10 through the reduce, recycle, and reuse approach,
a rate 26% higher than counterparts in other upper- reducing GHG emissions and urban pollution;
middle income countries,11 with city dwellers in Jordan ƒ Building a ‘virtuous cycle’: a sustainable business
producing up to 50% more municipal solid waste when model which offsets the cost of waste management
compared with their rural counterparts.12 The waste for urban areas;
situation in Jordan is a key priority green growth agenda ƒ Encouraging private sector investment
that presents both environmental challenges and and job creation in the circular economy
socioeconomic opportunities. through innovation, market development, and
public‑private dialogue;
In terms of the composition of Jordan’s municipal solid ƒ Mainstreaming critical waste streams into sector
waste, over 50% of the waste generated by households priorities, including construction and demolition
in Jordan is food waste,13 and the recycling rate for waste, e-waste and hazardous waste.

10
Statista. “Projected per capita generation of municipal solid waste worldwide in 2016 and 2050, by income group,” 2018.
11
GIZ. “Country Report on the Solid Waste Management in Jordan,” 2014.
12
GIZ. “Country Report on the Solid Waste Management in Jordan,” 2014.
13
Statista. “Recycling rates worldwide in 2015, by select country,” 2018.
14
GoJ. “Intended Nationally Determined Contributions (NDCs),” 2015.
15
GoJ. “Intended Nationally Determined Contributions (NDCs),” 2015.
xv Waste Sector
Executive Summary

The Ministry of Environment (MoEnv) and the ƒ 9 enabling policy and institutional reform
Ministry of Local Administration (MOLA) worked in actions. Given the current gaps in available
partnership with the support of national stakeholders fiscal resources, these actions intend to attract
and the Global Green Growth Institute (GGGI) to investment by addressing policy barriers and
identify 16 priority actions to achieve green growth capacity gaps that lead to higher costs, risk levels
through the waste sector as shown in Table 1. The or uncertainty in decision making. These include
implementation of these actions is estimated to programs to support innovation, institutional
cost USD 248,250,000, which will require a mix reform and coordination.
of public, private sector and donor support for its
implementation. The actions include:
8 out of 16 of these actions contribute to the objective
ƒ 7 investment preparation and demonstration of Climate Change Adaptation and Mitigation, which
actions. These projects are at various levels of are considered to be “Climate Action Priorities”. In
readiness: some require feasibility analysis, while addition, some of them can also be found in Jordan’s
others are investment-ready. Many are suitable NDC Action Plan and forthcoming Green Climate
candidates for public-private partnerships or Fund Country Programme.
direct private sector investment, and others are
opportunities to leverage climate finance.

TABLE 1
025
Summary of Jordan’s Waste Sector Green Growth Action Plan 2021-2
Relevant Green Growth Objectives
Implementation Cost

Social Development

Resource Efficiency
Economic Growth
Enhanced Natural
Total Estimated

Climate change
Mitigation and
and Poverty
Action Title

Sustainable

Adaptation
Reduction
Capital
(USD)
#

Review and update the National Strategy and Action Plan 1,500,000
WS01

for Municipal Solid Waste (NSAP) 2015-2034 to integrate

x x
non-municipal solid waste and elaborate integrated waste
management approaches
Enhance the financial management and strategic 600,000
WS02

planning capacity of municipal waste management x x x

authorities
Introduce a policy dialogue platform for implementing 1,000,000
WS03

extended producer responsibility in the waste sector x x

Establish a national center for excellence on waste 15,000,000

WS04

management and circular economy to promote x x x

innovation, training, R&D, investment and policy work
Design and implement a national behavior change 10,000,000
WS05

campaign about circular economy and waste x x

management
Enhance the financial viability of SMEs in the waste 5,000,000
WS06

sector through targeted business development support x x

Conduct market assessment and feasibility study to 14,500,000

WS07

identify potential projects and programs to divert x x x x x

organic waste from municipal solid waste streams
Develop and implement a Master Plan for National 35,000,000
WS08

Hazardous Waste Management and the rehabilitation of x x x

Swaqa Hazardous Waste Landfill
xvi Green Growth National Action Plan 2021-2025

Develop and implement a national policy and regulations 3,000,000

WS09
for the management of construction and demolition x x x
waste
Implement pilot extended producer responsibility 33,300,000
WS10

program for e-waste x x x x

Implement program for waste tire disposal and reuse 22,850,000

WS11

x x x x

Develop a joint public-private roadmap to transition to 3,000,000

WS12

reduce the use of single use plastics at the household x x x

and commercial levels
Develop a baseline study and roadmap to transition 1,000,000
WS13

toward green jobs in the waste sector x

Establish a national upcycling hub nearby appropriate 16,500,000

WS14

waste management infrastructure x x

develop municipal solid waste infrastructure to promote 81,000,000

WS15

recycling and the use of sanitary landfills x x

Implement a comprehensive national cleanup campaign 5,000,000

WS16

for solid waste littering x x x

1 Waste Sector
A Green Growth Framework for the Energy Sector

1. A Green Growth Framework

for the Waste Sector
Green growth is a new strategic approach for the unique institutional setup, political and economic
Government of Jordan (GoJ) that integrates principles realities, and long-term growth ambitions. National-
of inclusive, sustainable economic growth into the level plans and strategies were reviewed and used as
existing national context and priorities. Implementing inputs to guide and shape the objectives, which were
this green growth approach will allow Jordan to later developed into sector-level sub-objectives (see
achieve its socioeconomic development targets Chapter 3). The Waste Sector Green Growth National
simultaneously addressing environmental risks and Action Plan (GG-NAP) 2021-2025 was developed as
climate change – all of which are critical to achieving a partnership between the MoEnv, the MOLA (with
the Sustainable Development Goals (SDGs), as green growth focal points established within the latter)
shown in Figure 2 below. At the outset of the green and Greater Amman Municipality (GAM), in order to
growth planning process, visioning exercises and ensure consistent feedback from the technical and
consultations were held with national stakeholders management levels. Figure 3 shows the process for
through which five national green growth objectives developing the waste sector GG-NAP.
were established.16 These objectives reflect Jordan’s

DECENT WORK AND LIFE LIFE

ECONOMIC GROWTH
Sustainable Economic Growth BELOW WATER
Enhanced Natural Capital ON LAND

Improve the enabling environment for Improving the quantity and quality of
INDUSTRY, INNOVATION
green growth by creating opportunities to REDUCED
natural resources used to generate CLEAN WATER
AND INFRASTRUCTURE INEQUALITIES AND SANITATION
participate in the green economy across all economic growth and ecosystem services
sectors and members of society. that support economic activities.
SUSTAINABLE CITIES
AND COMMUNITIES ‫النمو االقتصادي واالستدامة‬ AFFORDABLE AND
CLEAN ENERGY (‫رأس املال الطبيعي )املوارد الطبيعية‬ NO
POVERTY

‫تحسني البيئة التمكينيه للنمو األخرض من خالل خلق فرص‬ ‫تحسني كمية ونوعية املوارد الطبيعية املستخدمة لدعم النمو‬
‫للمشاركة يف االقتصاد األخرض عرب القطاعات املختلفة‬ ‫االقتصادي وخدمات النظم اإليكولوجية التي تدعم األنشطة‬
CLIMATE
ACTION
.‫ومشاركه كافة رشائح املجتمع‬ RESPONSIBLE
CONSUMPTION
.‫االقتصادية‬ GENDER
EQUALITY
AND PRODUCTION

Climate Change Adaptation Resource Efficiency Social Development and

and Mitigation Improving the efficiency of the Poverty Reduction
Improving how resilient Jordan’s economy process of converting resources into Improve the way in which the benefits
is to ecological and climate-related shocks economic outputs. of economic development are
and risks and reducing the economy’s distributed across different genders,
impact on global climate change. ‫كفاءة استخدام املوارد‬ social groups and regions.
‫تحسني كفاءة استخدام املوارد الطبيعيه وعملية‬
‫خطر التغري املناخي والتكيف والتخفيف‬ .‫تحويلها إىل مخرجات اقتصادية‬ ‫التنميه االجتامعيه والحد من الفقر‬
‫تحسني مرونة االقتصاد األردين يف مواجهة الصدمات واملخاطر‬ ‫تحسني الطريقة التي يتم بها توزيع فوائد التنمية‬
‫البيئية واملناخية والحد من تأثري االقتصاد عىل تغري املناخ‬ ‫االقتصادية للوصول اىل مختلف الفئات و كافة املجموعات‬
.‫العاملي‬ .‫االجتامعية واملناطق‬

FIGURE 2
the
Relationship between the Five National Green Growth Objectives and
Sustainable Development Goals

16
This process reflected and built on the 5 green growth outcomes proposed in the National Green Growth Plan.
2 Green Growth National Action Plan 2021-2025

National Kickoff Sector Preliminary Bilateral Action Plan

Workshop Consultation Validation Consultations Validation and
Workshop Workshop and Action Approvals
Over 200 Formulation Process
national
Expert visits and Presentation of
stakeholders
interviews with sector sub- Small group or Review committee
from all sectors
waste sector objectives and expert meetings meeting;
and types of
stakeholders action proposals to deliver on
institutions; Green Growth
(government and received; validation
Green growth non-government); Technical
Feedback workshop
capacity building Committee review;
Green growth summarized as: feedback;
and visioning Cabinet review
action 1. Increase private Technical support
workshop. and approval.
identification, sector consultation; and deep-dive
assessment and for action
capacity building; 2. Use formulation.
market-based
Review and mechanisms where
comment on key possible;
templates and tools. 3. Be more
innovative;

FIGURE 3
Process for Developing the Waste Sector GG-NAP.

The Waste sector in Jordan is governed by several plan, for example), manure and compost (addressed
national authorities and defined primarily by the in the Agriculture sector action plan), and various
solid waste management activities undertaken by interventions related to resource efficiency (e.g. in the
municipalities and by the MOLA, as well as the MoEnv. hospitality sector in the Tourism sector action plan) are
This Action Plan includes priority interventions to located in other sectoral action plans. The following
promote the sustainable management of municipal sections describe the relationship between each of
solid waste (including organic waste), hazardous Jordan’s national green growth objectives and this
waste,17 electrical and electronic waste (e-waste), definition of the waste sector. Chapter 2 carries out
construction and demolition (C&D) waste, and other an assessment of Jordan’s performance against these
waste streams. Other important types of waste, such objectives in Jordan’s waste sector.
as wastewater (addressed in the Water sector action

1.1 Enhanced Natural Capital

Jordan’s first national green growth objective is livelihoods. They are also used to maintain ecosystems
to enhance the country’s natural capital. For that services, such as providing clean water, soil, and air, all
purpose, it aims to improve the quality and quantity of which have an economic value. Unmanaged waste
of natural resources used to generate economic or pollution from industrial, commercial, agricultural,
growth and provide ecosystem services that support and residential sources can pose significant barriers
economic activities. to the preservation of natural capital. This waste can
leak toxic, corrosive, reactive or otherwise dangerous
Natural capital is defined as the “stock of natural assets substances into the soil and water bodies.19 Untreated
which include geology, soil, air, water, and all living hazardous materials, such as industrial or medical
things.”18 These natural assets are used to generate waste, can leak heavy metals (like zinc or lead) and
economic growth by driving business and supporting toxic chemicals into the air, soil, and surface or

17
This includes medical waste, industrial waste and tires.
18
World Forum on Natural Capital. “What Is Natural Capital?,” n.d.; and Convention on Biological Diversity. “Natural Capital,” n.d.
19
Alam, Pervez, and Kafeel Ahmade. “Impact of Solid Waste on Health and the Environment.” International Journal of Sustainable Development and Green Economics 2, no. 1
(2013): 165–68.
3 Waste Sector
A Green Growth Framework for the Waste Sector

groundwater. Ultimately, this pollution degrades Municipalities are responsible for covering the full costs
ecosystem health, adversely impacts public health of waste collection, and sometimes, in a few cases, the
and people’s livelihoods, and prevents the economy cost of disposal in small landfills. Furthermore, in some
from growing sustainably. cases, municipalities also pay for waste separation
at transfer stations. These duties can stretch limited
Waste, if improperly managed, can have long- financial resources to cover these costs, and distract
term impacts on both the environment and on from considering the indirect costs. While collection,
societies, even those far from the site of disposal. separation, transport, storage, and treatment of solid
For example, it is estimated that 95% of the plastic waste (SW) is expensive, the environmental costs
packaging that enters the economy is discarded of waste management can be difficult to assess and
as waste, and 32% of this waste escapes municipal vary substantially depending on the specific context.
waste management.20 Taken together with plastic Cost drivers include emissions of harmful greenhouse
waste stemming from fishing and ocean-based gases GHGs (such as methane and carbon dioxide)
recreation, the annual volume of plastic waste and pollution from landfill leachate.22 Like with ocean
dumped into the world’s oceans is roughly 8 million plastics, without the proper sanitary lining, leachate
tons. These plastics can entangle or otherwise seeps into the soil and water, and substances such as
severely damage marine life. Ingested plastics - metals or other chemical compounds remain in the
and the chemicals contained therein - can cause ecosystem, damaging plants, animals, and humans who
generational and population-level impacts on come in contact with them. Ex-poste rehabilitation from
marine life, which travel up the food chain. By landfill leachate pollution is a lengthier, more expensive
consuming contaminated seafood, humans end up process than investing in sanitary landfills.
consuming marine plastics and related chemicals.
The total cost of multi-level impacts of ecosystems Sustainable Development Goals: 6 (Clean Water
degradation from plastics is estimated to be USD and Sanitation), 14 (Life below Water), 15 (Life
2.5 trillion per year.21 on Land)

1.2 Sustainable Economic Growth

Jordan’s second national green growth objective is to to work, factors like public authorities (at the national
ensure sustainable economic growth. In particular, and municipal level) with strong technical capacity,
the aim is to improve the enabling environment for effective institutional arrangements, and fluid dialogue
the creation of long-term, inclusive socioeconomic between public-private-civil society are key.
development, as detailed in the Jordan Vision 2025.
For sustainability to be achieved, substantial financial
Enabling sustainable economic growth requires resources (investment and revenue generation) will
effective management of a country’s waste sector. be needed, which will require the full engagement
Waste is a predictable consequence of economic of private sector. The government can shift the
growth, and, as societies develop, their waste streams responsibility of managing post-consumer waste to the
become more complex. Improved technical skills, producers and generate required revenues through the
innovations, social awareness, and behavior change implementation of Extended Producer Responsibility
are required to sustainably manage this situation. Yet, (EPR) programs. According to the EPR principle,
many developing countries struggle with both the producers (including developers and manufacturers)
technical and financial burdens of waste management, are required to incorporate the environmental costs
with costs representing anywhere from 20 to 50% associated with the product’s end-of-life (or its
of municipal budgets globally.23,24 Equally important packaging) as well as reducing the impacts thereof25. To
is the effectiveness of waste sector policies and implement the “polluter pays” principle, EPR programs
incentive structures. For these policies and incentives aim to enhance the prevention, reduction, reuse,

20
MacArthur, Ellen, Dominic Waughray, and Martin Stuchtey. “Rethinking Plastics, Starting with Packaging.” World Economic Forum, 2016.
21
Beaumont, Nicola J, Margrethe Aanesen, Melanie C Austen, Tobias Börger, James R Clark, Matthew Cole, Tara Hooper, Penelope K Lindeque, Christine Pascoe, and
Kayleigh J Wyles. “Global Ecological, Social and Economic Impacts of Marine Plastic.” Marine Pollution Bulletin 142 (2019): 189–95.
22
Danthurebandara, Maheshi, Steven Van Passel, Dirk Nelen, Yves Tielemans, and Group Machiels. “Environmental and Socio-Economics Impacts of Landfills.” In Linnaeus
ECO-TECH 2012, 40–52. Kalmar, Sweden, 2013.
23
The World Bank. “Solid Waste Management,” 2019.
24
Aleluia, João, and Paulo Ferrão. “Assessing the Costs of Municipal Solid Waste Treatment Technologies in Developing Asian Countries.” Waste Management 69 (2017):
592–608.
25
MOLA. “National Solid Waste Management strategy,” 2014.
4 Green Growth National Action Plan 2021-2025

recycling, and recovery of waste. This process can lead medium and long terms. There are substantial indirect
to innovation, creating an improved ability to capitalize costs associated with poor municipal solid waste
on waste as a resource and diversion from landfills. management (MSWM), since this can lead to harmful
Well implemented EPR schemes offer businesses the (and expensive to fix) externalities, such as illness and
opportunity to rethink their business models, such as death of humans, contamination of waterways and
increasing product lifespans and offering packaging soil, damage to municipal drainage systems, and high
buyback programs. Therefore, governments must invest GHG emissions. The follow-on effect of these is the
in capacity building programs for Small and medium- low quality of life to local populations, high remediation
sized enterprises (SMEs) and encourage improved costs, and deterrence of visitors to the country (for
waste recovery systems. A strong R&D agenda in the tourism or business).
waste sector can also help localize resource efficient
waste management. Sustainable Development Goals: 8 (Good Jobs
and Economic Growth), 9 (Industry, Innovation
Inadequate management of waste systems can lead to and Infrastructure), 16 (Peace, Justice and Strong
a long list of unintended economic consequences in the Institutions)

1.3 Social Development

and Poverty Reduction
Jordan’s third national green growth objective is to development.27 These employees, from facilities’
achieve social development and poverty reduction. To managers to waste pickers, are a critical component of
this end, it aims to increase the equity by distributing any landfill management and recycling system. Waste
the benefits of economic development and access to pickers are particularly important to maintaining
services across the society. efficiency in waste systems, but workers often
lack adequate protections due to high levels of
Social development and poverty reduction are central informality in the sector. Studies indicate that around
concepts to Jordan’s long-term development agenda 1% of the urban population in developing countries
and are a core component of inclusive green growth. (approximately 15 million people) rely on waste picking
Achieving this objective requires special attention to for their livelihoods.28 On the other hand, what may
reducing inequalities in society, unlocking access to look like junk to women may be motorcycle parts
opportunity and extending the benefits of growth to to men; what looks like dirt to men may be compost
all members of society. Gender equality and women’s or fertilizer to women,29 showing that there are
empowerment are policy agendas that help support underlying gender and social development issues in
social development and poverty reduction, and they waste management. Although waste picking creates
are a critical part of overall economic growth. A 2015 livelihoods for many individuals living in poverty,
McKinsey study found that women generate only 37% much of the potential for poverty reduction (through
of the global gross domestic product (GDP), but that income generation) is lost due to the unstable nature
closing this gap could add between USD 12 and 28 of the sector. Instability is caused by fluctuating
trillion to the global economy26. In the Middle East and market prices for recovered materials and high
North Africa (MENA) region, women generate only levels of informality across all segments of the waste
18% of GDP, suggesting greater inclusion is a major system. This informality makes reaching economies
economic growth opportunity. Furthermore, access for of scale very difficult, because it limits transport
marginalized groups and those excluded from markets, options and storage space for collected waste, further
services and spaces are required for sustainable restricting the ability for pickers to guarantee large
growth. Accordingly, green growth recognizes women waste volumes and improve profits and services.
and men with a sense of equity, and the poor and Nevertheless, informal waste picking and recycling
marginalized as not simply vulnerable, but as active can result in positive socio-economic spillovers for
agents of change for more sustainable growth. men, women, and other people groups, especially in
developing countries. They can reduce the amount of
The waste sector employs around 40 million workers time and resources governments must spend on the
across the world, and is therefore a significant collection, transport, and management of solid waste
source of livelihood, poverty reduction, and social (SW), extending the life of SW management facilities

26
McKinsey Global Institute. “How advancing women’s equality can add $12 trillion to global growth,” 2015.”
27
ISWA. “Globalization & Waste Management,” 2012.
28
Medina, M. “Helping to Eliminate Poverty and Achieve Sustainable Development through Public-Private Partnerships in Infrastructure,” 2008.
29
Muller, Maria, and Anne Schienberg. “Gender and Urban Waste Management,” 2019.
5 Waste Sector
A Green Growth Framework for the Waste Sector

and diverting reusable materials away from landfills. materials, collecting and disposing of human and SWs
Waste pickers, if empowered, may be able to transform in a safe manner, and keeping the streets clean.32
their occupation into an avenue for substantial Women in particular can play a catalytic role in shifting
poverty reduction and innovation outcomes, using waste management behaviors in society.
salvageable waste as inputs to the manufacture of
products, reducing the need for imported secondary Appropriate infrastructure and regulations must be
raw material30. established to improve working conditions for informal
waste pickers, resulting in more secure incomes and
States and municipalities play a major role in leveraging employment benefits. Vulnerable communities and
community-driven waste management, which can groups, not only including women and unemployed
be achieved by changing the behavioral patterns youth, but also those living under refugee status and in
governing waste generation in cities and urban areas. refugee communities, are critical populations for which
On one hand, governments have a duty to consult the government hopes to achieve pro-poor outcomes.
all communities on the location and size of waste Transitioning to a more formal waste recycling and
management facilities such as transfer stations and material recovery system provides a socio-economic
landfills. Local Non-Governmental Organizations opportunity to sustain landfill infrastructure, improve
(NGOs) and Community-Based Organization livelihoods of many poor and marginalized workers,
(CBOs) can be instrumental in spreading awareness and offer decent jobs for all. Hence, the work of
and supporting communities with knowledge and diverting material from waste streams improves
promotion of understanding, which can assist the resource circularity, while simultaneously enhancing
government with making optimal investment and social resilience. At the same time, the government’s
policy decisions. On the other hand, governments can support for the protection of labor in the waste sector,
affect behavior change by involving local communities its ability to involve local communities in investment
in the entire waste value chain. For example, home and policy decision making, and the organization of
composting and incentivized curbside recycling the waste management and materials markets can
campaigns, alongside other educational and awareness also cultivate successful private sector ventures, and
initiatives, are crucial measures to stimulate a globally contribute to the ultimate goal of achieving
behavioral shift towards waste reduction, reuse, and inclusive green growth through the waste sector.
recovery31. The government can also introduce new
schemes for managing waste based on women’s and Sustainable Development Goals: 1 (No Poverty), 4
men’s activities and livelihoods; e.g. buying and selling (Quality Education) 5 (Gender Equality), 10 (Reduced
household garbage, re-using and recycling waste Inequalities)

1.4 Resource Efficiency

Jordan’s fourth national green growth objective is to Consumption and Production (SCP). SCP has evolved
achieve resource efficiency. This can be defined as as a new concept defined as “the use of services and
improving the efficiency – reducing the wastefulness – related products which respond to basic needs and
of the economy by achieving a higher efficiency in the bring a better quality of life, while minimizing the use
production and consumption of economic outputs. of natural resources and toxic materials, as well as the
production of waste and emission of pollutants over
A primary objective of green growth is achieving the life cycle, so as not to jeopardize the needs of future
economic efficiency by internalizing externalities generations.” Such definition calls both for consuming
associated with economic growth; this is directly less and also consuming differently, suggesting that
reliant on achieving resource use efficiency. Improving consumers should choose products that generate
efficiency entails two elements: (1) producing the same the least amount of waste when consumed, or which
economic output with fewer environmental inputs and incorporate less material use in their production. This
lower levels of pollution, and (2) reducing the levels of will inevitably lead to a reduction in waste generation
pollution associated with, or embedded, in consumption. rates, which has knock-on environmental impacts,
The concept of resource efficiency is closely linked and reduces the cost burden of waste management
to the concepts of circular economy and Sustainable on municipalities.33

30
Wilson, David C., Costas Velis, and Chris Cheeseman. “Role of Informal Sector Recycling in Waste Management in Developing Countries.” Habitat International 30, no. 4
(2006): 797–808.
31
Environment Protection Authority. “Community Education and Awareness Strategy for Waste Management,” 2003.
32
Muller, Maria, and Anne Schienberg. “Gender and Urban Waste Management,” 2019.
33
Environment Protection Authority. “Community Education and Awareness Strategy for Waste Management,” 2003.
6 Green Growth National Action Plan 2021-2025

Increasing resource efficiency and moving toward fiscal instruments, policies, and incentive structures.
sustainable consumption and production requires Governments must work with the private sector to
innovation and coordination among government, develop regulation that can discourage the use of
manufacturers, retailers, civil society and NGOs, harmful materials in manufacturing processes.
and citizens. In this network, governments play
a critical role in fostering greater coordination Sustainable Development Goals: 7 (Affordable
towards reducing the wastefulness of consumption and Clean Energy), 9 (Industry, Innovation and
and production by providing an enabling Infrastructure), 12 (Sustainable Consumption
environment and a reliable infrastructure as well and Production)
as the design, implementation and enforcement of

1.5 Climate Change Adaptation

and Mitigation
Jordan’s fifth national objective is to achieve climate Climate change increases the severity and frequency
change adaptation and mitigation, which is expressed of extreme weather events, which can result in
as improving Jordan’s resilience to the effects of serious floods and droughts. These climate extremes
climate change and decreasing the country’s total lead to several socio-economic and environmental
GHG emissions. This objective is consistent with impacts, including but not limited to: increased impact
the Paris climate change targets, which is the on neighborhoods from dust and odor, potential
global community’s plan to respond to the global damages to infrastructure and supply networks (ICT,
climate crisis. water, sewer, etc.) resulting in more devastating
environmental damages (from leachate leakage), or
Globally, the waste sector contributes with 3% of the damage to surrounding urban infrastructure. For
total GHG emissions34 that are aggravating climate example, the presence of litter (uncollected municipal
change. Most of these come from the decomposition of waste) or construction waste that has not been
organic waste in landfills (around 43% in 2010), which managed can clog stormwater drainage and create
results in emissions of methane and carbon dioxide. massive economic and human life losses36. Increased
Organic matter can come from many sources: it can be temperatures can also elevate the risks of diseases and
found mixed into the municipal waste stream from homes public health issues due to changes in the amount of
and commercial businesses and it can also come from leachate, odor, and dust.
waste originating in the agriculture and food production
sector, including post-harvest losses and food production Sustainable Development Goals: 7 (Affordable
waste (such as slaughterhouse waste).35 and Clean Energy), 11 (Sustainable Cities and
Communities), 13 (Climate Action)
At the same time, the way in which waste is managed
can have an impact on resilience to climate change.

34
Andres, Robert, Giovanni Baiocchi, William Michael Hanemann, Michael Jakob, Peter Kolp, Emilio la Rovere, Thomas Michielsen, et al. “Drivers, Trends and Mitigation.” In
Climate Change 2014 Mitigation of Climate Change, 351–412, 2015.
35
Abdel-Shafy, Hussein I, and Mona S M Mansour. “Solid Waste Issue: Sources, Composition, Disposal, Recycling, and Valorization.” Egyptian Journal of Petroleum 27, no. 4 (2018):
1275–90.
36
Winne, S., L. Horrocks, N. Kent, K. Miller, C. Hoy, M Benzie, and R. Power. “Increasing the Climate Resilience of Waste Infrastructure,” 2012.
7 Waste Sector
Assessing Green Growth in Jordan’s Waste Sector

2. Assessing Green Growth in

Jordan’s Waste Sector

2.1 Waste Sector Green Growth

Situation Analysis
Natural Capital. Jordan’s natural capital is currently contamination risk to groundwater.38 Jordan’s Swaqa
being threatened by gaps in its SW management Hazardous Waste Landfill deals with 3,000m3 to
system, with likely high but unspecified costs. Most of 5,000m3 of hazardous waste per year. For example,
the SW generated in Jordan is disposed of in one of Jordan generates at least 1,000 tons of hazardous,
its 21 landfills, seven of which are closed landfills. The recyclable waste annually, primarily from the
only landfill in Jordan that meets international best production of liquid batteries by industry and battery
practice (being sited after a feasibility study, receiving recycling centers.
an environmental impact assessment, and meeting
international standards for design and construction) Jordan’s national SW management framework law
is the Al Ghabawi landfill.37 Recently, the government will ensure that appropriate treatment and disposal of
has begun moving toward greater containment of waste is mandated, to achieve the priority of ensuring
emissions as well as application of barriers (such as environmental and human health. Waste management
linings) to prevent leakage. The MOLA is responsible in Jordan is to be founded on the principles of
for overseeing the implementation of the National environmental preservation and precaution, which
Strategy and Action Plan for Municipal Solid Waste translates to ensuring producers and polluters to
(NSAP) Management 2015-2034, which prioritizes take responsibility for the treatment and disposal of
mitigating against environmental degradation through waste. This progressive stance on avoidance as a first
rehabilitation of dumpsites, adding proper fencing, principle in managing waste in Jordan sets the scene
adding sanitary linings and capping them to reduce for major reductions in adverse environmental impacts
harmful emissions, and in some cases generate biogas. from the waste sector. Through the implementation of
the requirements in the law, the government will have
Due to a lack of systems for separation and sorting of a strong regulatory tool to hold polluters to account,
waste, the municipal waste stream sometimes contains protecting economic, environmental and human
hazardous materials. As a result, though over 50% of health. The seepage of leachate into the ground and
the content is organic, once the waste becomes mixed groundwater poses health threats to humans, animals
it takes on the properties of hazardous waste, leaving and plants which depend on the water source. If the
few options for value capture and re-use. The organic leachate contamination reaches water bodies such as
components of waste will eventually decompose and rivers and lakes, the aquatic life is also at risk.
generate methane gas, a contributor to climate change,
and other potentially volatile organic compounds Sustainable Economic Growth. The growing amount
(VOCs) into the air. Soil tests conducted at various and complexity of SW generated in Jordan has not
landfill sites across Jordan have found exceedingly been accompanied with adequate sanitation facilities
high levels of heavy metals in the leachate, posing a and management programs. Jordan disposed of

Aljaradin, Mohammad. “Solid Waste Management in Jordan.” International Journal of Academic Research in Business and Social Sciences 4, no. 11 (2014).
37

Abu-Daabes, Malyuba, Hani Abu Qdais, and Hatem Alsyouri. “Assessment of Heavy Metals and Organics in Municipal Solid Waste Leachates from Landfills with Different
38

Ages in Jordan.” Journal of Environmental Protection 04, no. 04 (2013): 344–52.

8 Green Growth National Action Plan 2021-2025

approximately 2.1 million tons of municipal solid waste the private sector’s participation in the Kingdom’s
(MSW)39 in its landfills. Future projections show the economic development and provide a legislative
waste volume increasing by 3-5% annually,40 and, as environment for joint projects between the two sectors.
the country continues to urbanize, municipal waste To date, however, the private sector’s involvement in
generation will continue to grow from the current rate SW management remains limited to isolated contracts
of 0.9kg per person, per day.41 In addition to volume, for waste collection or street cleaning. Currently,
the composition of municipal waste in Jordan is there are 14 PPP initiatives (which are mostly service
transitioning from primarily organic to a more complex contracts), most of which are active and managed under
mix with more plastics, paper, and cardboard, as well as the umbrella of municipalities and local authorities, each
e-waste. Waste composition varies across the country, in their respective jurisdiction (i.e. Petra Development
but in municipalities it is broadly 51% organic, 15% & Tourism Region Authority (PDTRA), Aqaba Special
plastics, and 14% paper (see Figure 1).42 Economic Zone Authority (ASEZA), Greater Amman
Municipality (GAM); Greater Zarqa Municipality,
Managing this composition requires a substantial etc.).46 Approximately 50% of all municipalities in
change from business as usual, which is an opportunity Jordan handle their waste collection, with numerous
for the development of more sophisticated market attempts at mobilizing private investment for the
activities in the waste sector. Currently, most waste construction and operation of waste treatment and
sector infrastructure and services are undertaken by disposal facilities having been unsuccessful. Between
municipalities under the supervision of Joint Service the public and private sectors in Jordan, there is a
Councils and the Ministry of Local Administration. lack of understanding of how the other operates.
In addition to infrastructure development, this Increased engagement is needed to promote trust and
strategy calls for the implementation of new understanding, and consequently increased investment
policies and institutional structures to support the in joint PPPs in the waste sector. Private investors need
development of the waste management sector into to be assured of the stability and transparency of the
an economic opportunity. For example, taking into policy and regulatory environment. The potential for
account the 7% recycling rate (against the global private sector investment in the upgrading of waste
average of 9%)43, there are untapped opportunities sorting, treatment, and disposal facilities is substantial.
for waste‑to‑resource business development. This is consistent with the waste sector priorities set out
Fully capturing this economic potential and the in the Jordan Vision 2025, which include the creation
development of successful Public-private partnerships of decent and rewarding jobs, as well as the private
(PPP) models is critical to enhance the private sector’s sector’s involvement in the management of material
investment in the waste sector, which can help reduce recovery and the operation of complex facilities for
the burden on municipalities and open the space waste treatment.47 Inclusive governance challenges,
for innovative practices. When waste is diverted including low awareness of circular economy concepts,
from landfills, it extends the lifespan of these waste management of financial and fiscal incentives structures,
facilities. Furthermore, it helps reduce demand for enforcement of waste regulations, and evidence-based
the extraction of virgin materials, with the diverted decision making, need to be adequately addressed so
waste available serving as secondary raw materials to as to mobilize private sector investments from larger
industries, which reduces their production costs and companies and stimulate the growth of small and
environmental impacts. Apart from economic benefits medium-sized enterprises (SMEs) in the waste sector.
to the government (as landfill owners) and companies,
jobs are created through the development of new Social Development and Poverty Reduction. The
material processing industries. National Municipal Solid Waste Management
Strategy 2015-34 sets targets for waste sorting at
The private sector’s current low participation rate in the source, including a diversion of 75% of organic
Jordan’s SW management points to a lack of investment waste from landfills. The strategy sets the goal of
incentives. In 2014 and 2015, Jordan enacted the 2014 improving systems for the sorting and diversion of
PPP Law No 3144 as well as a revision of the Law on other recyclables, including metals, paper, plastic, and
Municipalities No. 4145. These laws aim to encourage glass away from landfills. Country-wide sensitization

39
UNDP Jordan. Solid Waste Value Chain Analysis of Irbid and Mahfraq (2015). Also.
40
Government of Jordan. National Municipal Solid Waste Management Strategy 2015-2034.
41
MoEnv. “Country Report on the Solid Waste Management in Jordan,” 2014.
42
Jordan GBC and FES. “Your Guide to Waste Management in Jordan,” 2016.
43
PACE. “The Circularity Gap Report 2019,” 2019. It is estimated that remaining national waste is openly dumped (45%) or reaches landfill (48%), indicating the enormous
future potential of greater waste valorization and reuse.
44
ILO. Law No. 31 of 2014 concerning Public-Private Partnership.
45
Revised Law on Municipalities can be found at https://iec.jo/sites/default/files/5MunicipalitiesLaw2015EN.doc%20%281%29_0.pdf
46
MOLA interviews.
47
Jordan, Government of. “Jordan 2025: A National Vision and Strategy,” 2015.
9 Waste Sector
Assessing Green Growth in Jordan’s Waste Sector

and participation in sorting and segregating waste which can be formalized and profitable for investors.
serves multiple functions – educating the general By enhancing the profitability of waste through
public on the importance of reducing waste through better separation and collection systems, greater
household or personal spending habits, reducing the opportunities for the poor and vulnerable communities
contamination of recyclable waste through adequate could emerge. There are a number of local-level
separation habits, and enhancing the economic value initiatives related to composting, household education,
of various recyclables. In terms of social development, and waste banks, but coupling them with a clear policy
the younger the audience and more widespread and vision, as well as a business development support
these messages are communicated by national and system aligned with international best practices, such
community leaders, the more sustainable the system as the experience in Brazil, could create an entire
will be. new economic sub-sector with revenue generation
potential and greater social development impacts for
In terms of poverty reduction, waste management in workers.
Jordan engages both the formal (collection, transport,
disposal) and the informal (collection, sorting, Resource Efficiency. The concept of sustainable
recycling) sectors. The formal sector employs roughly consumption and production is new to Jordan, but
6,400 people,48 most of which are employed as waste more effort is needed to develop the necessary
collectors and street sweepers for municipalities. enabling environment. The Government of Jordan
At the same time, an estimated 6,000 and 7,00049,50 has committed itself to shifting away from “an old,
informal waste pickers retrieve items that have inefficient, costly and environmentally unstable
resale value at the open landfills and dumpsites, Municipal Solid Waste Management (MSWM) system
functioning as the country’s de facto recycling system. towards a modern and integrated one that will be
While this provides economic opportunities for the based on the Three R’s approach (Reduce – Reuse –
disadvantaged groups, there are substantial health Recycle)” by 2034. This commitment is a critical first
and safety risks from sifting through waste without step toward a more resource efficient and circular
protective equipment. Waste pickers, particularly economy, allowing Jordan to get maximum economic
refugees (which make up 4% of the informal benefits from its scarce resources. However, to reach
workers)51, move in and out of the sector, further the government’s ambitious landfill diversion targets
challenging the regulation of the employment market. (such as reducing the amount of bio-waste landfilled by
Workers are also seasonal, taking on other forms of 75% by 2024 and recovery of packaging waste by 25%
employment when opportunities arise, such as working by 2024),55 much more attention is needed to create
on farms during the harvest seasons. Recently, an the necessary enabling environment. The creation of
improved waste picker contract has been developed to fiscal incentives and business development services
protect refugee workers in the sector, but much more could help encourage market development in the
remains to be done.52 circular economy.

Integrating and supporting informal-formal sector Given Jordan’s lack of natural resources, its ability
services would reduce the volume of waste headed to to harness the opportunity of waste through waste-
landfills, create safe and decent (green) jobs, provide to-resource approaches is very significant. Business
a ladder for SME development, and increase overall opportunities exist in waste re-use and recycling.
income for waste sector workers. In addition to Waste reduction is also a resource efficiency and
working on landfill sites, between 6,000 and 7,00053 cost-savings measure which would bring about a
waste pickers collect resaleable materials from reduction in imported raw materials. This approach
street litter and direct from households.54 Linking is consistent but also a strong value-addition to
households, where waste is generated, to secondhand the recent Growth and Opportunity Strategy, which
resellers or other businesses is a critical service emphasized the need to reduce imports and grow

48
MOLA interviews.
49
The Jordan Times. “New work contract improves conditions of waste pickers,” 2018.
50
Jordan GBC and FES. “Your Guide to Waste Management in Jordan,” 2016. Residual waste is comprised of metals, glass and mixed waste.
51
The National Solid Waste Management Strategy.
52
UNDP. “New Solid Waste Recovery and Recycling Contract Improves Livelihood of Waste Pickers in Jordanian landfills,” n.d.
53
The Jordan Times. “New work contract improves conditions of waste pickers,” 2018.
54
More details of the activities of waste pickers and common items that are recovered for on-selling can be found in the report Solid Waste Value Chain Analysis of Irbid and
Mahfraq by UNDP Jordan (2015). Also.
55
Environment Agency Austria, EU. “Waste Management strategy link with SDG / National Monitoring Information system,” 2018.
10 Green Growth National Action Plan 2021-2025

export of services.56 Organic waste is an example of achievement of Jordan’s NDC to the United
how this can be achieved. 50% of MSW consists of Nations Framework Convention on Climate Change
food waste coming from diverse resources, including (UNFCCC). The country’s overall target is to reduce
pre & post-harvest losses and food production waste GHGs by 14% by 2030. Waste sector GHG emissions
(such as slaughterhouse waste) 57. However, uneaten account for 10.6% of total emissions, 98.6% of which
food and unused food products can be composted or are the result of methane gas from managed landfills.58
decomposed to generate methane as a fuel. Therefore, the reduction and capture of methane
gas emissions from landfills plays a significant part in
Public-private-civil society dialogue on the topic in Jordan’s efforts to mitigate climate change effects.
Jordan is weak or non-existent. Both key pillars are Efforts focused on waste prevention, recycling, and
currently missing, and require greater Government diversion of organic wastes from open landfills (at the
and stakeholder commitment. With support from ‘upper tiers’ of the waste hierarchy) are important to
development organizations and the research support these climate-related objectives.59 To this end,
community, there is considerable scope for the the government aims to develop a system for sorting,
government to engage with both the private sector re-using, and recycling to reduce the percentage of
and civil society on issues around waste reduction SW that is disposed of in landfills from 80% to 60% by
and other forms of waste management. There are 2025, as well as increasing the percentage of treated
also weak research-to-implementation pathways, and re-used SW from 20% to 40% by 2025. The
and informality in the sector makes it difficult to carbon footprint of waste – if accounting for collection
establish new business models. Policies that help and transport - is much higher, and improved efficiency
redefine and reshape the basic market structure in both the collection and transport systems can
are needed. Incentives that allow greater access to contribute to reduced GHG emissions.
national and regional markets are important. Reliable
destinations and markets for the recovered items Poor waste management also undermines urban
are crucial to attract investment, and reliable access climate change resilience. While water scarcity is a
to materials is required as well. Other than this, projected impact of climate change, an increasing
recyclable materials can be recovered or diverted intensity of rain is also expected. Poorly managed SW
from landfills and fed to industries. Some household (especially plastic waste) is responsible for aggravating
items can be repaired and remodeled for resale. flash flooding in urban areas, by clogging drainage
However, these actions require both policy and systems and preventing proper water drainage. An
capital investment – especially support from the estimated 3 billion plastic bags are used each year
private sector to address high start-up and operating in Jordan, amounting to approximately 500 per
(electricity) costs. A supportive policy environment is person. It is estimated that by 2020 this will reach
needed for national and regional markets in recycling. a weight volume of 17.2 tons.60 Creating circular
It should also include support for recycled materials economies around plastic waste would alleviate
– for example, re-visiting the current ban on recycled vulnerability to flooding, and lessen negative impacts
plastic bags, or mandating action against single-use on the environment and ecosystem. Construction
resources, or indeed mandating for recycled content and Demolition (C&D) waste is another SW stream
in certain products. responsible for clogging municipal drainage systems.
The regulation and enforcement around C&D waste
Climate Change Adaptation and Mitigation. GHG are relatively weak, but properly addressing this might
mitigation measures and climate change adaptation reduce the intensity of impacts on urban areas in the
measures in the waste sector are central to the event of extreme floods.

56
Center for International Development, Harvard. “Jordan: The Elements of a Growth Strategy.” Working Paper for the London 2019 Growth and Opportunity Summit. 2019.
57
Abdel-Shafy, Hussein I, and Mona S M Mansour. “Solid Waste Issue: Sources, Composition, Disposal, Recycling, and Valorization.” Egyptian Journal of Petroleum 27, no. 4 (2018):
1275–90.
58
GoJ. Third National Communication to the UNFCCC. 2014
59
Dominic Hogg, Ann Ballinger. “Press Kit ‘The Potential Contribution of Waste Management to a Low Carbon Economy.’” Eunomia Research and Consulting for Zero Waste
Europe, Bristol, UK., 2015.
60
Saidan, Motasem N., Linah M. Ansour, and Hakam Saidan. “Management of Plastic Bags Waste: An Assessment of Scenarios in Jordan.” Journal of Chemical Technology and
Metallurgy 52, no. 1 (2017): 148–54.
11 Waste Sector
Assessing Green Growth in Jordan’s Waste Sector

managed separately by the Ministry of Environment

2.2 Current Waste Sector (MoEnv). The strategy divides implementation
into three regions (north, central, and south), with
Strategic Priorities phased approaches that introduce infrastructure
upgrades, capacity building, and policy development
over three time periods (short, medium, and long-
Jordan Vision 2025. This document is the country’s term) between 2015 and 2034. The strategy is
primary economic and social development strategy, consistent with international best practice for waste
addressing the economic, social, and governance sector development and lays a strong foundation to
challenges affecting Jordan’s ability to transform into a mainstream green growth into the sector. Specific
more developed economy. The Vision addresses waste objectives of the strategy include:
management in the context of the Environment sector,
under which there are several targeted scenarios. ƒ Mitigation of risks on environmental and human
This inclusion suggests that the government views health by MSWM through integrated management
waste management as a pollution prevention and (planning, design, and operation);
public health matter. The Vision does not, however, ƒ Extension of the MSW collection coverage levels to
consider waste to be a comprehensive sector, and ultimately reach 100% of the population;
there is no comprehensive assessment of the state of ƒ Promotion of MSW prevention and reuse
the environment in the Jordan Vision 2025 document, practices;
meaning there is still substantial room to better ƒ Promotion of separate collection and management
define the sector and identify opportunities across all of special and hazardous waste;
production and consumption value chains to promote ƒ Promotion of sorting-at-source with view to
green growth. Key waste sector-related objectives of increase MSW prevention, reuse, and recycling;
the targeted scenario by 2025 include: ƒ Maximization of the use of the energy content of
MSW, when viable, in order to produce energy as
ƒ Mitigating the negative effects of environmental an alternative source;
changes on humans – including safe disposal ƒ Establishment of appropriate MSW treatment
of solid waste in landfills, development of the facilities with respect to the Integrated Solid Waste
recycling system and proper hazardous waste Management (ISWM) hierarchy;
management; ƒ Establishment of the appropriate tools for
ƒ Investing and creating new jobs in the green recording, analysing, monitoring, and facilitating
economy – including in the waste sector; efficient decision-making of MSWM related issues,
ƒ Raising public awareness in the field of at the national, regional, and local levels;
environmental protection; ƒ Strengthening of the Jordanian MSWM sector
ƒ Improving institutional efficiency of enterprises in order to correspond to potential emergency
operating in the environment sector; conditions that may occur in the future;
ƒ Private sector participation – including in the solid ƒ Integration of informal waste-pickers in the new
waste management system, recycling and reuse, as MSWM facilities;
well as in the hazardous and medical waste system. ƒ Promote an effective public awareness and
education on MSWM issues in the long-term;
National Municipal Solid Waste Management Strategy ƒ Promote effective capacity building activities to
and Action Plan 2015-2034. This strategy and action maintain and upgrade the MSWM system;
plan, whose implementation is overseen by MOLA, ƒ Increase of MSWM system efficiency through
is Jordan’s primary strategy governing MSWM. public administration initiatives and private sector
The strategy’s primary aim is to mainstream the involvement;
3Rs into the management of solid waste (reduce, ƒ Increase the efficiency of infrastructure and
reuse, and recycle) and align the sector’s policies and equipment maintenance.
infrastructure with Jordan’s sustainable development
and economic growth objectives. The document Jordan’s existing national plans, strategies, and policy
proposes solutions for the management of hazardous documents add a further level of specificity to its
or special solid waste streams (such as waste tires priorities, many of which are linked to green growth
and C&D waste) but recognizes that these are to be (see Table 2, below).
12 Green Growth National Action Plan 2021-2025

TABLE 2
Green Growth Priorities found in Existing National Documents
Relevant plans and strategies for Green Growth Objectives
Waste Sector

Development

Adaptation &
Sustainable

Mitigation
Reduction
& Poverty
Enhanced

Economic

Efficiency
Resource

Climate
Growth

Change
Natural
Capital

Social
National Solid Waste Management Strategy
x
and Action Plan
Jordan Response Plan for the Syrian Crisis x x
Amman Green City Action Plan
x x x
(forthcoming)
Sustainable Consumption and Production
x
Strategy and Action Plan (2018-2022)
Nationally Determined Contribution (NDC)
x
and NDC Action Plan
Amman Climate Action Plan x

2.3 Waste Sector Stakeholders

The definition of the “waste sector” thus far is still and are responsible for the management of transfer
under legal clarification. In the current system, stations and some recycling facilities. There are 18
responsibilities are primarily divided between MOLA JSCs which serve 100 municipalities across Jordan’s
(and their municipal counterparts) and MoEnv. 12 governorates.
All municipal waste management infrastructure
planning and investment is conducted by MOLA MoEnv is responsible for ensuring the environmental
in close collaboration at a project level with Joint sustainability of waste sector activities, and plays
Service Councils (JSCs). JSCs are managed under a major role in the development of the policy and
the supervision of a board of mayors from each legal frameworks governing the sector. This includes
municipality within the service area. The Chief of the spreading awareness about recycling, reduction of
JSC is chosen by MOLA and can either be one of the waste, and reuse potential. MoEnv is also tasked with
members of the board or an external member. MOLA the management of hazardous waste and industrial
is responsible for seeing that the National Municipal waste, and is responsible for engaging with hazardous
Solid Waste Management Strategy and Action Plan and industrial waste generators. MoEnv’s waste
2015-2034 is implemented by both the municipalities directorate oversees the operations of the Swaqa
and JSCs. Municipalities are responsible for waste Hazardous Waste Landfill, coordinates medical waste
collection within the municipality, as well as for the management with the Ministry of Health, and has
transport to transfer stations or landfills (depending undertaken origination activities for industrial and
on the distance of the landfill). JSCs, on the other hand, agricultural wastewater treatment projects, responding
support the transport of waste over far distances, to their mandate to protect the environment.
13 Waste Sector
Assessing Green Growth in Jordan’s Waste Sector

Private sector associations and community-based ƒ Ministry of Health (MoH)

organizations (CBOs) are actively involved in ƒ Ministry of Interior, Environmental Protection
developing and delivering on recycling and reuse Directorate
targets. Financial institutions such as the Cities ƒ Ministry of Public Works and Housing (MPWH)
and Villages Development Bank (CVDB), as well ƒ Ministry of Planning and International Cooperation
as the private sector, support critical investments (MOPIC)
in the waste sector. The Ministry of Planning and ƒ Municipalities (including GAM)
International Cooperation (MOPIC), as well as ƒ National Building Council (NBC)
the Jordan Investment Commission (JIC), support ƒ Petra Development and Tourism Regional
resource mobilization and investment promotion Authority (PDTRA)
for the waste sector, which are both critical to the ƒ Recycling companies
improving sector’s infrastructure and technical ƒ Waste collectors (formal and informal)
capacity. Waste sector priorities are being
implemented, supported, and monitored by the
following key stakeholder institutions: Key Donors and Development Partners:

ƒ Agence Française de Développement (AFD)

Key Stakeholders ƒ Bank aus Verantwortung (KFW)
ƒ Deutsche Gesellschaft für Internationale
ƒ Aqaba Special Economic Zone Authority (ASEZA) Zusammenarbeit (GIZ)
ƒ Cities and Villages Development Bank ƒ European Bank for Reconstruction and
ƒ EDAMA Development (EBRD)
ƒ Higher Steering Committee for Solid Waste ƒ European Investment Bank (EIB)
ƒ Jordan Investment Community (JIC) ƒ European Union (EU)
ƒ Joint Service Councils ƒ International Finance Cooperation (IFC)
ƒ Jordan Engineers Association (JEA) ƒ United Nations Development Programme (UNDP)
ƒ Jordan Environment Society (JES) ƒ United States Agency for International
ƒ Jordanian Green Building Council Development (USAID)
ƒ Ministry of Agriculture (MoAg) ƒ World Bank (WB)
14 Green Growth National Action Plan 2021-2025

3. Waste Sector
Sub‑Objectives and
Action Selection

3.1 Waste Sector Green

Growth Sub-Objectives
Waste in Jordan, particularly municipal solid waste, sub‑objectives serve as a green growth-oriented waste
is both an environmental challenge and an economic sector agenda, which can be continually developed by
development and job creation opportunity, which national stakeholders.
is recognized in the Jordan Vision 2025 and in the
National Municipal Solid Waste Management Strategy Close coordination and collaborations with MOLA,
and Action Plan 2015-2034. Recently, MoEnv has MoEnv, and GAM ensured alignment with sector
led the push to implement a Waste Management priorities. Special emphasis was given to establishing
Framework Law, which would clarify governance linkages with the country’s cross-cutting environment
responsibilities in the sector and identify a broad and socio-economic strategies and plans, such as
range of waste management activities required for the Jordan Response Plan for the Syrian Crisis and
the kingdom. This law covers municipal solid waste, the NDC Action Plan. Where specific green growth
agricultural waste, hazardous waste, industrial concepts were not prominently mainstreamed into
sector waste, medical waste, and special waste such policies and strategies, global green growth best
as e-waste. practices were incorporated into the objective and
action levels.
Further operationalizing the five national green
growth objectives described in Chapter 1 and The five national green growth objectives are
assessed in Chapter 2, waste sector sub-objectives translated into 14 sector sub-objectives for Jordan’s
for each national objective were determined. These waste sector, as detailed in Table 3.
15 Waste Sector
Waste Sector Sub-Objectives and Action Selection

TABLE 3
Waste Sector Green Growth Sub-Objectives

National Green Waste Sector Green

Growth Objective Growth Sub-Objectives
Enhanced Natural a. Minimize the emission of pollutants (gaseous, liquid, and solid) through the final disposal
Capital of waste;
b. Ensure adequate collection and treatment of hazardous wastes to prevent environmental
contamination;
c. Reduce the adverse impacts of waste and landfills on the health of ecosystems.
Sustainable a. Support the development of SMEs and access to sustainable waste services across the
Economic Growth full waste value chain;
b. Increase private sector investment and innovation in all phases of the waste value chain,
including through domestic and foreign direct investment;
c. Promote awareness and behavior change in government, business, and society towards
circular economy through the waste sector;
d. Increase the government’s capacity to implement evidence-based policies and incentives
in the waste sector.
Social a. Increase the number of inclusive decent, green jobs in the waste sector;
Development and a. Enhance the rate of labor market formalization of the waste sector to enhance economic
Poverty Reduction inclusion and protection of workers.
Resource a. Mainstream the concepts of reduction in waste generation, recycling, and re-use in the
Efficiency governance of all waste streams;
b. Increase the amount of waste diverted from landfills toward recycling and re-use;
c. Promote inclusive innovation in technology and processes to leverage waste-to-resource
and waste-to-energy potential.
Climate Change a. Reduce greenhouse gas emissions from landfills and dumpsites, particularly methane gas
Adaptation and resulting from decomposed organic matter;
Mitigation b. Improve the resilience of waste management and treatment infrastructure to climate-
related disasters (such as floods).

Climate Action Priority. Climate action

– policies and investments which lead to
climate change adaptation and mitigation
– are key priorities for the Government
of Jordan. Actions which are noted to
contribute to the strategic objective of
“Climate Change Adaptation and Mitigation”
represent sectoral priorities that can also
be found in the NDC Action Plan and/
or the National Adaptation Plan61. These
documents, along with the GG-NAP, guide
the MoEnv in planning and implementing its
international climate change commitments,
for which it aims to achieve 14% overall
GHG emissions reductions by 2030, Jordan’s Nationally Determined Contribution
including 1.5% unconditional reduction

14% GHG emissions

against the baseline, with a 12.5% additional
reduction target being conditional
upon receiving financial and technical
support from international donors and reduction by 2030
development partners.
1.5% unconditional 12.5% conditional

61
These priorities have been developed for MoEnv with the support of NDC Partnership and GIZ programs in Jordan.
16 Green Growth National Action Plan 2021-2025

3.2 Translating Green Growth

Priorities into Actions
Taking into account the priorities of stakeholders, the ƒ Enabling Actions. These are considered to be any
gap analysis performed and the strategic planning actions that will enable stakeholders (government
exercises conducted, a prioritized list of investments and/or others) to be more prepared for future green
and enabling actions were identified and validated by growth policy or investment implementation. They
the MoEnv, MOLA and the GGGI. Ideas were solicited are policy, strategy, research, and capacity building-
through an open call for ideas with key government oriented in nature. They can be implemented through
and non-government stakeholders. Action proposals a mixture of donor and government support. Donors
were received and reviewed using a multi-level would typically support implementation on a grant
screening tool from which priority interventions basis through technical assistance funds. Each action
(policies, programs and investments) were selected description contains the detailed rationale and
presented at a national preliminary validation strategic orientation which will allow Action Leads to
workshop in December 2018. The findings of this develop funding proposals for these actions as priority
workshop revealed the preference by stakeholders to green growth programs.
prioritize those with:
ƒ Investment Actions. These are priority investment
ƒ Strong links to national green growth objectives; projects that support the achievement of national
ƒ High levels of innovation or novelty in concept; green growth objectives. Investments must be proven
ƒ Likelihood to attract private sector investment or feasible from a technical, financial, and environmental
develop the private market. standpoint. As such, they require proof of concept, a
business model showing that an attractive return on
Bilateral and small-group consultations were investment is possible.
conducted through 2019 to prioritize and formulate
the actions proposed by sector stakeholders. This For enabling actions that do not lead to an investment,
process included the assessment of feasibility, risks the estimated budget and status of financing of the
and alignment with government priorities as per the action are noted in the action description in Chapter
feedback received in 2018, which improved the depth 5 of the action plan. In these cases, the “No” box is
of analysis, input from private sector actors and local checked under the “Action Leads to Investment”
technical experts. The zero draft of the action plan was section of the action description. It is important to note
reviewed by an ad-hoc Waste Sector Green Growth that some technical assistance actions may lead to
Review Committee, hosted by MoEnv. Endorsement investment. However, for the purposes of this action
was received by sector leadership in the MoEnv and plan, all actions that do not include feasibility analysis
MOLA, and approval was received by the Cabinet of for a specific project or investment are assumed to not
Ministers in early 2020. lead to an investment.

For the purpose of this action plan, actions are

presented in three ways: as enabling actions, as an
investment, and as a combination of the two.

Estimated Budget for this Action

Financing Secured Yes No

Potential Source of Funding

Action Leads to Investment Yes No This action is an Investment opportunity

Estimated Investment Size

17 Waste Sector
Waste Sector Sub-Objectives and Action Selection

For many green growth investments, limited feasibility opportunities that have feasibility analysis completed
analysis is available. In these cases, the action includes and are considered ready for investment, the box “This
the development of the required analysis (feasibility action is an investment opportunity” is checked. In both
studies, technical assistance, etc.) directly related to cases an estimated budget for the implementation of
a potential or known investment opportunity. The the project/investment is given, based on the available
“Estimated Budget for this Action” is noted in the information (such as a feasibility study, consultation with
action description, and the “Yes” box is checked in the project designers, or best estimation). Table 4 shows the
“Action Leads to Investment.” In the case of investment types of actions found in the GG-NAP 2021-2025.

TABLE 4
Types of actions found in the GG-NAP 2021-2025

Action Type Description of Activities to be Implemented

Enabling Action Any action that will enable stakeholders (government and/or others) to be more prepared
for future green growth policy or investment implementation.

Activities, outputs, and milestones might include:

ƒ Policy analysis, recommendations, and reform

ƒ Capacity building programs, public campaigns that increase awareness among a set of key
stakeholders
ƒ Knowledge exchange and learning
ƒ Reforms to processes, procedures, and institutional setup
ƒ Technical studies and analysis
Investments Any action that will lead to investment in a specific project that will support the
achievement of one or more of the sector green growth sub-objectives.

For demonstration or pilot projects, activities, outputs, and milestones might include:

ƒ Investment analysis and preparation activities

ƒ Clarify the proof of concept (technical and financial aspects) of implementation of green
growth projects
ƒ Reform of specific policies or regulations required to attract investment
ƒ Develop service models and business plans
ƒ Inform replication or scale up

Investment-ready projects are considered ready for implementation between 2021 and
2025 based on available feasibility analysis.

Action Priority Level. Actions that were considered Sector review committees and green growth focal
low priority for green growth were not included in points at the relevant line ministries were asked to
the action plan, and action descriptions were not evaluate and validate the level of priority, and this
developed. From the numerous ideas received, a is noted in each action form presented in Section
limited number of detailed action descriptions were 4.4. Table 5 shows the prioritization criteria for
prepared and assessed according to the criteria below. GG‑NAP 2021-2025.
18 Green Growth National Action Plan 2021-2025

TABLE 5
Prioritization criteria for GG-NAP 2021-2025

Priority Level Description

Low Low-priority actions are those which do not meet the adjusted criteria after the Preliminary
Validation Workshop, meaning they:

ƒ Lack clear and substantial links to national green growth objectives

ƒ Lack innovation and do not demonstrate added value to existing sector objectives, as
outlined in national/sectoral policy documents
ƒ Cannot be reasonably implemented given the available resources or capacity at the
sector level in the 2021-2025 period

Low-priority actions have not been included in this action plan.

Medium Action which:

ƒ Positively contributes to at least one of the national green growth objectives and sector
sub-objectives
ƒ Adds value to existing sector objectives (as outlined in national/sectoral
policy documents)
High Action which meets all the “Medium” criteria, plus:

ƒ Encourages changes to the prevailing ‘business as usual’, triggering long-term, sustainable

green growth transformation
ƒ Impacts a large geographical area or segment of the population
Very High Action which meets all the “High” criteria, plus:

ƒ Considered a key milestone for future implementation of green growth actions,

i.e., enabling actions that lead to improved and quantifiable green growth policies
and investments
ƒ Has strong private sector orientation, interest and/or ownership
ƒ Resources have been identified for implementation (public, private, donor)
19 Waste Sector
Implementation Arrangements

4. Implementation
Arrangements

4.1 Action Implementation

Green Growth Implementation Principles. Successful Roles and Responsibilities. Green growth is a
implementation of this plan will require sector-level unique development approach that will require
policy and institutional reform measures. The goal of a high level of collaboration between national
these measures is to achieve: stakeholders, which has been called out as both
a key challenge and opportunity in the GG-NAP.
ƒ Greater strategic alignment and coherence among Most of the actions in this action plan require
existing plans and strategies; joint preparation and implementation across
ƒ Improved coordination between government institutions, stakeholders, and sectors. The private
institutions and stakeholders; sector, civil society actors, and government
ƒ More meaningful and frequent engagement of agencies – such as the MOLA, GAM, municipal
private sector, NGOs, and other non-government waste management authorities, MoEnv and many
actors; more – are included as action implementation
ƒ Stronger investment and strategic planning leads and support. Donors, development agencies
systems and processes, leading to stronger return and local NGOs are needed to provide financial
on investments made in national development and support, technical expertise and knowledge of
economic growth; local needs and context. Table 6 shows the roles
ƒ Technical capacity development within government and responsibilities of various stakeholders for
institutions. green growth implementation in Jordan.
20 Green Growth National Action Plan 2021-2025

TABLE 6
Roles and Responsibilities of Various Stakeholders for Green Growth
Implementation in Jordan

Stakeholder Roles and Responsibilities

Action Lead ƒ Ensuring the action is successfully implemented within the planned time frame. This
may include additional preparatory actions such as further consultations, resource
mobilization (identifying potential donors, writing funding proposals, preparing project
documents), coordinating stakeholders, and facilitating implementation (disbursing
funding, etc.).
ƒ Provide progress status reports as needed to the relevant focal ministry for monitoring
and evaluation (M&E) purposes.
ƒ For investments, the Action Lead is the project owner.

Action Support ƒ Support the Action Lead by providing technical feedback, in-kind or financial support,
drafting and ideation support, and other collaborations during all phases of action
planning and implementation.

Sector Green Action Implementation

Growth Focal ƒ Serve as focal point for communications and reporting on sector action plan
Points at the implementation progress
MOLA ƒ Support action implementation by supporting Action Leads with resource mobilization,
coordination, data collection, etc.
ƒ Ensure the policy/regulatory environment supports action implementation (with donor
support if required).

Mainstreaming
ƒ Support mainstreaming activities and approaches that support green growth
implementation into sector-level policies and investments.
ƒ Serve as technical advisor to line ministry leadership on an ad-hoc basis (especially
Secretary General sitting on the Higher Steering Committee for Green Growth).
ƒ Facilitate partnerships with private sector and civil society institutions to support green
growth planning and implementation.

Monitoring/Reporting
ƒ Provide quarterly status updates on the implementation of the action plan to MoEnv,
Green Economy Unit (noting any challenges and requesting any needed support).

Ministry of Green Economy Unit

Environment ƒ Work closely with Action Leads to provide policy analysis (undertaking policy review,
(MoEnv) cost-benefit analysis, supporting pre-feasibility analysis, conducting consultations to
change policies or regulation) as needed to support implementation.
ƒ Guide Jordan’s green growth planning and implementation activities and facilitating
collaboration amongst all stakeholders.
ƒ Support line ministries with cross-sector coordination to support project design and
implementation.

Technical Units
ƒ Multiple directorates working on cross-cutting green growth agendas (climate change,
biodiversity and natural resources, and waste regulation) support line ministries with
cross-sector coordination to support project design and implementation.

Policies Unit
ƒ Support with resource mobilization and partnerships.

Higher Steering Committee for Green Economy (composed of Secretaries-General of each

of the key line ministries)
ƒ Responsible for reviewing and approving a results report on a bi-annual basis, and for
submitting this to the Prime Ministry.

Green Growth Technical Committee (composed of technical level focal points)

ƒ Responsible for supporting action plan preparation and for reviewing and addressing
implementation gaps and challenges on an ad hoc basis.
21 Waste Sector
Implementation Arrangements

Stakeholder Roles and Responsibilities

Ministry of Evaluation and Institutional Development Unit

Planning and ƒ Reporting against the Jordan Vision 2025 and annual Executive Development Programs,
International economic growth and investment planning, and sustainable development planning.
Cooperation ƒ Ensure mainstreaming of green growth into the next national development plan (post-
2025) and other cross-cutting national plans (Jordan Response Plan, Jordan Economic
(MOPIC)
Growth Plan, etc.).

Directorate for International Cooperation

ƒ Coordinate with donors to link national priorities (projects and programs) with
development assistance (grants, loans, public-private partnerships, etc.).

Department of Statistics (DOS)

ƒ Collect data to report against KPIs.

Higher National Committee for Sustainable Development

ƒ Provide guidance and follows up on all decisions, priorities and recommendations related
to the 2030 Agenda.

Prime Ministry Public-Private Partnerships Unit

ƒ Determine which actions (or which components) are suitable and priority for developing
public-private partnerships. Special emphasis is given to those investments that require
strong government oversight, or where ability to generate revenues is weak in the initial
payback period.
ƒ Review and approve of implementation progress reports.

Progress Unit
ƒ Review and approve of progress reports against the Executive Development Plan and
other national and sector-level plans, strategies, and projects.

Ministry of Finance ƒ Determine what level of contribution the government can make to action implementation
(MoF) at the sector level.

Jordan Investment ƒ Coordinate with the line ministries to develop relevant actions into investment proposals
Commission and promote the projects to potential foreign investors.
ƒ Facilitate foreign direct investment to achieve green growth implementation.

NGOs ƒ Support future action formulation by providing local context and technical expertise as
needed.
ƒ May be responsible for implementing actions in coordination with government or
private sector.

Private sector Private sector associations

ƒ Support the development of market assessments/analysis to formulate better business
models or revenue models for investment actions.
ƒ Participate in regular public-private dialogue to identify gaps in regulatory environment
or other barriers to investment and suggest solutions.

Investors
ƒ Provide feedback on project proposals and potentially invest in actions by providing
grants, loans, or equity finance.
22 Green Growth National Action Plan 2021-2025

Coordination. Weak coordination between through PPP. These will require cost-benefit-analysis
stakeholders is a green growth implementation barrier and investment planning in advance of implementation.
affecting all sectors and threatening the sustainability Project implementers will work directly with MoF to
of green growth interventions. This fact has been well- ensure that the necessary investment conditions can
documented in the Jordan Vision 2025, the Jordan be reached.
Economic Growth Plan 2018-2022, the National
Green Growth Plan, and through the consultation Capacity building and Institutional Development.
process for the development of this plan. To encourage The mainstreaming of green growth planning and
greater future coordination and collaboration implementation at the sector level will require
between sectors and institutions (public and private) continuous learning through capacity building and
all stakeholders must commit to developing a culture institutional development. The green growth analysis,
of knowledge exchange, innovation, sharing, and objectives, implementation actions and results
collaboration. The government can play a leading role framework can be strategically mainstreamed at
on the establishment of this culture through: the sector level during sectoral planning exercises.
Continuous development of the concept and its
ƒ Consolidating governance bodies where overlap ramifications on sectoral development is needed for
exists, removing duplicate committees or technical- and management-level government staff.
governance units for the same issues; MoEnv will aim to play an increasing role in supporting
ƒ Upholding the highest standards of transparency capacity building and institutional development with
and knowledge exchange, committing to sharing its partner ministries in the area of green growth and
information as needed and following standard climate change.
procedure for policy and project development;
ƒ Hosting regular, inclusive sector-level donor and Monitoring and Evaluation. Several donor-funded
development partner consultations, and more actions are included in the action plan, each with
frequent public-private-civil society dialogues on specific logic models and corresponding performance
key policies and investments; indicators as part of standard donor requirements.
ƒ Conducting more public outreach and awareness These will refer to and align with the overall results
of government successes and lessons learned. framework for the GG-NAP. Whenever possible,
common indicators will be used to increase alignment
Financing Implementation. An estimated budget and reporting schedules will be synchronized with
for implementation of each action is included in the GoJ’s fiscal year. Ongoing monitoring of the
each action description in Chapter 5. This estimate performance of individual sector actions will be the
is considered a starting point for detailed action responsibility of the line ministry for the sector, as
planning. In some cases, implementation can be below, in coordination with the identified action
achieved at a lower cost, while others can be “owner”. Sector leads and the appropriate Action Leads
bundled with other programs/initiatives. The specific will communicate any issues uncovered as part of their
components of these programs and projects will ongoing performance monitoring with MoEnv’s Green
likely differ during implementation. Line ministries Economy Unit.
implementing sectoral action plans are responsible
for identifying the financial resources required for Implementation Tracking. Implementation will be
green growth action implementation, including using tracked jointly by the Green Economy Unit at the
public budget where available and with sector donors. MoEnv, the relevant monitoring focal point at the
As implementation facilitators, MoEnv and MOPIC sector ministerial level, and the Evaluation and
will support identification of off-budget resources Institutional Development Unit at MOPIC. Key roles
for implementation to support SDG achievement and and responsibilities of all stakeholders responsible for
NDC implementation. pushing implementation are outlined below. Efforts
will be taken within the first year to ensure sector-
Official development assistance and climate finance level commitment to implementation. MOPIC and
are two sources of international finance that can MoEnv will work with action leads to ensure sufficient
be applied to green growth implementation. While access to financial and technical assistance for
technical assistance programs and demonstration/ implementation.
pilot projects may be easily financed by donors
on a grant basis, investment in projects is a more Communications. MoEnv will work to ensure effective
resource intensive process. Infrastructure projects communication across government institutions about
typically require substantial up-front costs, which the status of implementation of the GG-NAP. Projects
tend to be financed with debt under long payback that contribute to green growth will be entered into
periods. Consequently, most of these investments the Green Growth Tracking System developed by
will be owned either by the government or large MoEnv, and the Ministry commits to ensuring regular
institutional investors or a mixture of ownership updates on implementation.
23 Waste Sector
Implementation Arrangements

4.2 Future Planning and the next

phase (post-2025)
Sectoral Planning. Sector decision makers at the the experience of developing this first action plan. The
relevant line ministry and the MoEnv will seek to preparations for this shall begin in the fourth quarter
continuously support green growth mainstreaming of 2024, with ample time for consultation and review
at the sector level. This means using the objectives of lessons learned in Phase I. The implementation
outlined in the action plan to guide implementation of period for Phase II is expected to be 2026-2030, and,
sectoral policies and investments. Further, MoEnv will as such, will be closely aligned with the Sustainable
work with MOPIC to continuously seek to find and Development (2030) Agenda and the NDC. Green
feature green growth actions under implementation growth action planning for Phase II can also be aligned
in Jordan. Many existing or future actions that do not with the next long-term national development plan
appear in the GG-NAP can still be considered green developed by MOPIC, the follow-up to the Jordan
growth actions, and their impacts will be accounted for Vision 2025. For this process, MoEnv and MOPIC will
in green growth reporting. Lessons learned from these work together to undertake consultations at the sector
projects and programs will be compiled and reflected level, provide capacity building and strategic visioning
into the design of future projects and programs. workshops, and support green growth action ideation
and formulation. Advance consultation with donors to
Phase II Green Growth Action Planning. Action the extent possible, and identification of public budget
planning in the next phase will be less complex given for green growth implementation, is needed.
24 Green Growth National Action Plan 2021-2025

5. Waste Sector Green

Growth Actions
2021‑2025
The following 16 priority actions have been identified ƒ Increasing diversion of waste away from
for implementation in the 2021-2025 period. These landfills, through the reduce, recycle and reuse
interventions are estimated to cost USD 248,250,000, approach.
and include: ƒ Building a ‘virtuous cycle’ a sustainable
business model which offsets the cost on
ƒ 7 investment preparation and demonstration waste management for urban areas.
actions. These projects are at various levels of ƒ Encouraging private sector investment and
readiness: some require feasibility analysis, while job creation in the circular economy through
others are investment-ready. Many are suitable innovation, market development and public-
candidates for PPP or direct private sector private dialogue.
investment, and others are opportunities to leverage ƒ Mainstreaming critical waste streams into
climate finance. sector priorities, including construction and
demolition waste, e-waste, hazardous waste.
ƒ 9 enabling policy and institutional reform actions.
Given current gaps in available fiscal resources, Table 7 shows the agriculture sector green growth
these actions intend to attract investment by actions and can be used by action owners to begin
addressing policy barriers and capacity gaps that project proposal formulation for the purpose of
lead to higher costs, risk levels or uncertainty in mobilizing public budget or external grants, loans
decision making. These include programs to support or other financial support for implementation. It is
innovation, institutional reform and coordination. understood that detailed implementation approach,
outputs, timeline, budget, and stakeholders may
Implementation of these actions will contribute to the change depending on the source of finance during
Waste Sector Green Growth Sub-Objective as well as in: the process of implementation.
25 Waste Sector
Waste Sector Green Growth Actions 2021-2025

TABLE 7
Waste Sector Green Growth Actions 2021-2025
Relevant Green Growth Objectives

Implementation Cost

Social Development

Resource Efficiency
Economic Growth
Enhanced Natural
Total Estimated

Climate change
Mitigation and
and Poverty
Action Title

Sustainable

Adaptation
Reduction
Capital
Page #

(USD)
#

Review and update the National Strategy 26 1,500,000

and Action Plan for Municipal Solid Waste
WS01

(NSAP) 2015-2034 to integrate non-municipal x x

solid waste and elaborate integrated waste
management approaches
Enhance the financial management and strategic 28 600,000
WS02

planning capacity of municipal waste x x x

management authorities
Introduce a policy dialogue platform for 30 1,000,000
WS03

implementing extended producer responsibility in x x

the waste sector
Establish a national center for excellence on waste 32 15,000,000
WS04

management and circular economy to promote

x x x
innovation, training, R&D, investment and
policy work
Design and implement a national awareness 34 10,000,000
WS05

campaign about circular economy and waste x x

management
Enhance the financial viability of SMEs in 36 5,000,000
WS06

the waste sector through targeted business x x

development support
Conduct market assessment and feasibility 38 14,500,00
WS07

study to identify potential projects and programs

x x x x x
to divert organic waste from municipal solid
waste streams
Develop and implement a Master Plan for 41 35,000,000
WS08

National Hazardous Waste Management and the x x x

rehabilitation of Swaqa Hazardous Waste Landfill
Develop and implement a national policy and 43 3,000,000
WS09

regulations for the management construction and x x x

demolition waste
Implement a pilot extended producer 45 33,300,00
WS10

responsibility program for e-waste x x x x

Implement program for waste tire disposal 47 22,850,00

WS11

and reuse x x x x

Develop a joint public-private roadmap to 49 3,000,000

WS12

transition to reduce the use of single use plastics x x x

at the household and commercial levels
Develop a baseline study and roadmap to 51 1,000,000
WS13

transition toward green jobs in the waste sector x

Establish a national upcycling hub nearby 53 16,500,000

WS14

appropriate waste management infrastructure x x

Develop municipal solid waste insfrastructure to 55 81,000,000

WS15

prmote recycling and the use of sanitary landfills x x

Implement a comprehensive national cleanup 58 5,000,000

WS16

campaign for solid waste littering x x x

26 Green Growth National Action Plan 2021-2025

WS01
Review and update National Strategy and Action Plan for Municipal Solid Waste (NSAP)
Management 2015-2034 to integrate non- Municipal Solid Waste and elaborate integrated
waste management approaches

Description

The current situation that combines high rates of waste generation with limited disposal options results in over 90%
of all waste landing up in unsanitary landfills and dumpsites across the country. Waste leachate is not captured and
ends up seeping into the soil, contaminating the groundwater. Uncovered landfills also harbor pests that spread
diseases, posing threats to public health and general wellbeing. As the population grows, waste generation is
expected to increase by 3% per annum, including MSW and hazardous waste. As of 2020, the Parliament has made
progress toward ratifying the Waste Management Framework Law. The Law would substantially reform the ways in
which waste is managed across the kingdom, enabling the government to clarify and strengthen the national waste
management approach and implementation framework, while also embedding the concepts of waste avoidance,
sorting at source, circular economy, sustainable consumption and production, and, ultimately, green growth. NSAP
2015-2034 does not address the management of non-municipal waste streams and does not identify or address
serious coordination gaps between government and non-government stakeholders in the waste management sector.

The purpose of this action is to bring together the various stakeholders across the waste value chain of
the primary SW streams, to set targets for their management, and explore avenues for increased efficiency
and collaboration. By law, MOLA is responsible for overseeing the implementation of its strategy, but with the
ratification of the Framework Law, and considering that MOLA will update its strategy soon, it will be increasingly
important for MoEnv and other key stakeholders to join in comprehensive waste management planning and
implementation. This action will result in the update of policies and strategies related to specific SW streams
which are not considered MSW through a comprehensive national strategy to deal with these.

Action ƒ Undertake a strategic environmental assessment (SEA) for 2015-2034 NSAP.

Objectives ƒ Undertake a review and update of the NSAP, which should:
ƒ Address and incorporate the recommendations from the SEA prepared for the strategy;
ƒ Mainstream Jordan’s green growth objectives for the waste sector;
ƒ Following participatory approaches, develop and incorporate an addendum to the
strategy targeting the management of other non MSW streams;
ƒ Improve coordination on waste management across public and private sector entities.

Implementation ƒ Establishment of a national multi-stakeholder steering committee on waste management

Milestones involving the private sector, NGOs, academia, and government, made operational to
contribute to the development of SEA and to support the design and implementation of the
new strategy and vision.
ƒ Undertaking of SEA for the NSAP, which should also deliver:
ƒ Development of a stakeholders’ analysis and engagement plan, following participatory
approaches;
ƒ Brief description of current baseline conditions related to waste management in Jordan,
including municipal and non-municipal waste;
ƒ Building a geo-database of all waste transfer and disposal facilities with geo-fencing
showing the coverage of service areas for each municipality and service council;
ƒ Comprehensive analysis of anticipated strategic environmental, social, and economic
impacts from NSAP.
ƒ One set of recommendations for the revision and updating of NSAP 2015-2034.
ƒ One set of recommendations on capacity development.
ƒ Establishment of a sectoral communication and collaboration framework.
ƒ One waste sector policy, planning, and implementation agenda to compliment the
implementation of the National MSWM Strategy and Action Plan. This, specifically, would
cover hazardous waste and other special waste streams not covered in the MOLA’s strategy.
ƒ One National Waste Management Law translated into a national vision and strategy
for comprehensive waste management, incorporating various waste streams that
require attention.
27 Waste Sector
Waste Sector Green Growth Actions 2021-2025

Implementation ƒ One roadmap developed towards achieving a vision for holistic municipal and non-municipal
Milestones waste management, establishing clear roles for various key stakeholders as well as timelines
for achieving milestones.
ƒ Scheduling of regular meetings to update on progress and challenges, as well as provision of
a platform for collaboration and discussion of new opportunities.

Relevant ƒ Economic growth and sustainability: Increase the government’s capacity to implement
Green Growth evidence-based policies and incentives in the waste sector.
Objectives ƒ Climate change adaptation and mitigation: Improve the resilience of waste management
and treatment infrastructure to climate-related disasters (such as floods).

Estimated Implementation Period

Start Year — 2021 End Year — 2023

Location(s) Countrywide Other key Government of Germany,

partners USAID, EU, Private
Implementing Lead MOLA investors, Development
Stakeholders Support MoEnv, MPWH, Ministry of Health partners, NGOs,
(MoH), Ministry of Agriculture (MoAg), Ministry Jordan Environmental
of Industry and Trade & Supply, Ministry of Association (JEA)
Interior (MoI) Estimated USD 1,500,000
Budget for this
Action

Financing Yes Potential Source Unidentified

Secured No of Funding
Action leads to Yes Estimated -
investment No Investment Size
This action is an Investment
opportunity

Level of Priority Readiness for Implementation

Very High High Medium 1 2 3 4 5
ƒ MOLA intends to update its strategy on a rolling basis (roughly every 5 years) and is already considering how it
can and should be updated.

Implementation ƒ Multiple forms of stakeholder engagement to be employed in order to obtain adequate

Risk Mitigation stakeholder inputs and acceptance of the strategy and roadmap.
Measures ƒ Document and publicize the benefits of an effective and comprehensive waste management
strategy, to secure financing for its implementation.
ƒ Mainstream SEA as an effective environmental and social safeguard tool, as well as an
effective tool for informed planning and decision making at the policy, strategy, and
program levels.
28 Green Growth National Action Plan 2021-2025

WS02
Enhance the financial management and strategic planning capacity of municipal waste
management authorities

Description

While collection rates for municipal waste are high across Jordan, there is inadequate management of all waste
streams, which limits the services’ sustainability. Generally, waste management authorities lack regular sorting-at-
source programs. Segregation at source has an immense potential in reducing the costs of waste management across
municipalities. Municipal staff are responsible for developing plans, incentive schemes and programs, ensuring
proper enforcement of regulations and improving public awareness.

One of the greatest challenges for MSWM is sustainability of finance, due in large part to very low-cost recovery
rates for municipalities. This must be addressed to ensure there are enough resources to provide waste services.
The need for capacity development to improve cost recovery through effective tariff setting and collection, as
well as planning and coordination for financially viable waste management, was highlighted in the United Nations
Environment Programme (UNEP) report of 2011. Enhancing the technical capacity of public officials in waste
management enables them to better oversee and plan for the infrastructure requirements necessary to keep up with
waste volumes and types. Through this action, the capacity of waste management municipal teams will be enhanced,
to enable effective operations and maintenance of the waste collection, management, and disposal processes, as well
as infrastructure. Furthermore, municipal teams will also be trained to design and manage PPPs for the provision and
operation of key infrastructure for waste management.

This action will also support the ongoing joint initiative between the MoEnv and DOS, with support from the
EU, for the development of the National Monitoring Information System for MSW, which will collect and share
data on MSW across the country, providing an evidence base for tariff setting and policy planning.

Action ƒ Improve capacity among municipalities to plan and operate local waste management
Objectives services, including the capacity to enable effective PPPs for the provision and operation of
key infrastructure for waste management.
ƒ Improve information management and sharing mechanisms across sector.
ƒ Enhance coverage, quality, and range of municipal waste services across the country.
ƒ Reduce the costs of waste management and collection on municipalities and stimulate
cost recovery.
ƒ Increase the volume and percentage of SW diverted from landfills.

Implementation ƒ Conduction of training on financial and operational aspects of waste collection services in
Milestones the municipalities for municipal officials. This includes the following sub-milestones:
ƒ Completion of one training needs assessment study to guide the development of the
training program.
ƒ Compilation of technical inputs, with substantial collaboration from in-house experts to
ensure the training provided is relevant to the Jordanian context.
ƒ Training program developed, institutionalized, and implemented to address the training
needs previously identified. This should include, but is not necessarily limited to, training
on development and implementation of strategic plans, SEA, business models, and on
managing and engaging with informal and formal SMEs in waste management facilities.
ƒ Establishment of unit on financial management in the municipal waste system with the
CVDB.
ƒ Establishment of a facility to finance projects, improving the environmental performance of
the waste value chain.
ƒ Formalization of collaborative links between SMEs providing waste segregation and
material reuse services.
29 Waste Sector
Waste Sector Green Growth Actions 2021-2025

Relevant ƒ Economic growth and sustainability: Increase the government’s capacity to implement
Green Growth evidence-based policies and incentives in the waste sector.
Objectives ƒ Resource efficiency: Increase the amount of waste diverted from landfills toward recycling
and re-use.
ƒ Climate change adaptation and mitigation: Improve the resilience of waste management
and treatment infrastructure to climate-related disasters (such as floods).

Estimated Implementation Period

Start Year — 2022 End Year — 2024

Location(s) Irbid, to be expanded to Other key Global Affairs Canada, Federation of Canadian
other municipalities partners Municipalities
Implementing Lead MOLA Estimated USD 600,000 which can be distributed as follow:
Stakeholders Support Private sector Budget for this ƒ USD 150,000 – Consultancy fees to undertake
companies, financial Action a training needs assessment, to develop
institutions including complete training contents and train the first
CVDB, MoEnv, CBOs batch of local trainers, as well as to develop
a set of recommendations for programme
sustainability and institutionalization;
ƒ USD 150,000 – Local training costs (to be co-
financed with participating municipalities);
ƒ USD 200,000 – Initial support costs for SMEs
to develop the required reporting systems to
take on government contracts;
ƒ USD 100,000 to support the establishment
of Unit on financial management in the
municipal waste system and of the Facility to
finance projects.

Financing Yes Potential Source -

Secured No of Funding
Action leads to Yes Estimated -
investment No Investment Size
This action is an Investment
opportunity

Level of Priority Readiness for Implementation

Very High High Medium 1 2 3 4 5
ƒ A program to improve the capacity of municipal authorities is currently under implementation by the Federation
of Canadian Municipalities (with the support of Canada) from which lessons can be learned.

Implementation ƒ Develop a training program in discussion with interested municipalities to ensure relevance
Risk Mitigation and appropriateness of training (scope and level).
Measures ƒ Encourage co-financing of training from municipalities to promote financial sustainability of
the program.
30 Green Growth National Action Plan 2021-2025

WS03
Introduce a policy dialogue platform for implementing extended producer responsibility in
the waste sector

Description

While the need for waste producers to shoulder the responsibility for treatment and disposal is covered in the new
strategy, there is no institutional mechanism to implement such a requirement. This dialogue platform brings the
enforcers of the new law together with the affected companies to ensure compliance and collaboration. The dialogue
platform would enable the government to enhance EPR knowledge transfer and exchange with major producers of
waste to develop innovative and cost-effective solutions to the problem of increasing SW’s volume. This dialogue
platform aims to achieve 2 direct outcomes:

ƒ Collaborative effort between the government and private sector to ensure compliance with the EPR clause in
the new Law, requiring major polluters to bear responsibility for appropriate containment and disposal of waste.
ƒ Introduction of global best practices in EPR/Corporate social responsibility (CSR), such as packaging buyback,
repair workshops, post-consumer item reuse, etc., contextualized to the opportunities and requirements of the
Jordanian regulatory environment.

It also provides a co-benefit: encouraging companies to develop products with less packaging and more reusable
materials and parts, hence reducing the burden on waste management further downstream. Through continually
improving standards of waste minimization, the EPR requirements can be expanded over time, saving costs on waste
management. An association has been established, and international companies have agreed to implement the ERP
system on a voluntary basis, including Nestle, Dow, Pepsi, Coca-Cola, Proctor and Gamble, among others.

Action ƒ Improve understanding of the opportunities and challenges of operationalizing EPR within
Objectives the Jordanian context.
ƒ Enhance and maintain dialogue and coordination between private and public sectors for the
development of a pathway towards EPR implementation.
ƒ Enhance knowledge of EPR operationalization and benefits in Jordan among public and
private sector.

Implementation ƒ Establishment of an EPR Implementation Task Force, with formal involvement of major
Milestones commercial waste generators, beginning with international companies.
ƒ Carry out a study on the potentials, impact and implication for businesses of EPR’s
implementation as per current regulations completed. This study should identify and
address gaps in the EPR system, proposed under the National SW Law currently under
review in Parliament. It should also include a comprehensive geo-database of all major waste
producers, as well as the characteristics of waste produced by those producers.
ƒ Open and transparent dialogue initiated and maintained between national waste
management authorities and large waste generators (local and international) on the topic
of EPR.
ƒ Piloting of EPR schemes with major waste producers, demonstrating global best practices
with required localization in waste collection/buyback schemes, material sorting and reuse,
waste treatment and disposal.
ƒ Compilation of guidance notes to enable replication of EPR schemes.
ƒ EPR awareness program developed and implemented.
ƒ Adoption of regulations and policies developed by the task force and negotiated with the
stakeholders, in preparation for EPR’s country-wide implementation by 2025.
31 Waste Sector
Waste Sector Green Growth Actions 2021-2025

Relevant ƒ Economic growth and sustainability: Promote awareness and behavior change in the
Green Growth government, businesses, and society towards circular economy through the waste sector.
Objectives
ƒ Resource efficiency: Mainstream the concepts of reduction in waste generation, recycling,
and re-use in the governance of all waste streams.

Estimated Implementation Period

Start Year — 2021 End Year — 2024

Location(s) Countrywide Other key Business networks, associations

partners
Implementing Lead MoEnv, Ministry Estimated Total of USD 1,000,000 disaggregated as follow:
Stakeholders of Industry, Trade and Budget for this ƒ USD 300,000 for the study of potentials,
Supply (joint leadership) Action impacts, and implications from EPR on
Support Private sector businesses, including the development of a
companies, Research comprehensive geo-database on major waste
institutions, MOLA, producers and waste characteristics across
GAM and ASEZA Jordan;
ƒ USD 100,000 for the establishment of a Task
Force, meetings and for the implementation of
the dialogue;
ƒ USD 200,000 for the development and
implementation of an awareness programme
and materials;
ƒ USD 400,000 for piloting/demonstrating EPR
schemes with selected major waste producers.

Financing Yes Potential Source GIZ, EU

Secured No of Funding
Action leads to Yes Estimated -
investment No Investment Size
This action is an Investment
opportunity

Level of Priority Readiness for Implementation

Very High High Medium 1 2 3 4 5
ƒ Extensive efforts are ongoing with Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ), in
partnership with the MoEnv, to engage the industry in discussions on the topic of EPR, and a stronger
understanding of the challenges and opportunities is emerging.

Implementation ƒ Widely communicate EPR good practices and their respective benefits (economical,
Risk Mitigation environmental, and social), including providing technical support for companies planning to
Measures implement EPR practices.
ƒ Engage with businesses with the understanding that EPR will be increasingly required as a
policy approach, with the possibility of introducing incentives to early adopters, encouraging
companies to adopt EPR policies.
ƒ Engage other related governmental stakeholders, including the Ministry of Trade and
Industries, the Investment Commission, ASEZA, GAM, etc., to ensure incorporation of
all related outcomes in respective national policies and programmes, and to gain support
to EPR.
32 Green Growth National Action Plan 2021-2025

WS04
Establish a national center for excellence on waste management and circular economy to
promote innovation, training, R&D, investment and policy work

Description

The waste sector has been supported through numerous development projects and other external technical inputs.
However, there is no dedicated institution promoting R&D, or the integration of innovation to the waste sector.
Particularly, as the waste stream becomes increasingly complex, the waste sector needs to leverage existing and new
technologies to manage waste materials to ensure environmental impact is kept to a minimum.

This institution will be led by key research institutions in the country (i.e. universities, Royal Scientific Society (RSS),
etc.) with proper level of governmental support, to help stimulate the sector’s transformation. It can further serve as
a disseminator of knowledge, through training courses, webinars, and other information-exchange platforms, with
the potential to catalyze technical collaborations between the public and private sector. Prior to the establishment
of such a center, a sector-wide dialogue should be launched as to set the institutionalization process of the proposed
sector while identifying potential members/partners. This can also be promoted as a business opportunity if such a
central is accredited from an international accreditation body thus to provide training within the region (Middle East
and North Africa).

Action ƒ Enhance continuity in waste management knowledge.

Objectives ƒ Improve access to waste data and applicable technologies.
ƒ Encourage and support innovation, and introduce locally relevant technological solutions for
waste management.

Implementation ƒ A ‘one-stop shop’ independent advocacy body established and operationalized to conduct
Milestones research and provide recommendations for developing more robust recycling and circular
economy programs in the waste sector.
ƒ Establishment of research programs on waste management technology within the advocacy
body, and in collaboration with key universities and research institutions in Jordan.
ƒ Research findings and technologies advertised on government, industry, and university
websites to promote their application.
ƒ Establishment of a comprehensive database on waste management, with data compiled
consistently across governorates and shared openly.
ƒ Development of collaborations with the industry (public and private) to explore the reuse
and recycling of materials in waste to resource applications.
ƒ Development of curricula on waste management for university students, to incorporate best
international practices and to promote innovation.
ƒ One road map for sustainability and business development, in order to maintain and grow
the ‘one-stop shop’ independent advocacy body.

Relevant ƒ Economic growth and sustainability: Increase the government’s capacity to implement
Green Growth evidence-based policies and incentives in the waste sector.
Objectives
ƒ Resource efficiency: Promote innovation in technology and processes to leverage waste-to-
resource and waste-to-energy potential.
ƒ Climate change adaptation and mitigation: Improve the resilience of waste management
and treatment infrastructure to climate-related disasters (such as floods).

Estimated Implementation Period

Start Year — 2023 End Year — 2025
33 Waste Sector
Waste Sector Green Growth Actions 2021-2025

Location(s) Amman Other key International organizations and

partners accreditation authorities, donors
Implementing Lead RSS, Universities, Research Estimated USD 5,000,000
Stakeholders Institutions Budget for this
Support Ministry of Industry and Trade Action
& Supply, MOLA, NGOs, Ministry of
Higher Education & Scientific Research,
Ministry of Planning & International
Cooperation

Financing Yes Potential Source Unidentified

Secured No of Funding
Action leads to Yes Estimated USD 10,000,000
investment No Investment Size (Assuming over a period of five years, following
This action is an action implementation. Investments are
expected from the private sector’s demand
Investment opportunity
for consultancy and training services, from
research funding and from selling the services
of accredited regional training programs).

Level of Priority Readiness for Implementation

Very High High Medium 1 2 3 4 5

Implementation ƒ Regularly disseminate research findings and industry collaborations to relevant ministries, in
Risk Mitigation order to inform the policy making process.
Measures ƒ Communicate research achievements and potential for enhancement of waste management,
including job creation and SME development, to stimulate donor and investor funding for
wider applications.
ƒ Development of a business development and sustainability plan, along with a marketing
plan to ensure sustainability and growth of the established advocacy body, as well as to raise
funds for innovation research.
34 Green Growth National Action Plan 2021-2025

WS05
Design and implement a national behavior change campaign about circular economy and
waste management

Description

The main priorities of the waste strategy comprise improving the system responsible for the transfer and disposal
of waste in Central and Northern governorates, enhancing the well-being and socio-economic status of informal
waste pickers at dumpsites, and raising the general public’s awareness on issues related to SW management. The
strategy also highlights the needs for revisiting existing reuse, recycling, recovery, and landfill diversion targets so as
to facilitate the shift towards a lifecycle-oriented circular economy, which aims to incorporate all residual waste in a
closed-loop system, bringing the waste output close to zero.

There are several aspects of the current waste management processes that are untenable. First and foremost is
the lack of systematic waste sorting and recycling. With the growing population, Jordan’s waste volumes are set to
increase. Current landfills and dumpsites are unable to accommodate growing amounts of waste each year. This will
inevitably result in the proliferation of unofficial dumpsites or on an increase of illegal dumping, mostly around urban
areas where most of the waste is generated. Uncontained, unmanaged waste results in environmental pollution,
degrades the living environment and gives rise to significant public health risks. Other challenges in the waste sector,
such as the lack of sanitary landfills and waste treatment facilities, further exacerbate pollution from waste disposal.
The government intends to mitigate the waste sector’s environmental impact through the development of a system
for sorting, reusing, and recycling of waste. One key step towards this goal is raising awareness and engaging the
general public in waste sorting at the source. In addition, other initiatives such as banning plastic bags and other
solutions that are implemented at the citizen level in similar countries and economic contexts, can be explored.

The purpose of this action is to increase awareness among different social groups about the need to address
individual waste management behaviors, including waste separation at the source. Targets for these efforts will
be transversal to all parts of society, including within schools and universities, corporations, the public sector, and
in major social areas such as malls, markets, restaurants, etc. The need for increasing public officials’ capacity for
effective collection, treatment, and disposal of waste is balanced by the importance of sensitizing the public to the
need for waste reduction and prohibition of littering and illegal dumping.

Action ƒ Stimulate and promote Jordanians’ behavioral change with respect to responsible waste
Objectives generation and handling (waste reduction, source sorting, and prohibiting littering) through
outreach and social marketing.
ƒ Promote the culture of waste separation at the source, facilitate recycling and composting,
and eventually accomplish a reduction of the volume of waste sent to landfills in multiple
Jordanian neighborhoods with different socio-economic characteristics.

Implementation ƒ Social marketing program developed and launched across conventional and social media
Milestones covering issues including waste minimization, waste segregation, recycling, and the role
individuals play in sustainable waste management. This milestone should include the
implementation of an: Annual Waste Campaign, to be conducted in schools, shopping malls,
markets, government offices, etc., aiming to engage the civil society in waste reduction,
sorting/recycling, and proper disposal.
ƒ Development and introduction of a school and university student’s awareness-raising
program on domestic waste management, to be implemented at public and private schools.
ƒ Corporate commitments to promote circularity in commercial processes obtained
and monitored.
ƒ Infrastructure for waste segregation at source and for improved handling of waste is
developed and provided in at least 50 social hubs (universities, schools, hospitals, markets,
etc.) across all governorates in the kingdom.
ƒ Annual monitoring and evaluation report to gauge progress against set targets.
35 Waste Sector
Waste Sector Green Growth Actions 2021-2025

Relevant ƒ Economic growth and sustainability – Promote awareness and behavior change in
Green Growth government, business, and society towards circular economy through the waste sector.
Objectives ƒ Resource efficiency – Increase the amount of waste diverted from landfills toward recycling
and re-use.

Estimated Implementation Period

Start Year — 2021 End Year — 2024

Location(s) Countrywide Other key Ministry of Education,

partners Ministry of Industry and
Implementing Lead MoEnv, MoLA, GAM, ASEZA, PDTRA Trade & Supply
Stakeholders Support Ministry of Health, environmental Estimated USD 10,000,000
NGOs Budget for this
Action

Financing Yes Potential Source Unidentified

Secured No of Funding
Action leads to Yes Estimated -
investment No Investment Size
This action is an Investment
opportunity

Level of Priority Readiness for Implementation

Very High High Medium 1 2 3 4 5

Implementation ƒ Ensure campaign messaging is consistent and factually sound by launching a campaign within
Risk Mitigation the public sector to first gauge appropriateness of content.
Measures ƒ Promote campaign messages across diverse settings to ensure that waste management
information reaches as wide an audience as possible and is not only focused on a select group
of recipients.
36 Green Growth National Action Plan 2021-2025

WS06
Enhance the financial viability of SMEs in the waste sector through targeted business
development support

Description

Large scale private sector involvement in waste management is minimal, limited to sporadic waste collection and
public cleaning contracts. However, the waste sector provides the means of livelihoods to thousands of people across
the Kingdom. Informal waste collectors are often economically vulnerable, consisting largely of women, youths,
and refugees. The waste sector provides an easy entry into the economy, with little entry requirements. However,
work conditions are often unsanitary and open to exploitation, as the waste pickers are unable to set the prices
for materials retrieved from the waste streams. Through providing onsite and offsite capacity support by health-
care organizations (i.e. The United Nations Children’s Fund (UNICEF), the United Nations High Commissioner for
Refugees (UNHCR), etc.) for waste pickers and small companies engaged in waste collection or recycling to develop
viable business models that are sustainable, stable jobs can be created within the waste sector, to provide adequate
livelihoods for the vulnerable populations. These capacity building programs – among other measures targeted at
enhancing the waste sorting infrastructure – would render waste pickers and waste sorting individuals aware of
the loss of livelihood risks engendered by an increasing trend of waste segregation at source. In other words, those
individuals would become more adaptable to any changes in the waste value chain and might accordingly consider
repositioning their role at a different chain hub. In addition, mechanisms should be established for regular dialogue
with policymakers for the vulnerable groups to provide inputs to the development of labor policies and working
condition standards, in compliance with international best practices, specifically concerning the waste sector. Key
relevant facts:

ƒ There are 13 licensed, large companies that transport waste to landfills;

ƒ According to a 2009 USAID study, the plastic market was worth USD 300mn, while now is estimated to be
worth over USD 500mn;
ƒ There are around 300-400 plastic crushers, approximately 40 of which are licensed and registered with MoEnv.
Some of these crushers are also found in the industrial processes for plastics production;
ƒ There are more than 30 companies licensed for managing manure/agricultural waste (transporters, transfer
station operations, and treatment);
ƒ There are many opportunities in specific sub-sectors or waste streams.

Action ƒ Improve understanding of SMEs in the waste sector across Jordan to support informed
Objectives decision making.
ƒ Strengthen awareness and capacity among informal waste workers and Ministry of Micro,
Small and Medium Enterprises (MSMEs) to improve the occupational health and safety
conditions in which they work.
ƒ Enhance the financial capacity of both individuals and SMEs in the waste sector to enable
sustainable livelihoods.

Implementation ƒ One geodatabase and assessment report produced.

Milestones ƒ Mapping and assessment of SMEs active in the waste sector, including formal and
informal actors, for their current status and economic viability.
ƒ A comprehensive program implemented to build the capacity of informal waste pickers
and employees in MSMEs processing waste materials, including:
ƒ One outreach program implemented for raising health and safety issues around waste
handling among informal waste pickers and workers in MSMEs.
ƒ One advocacy group formed to allow individuals working informally in the waste sector
to easily access consultations, trainings, and information dissemination.
ƒ One jointly operated service center by MoEnv and MoF (PPP unit) established for
attracting private sector investments in the waste sector.
ƒ One business development support program to support individual and MSME financial
management established and maintained through training, mentoring, and business
development grants for MSMEs willing to scale up improved business models and create
green job opportunities.
ƒ One report about the impact of sector formalization on MSMEs, business development
potential, and the state of competitiveness of SMEs in the waste sector (formal and informal).
37 Waste Sector
Waste Sector Green Growth Actions 2021-2025

Relevant ƒ Economic growth and sustainability: Support the development of SMEs and access to
Green Growth sustainable waste services across the full waste value chain.
Objectives
ƒ Social development and poverty reduction: Enhance the rate of the waste sector’s labor
market formalization to enhance economic inclusion and protection of workers.

Estimated Implementation Period

Start Year — 2022 End Year — 2025

Location(s) Countrywide Other key MoEnv, CBOs, UNICEF,

Implementing Lead Jordan Enterprise Development partners UNHCR
Stakeholders Corporation (JEDCO) Estimated USD 5,000,000
Support Ministry of Labor (MoL), MOLA, Budget for this
Municipalities, Ministry of Social Development, Action
Ministry of Youth, MoH, Ministry of Industry,
Trade and Supply, MoF, NGOs

Financing Yes Potential Source Unidentified

Secured No of Funding
Action leads to Yes Estimated -
investment No Investment Size
This action is an Investment
opportunity

Level of Priority Readiness for Implementation

Very High High Medium 1 2 3 4 5
ƒ JEDCO has extensive experience in supporting SMEs to develop business models and enhance their
financial viability; additional technical assistance will be needed to build the business case for waste sector
service companies.

Implementation ƒ Due to the seasonal and informal nature of waste picking work, itis important to
Risk Mitigation keep outreach efforts ongoing, in order to engage and register participants for
Measures trainings and information sessions, with word of mouth publicity as a key form of
information dissemination.
ƒ Expectations of SMEs and informal waste workers of the program need to be managed
through clearly communicating the program’s offerings.
ƒ Strong links to the green jobs action and the national center of excellence should be maintained.
38 Green Growth National Action Plan 2021-2025

WS07
Conduct market assessment and feasibility study to identify potential projects and programs
to divert organic waste from Municipal Solid Waste streams

Description

“Wet” organic waste is a major contributor to landfill based GHG emissions and is a serious problem for
private sector development in Jordan’s waste sector. Organic waste decomposes in uncovered landfills,
resulting in methane emissions which are responsible for over 10% of Jordan’s GHG emissions. Food waste
from restaurants, hotels, or from the residential sector makes up the vast majority of municipal solid waste’s
composition in landfills across the Kingdom, and is considered to be 50-65% of the total generated waste.62
Wet waste is considered a contaminant when mixed in with dry waste, making potentially recyclable waste
more difficult and expensive to separate and sell, which makes the business model for recycling less attractive
to potential investors. At the same time, there are several potential uses for the separated organic material,
including the production of compost and fertilizer. This can be produced on a small scale in homes or on farms,
or potentially collected and processed at a large scale as an investment opportunity with triple bottom line
impacts (environmental, economic and social).

In addition to food waste entering the municipal solid waste stream, agricultural waste continues to be an
environmental challenge. It is estimated that 1,662,650 tons of wet manure are produced every year from cow,
chicken, and sheep farms every year. The cost of managing this waste is very high, and improper disposal can
lead to long-term environmental impacts, including unsanitary conditions for communities living nearby.

Until organic waste can effectively be removed from the municipal waste streams, it can be captured in landfills
as a circular economy solution. Waste collection services cover large areas of the Kingdom – 90% of urban
and 70% of rural areas, respectively. After collection, vehicles transport the waste to landfills and dumpsites.
Currently, there are 21 official waste disposal sites within the boundaries of the Kingdom. Of these, only one
is an engineered sanitary landfill with only two engineered landfills, while most of the other ones suffer from
equipment and infrastructure (namely fencing) shortages. Al Ghabawi landfill, the country’s first engineered
sanitary landfill, sets a role model for the future rehabilitation of existing landfills. The landfill’s design and
construction comprises a gas collection system that enables the plant to transform waste to energy, which will
eventually displace energy generated by fossil fuels. The Al-Russaifah Biogas Waste to Energy project has been
operational since 2000, and the GAM is evaluating the possibility of expanding and rehabilitating the project.
With this project, waste can be captured and used as a source for power generation. The recycling benefits
from this project are varied, but energy savings have been shown to range from 24-95% and air pollution could
drop as much as 20-95%.

For recycling to be profitable, the best solution is the reduction of organic waste (through behavior change at both
the company and individual level) and the implementation of separation at source programs, to divert wet material
from the municipal solid waste stream. For example, in GAM, in areas such as Wadi Seer, Zahran, and Bader,
waste is sorted into paper, plastics, glass and other categories, and re-used. However, this sorted waste would
be given a higher market value if it was clean (without food or other organic waste on it). The policy framework
will support the recycling, re-use or up-cycling of materials currently disposed of in the waste stream. As organic
waste comprises a large part of the MSW stream, a feasibility study should be carried out to determine whether a
business case for the conversion of municipal organic waste to commercial fertilizer can be made.

Action ƒ Enhance the circularity of waste management through increased material reuse, hence
Objectives reducing the volume of waste heading to the landfills.
ƒ Promote the application of innovative technologies to improve the sustainability of
waste management.

62
Jordan GBC and FES. “Your Guide to Waste Management in Jordan,” 2016.
39 Waste Sector
Waste Sector Green Growth Actions 2021-2025

Implementation ƒ Identification of organic waste hotspots from the industrial biowaste and commercial
Milestones sectors (hotels and restaurants).
ƒ One assessment report of residential food waste behaviors in major urban areas. The
purpose of this study is to provide updated information to decision makers about the culture
and behaviors related to consumer behavior and disposal techniques and gaps.
ƒ One assessment/evaluation of the conditions of landfills, with focus on the technical
and financial potential of waste-to-energy and waste-to-resources projects. This milestone
should also contemplate the completion of one final assessment report, covering
information on types of waste materials, locations within the country and required
technology for recycling/reuse.
ƒ Commenced industry engagement to identify potential areas for industrial symbiosis.
ƒ Final report published, including recommendations on priority sites for waste to
resources projects and waste to energy projects. Report to include appropriate
technology, estimate costing, business case for each project, and list of challenges.
ƒ Policy guidelines promoting waste-to-resources and waste-to-energy interventions at
various scales drafted and adopted.
ƒ Feasibility study on the conversion of organic waste to fertilizer conducted. This
should include:
ƒ Market assessment;
ƒ Life-cycle assessment of food waste;
ƒ Reuse options assessment based on cost-benefit analysis and identification of green
growth co-benefits;
ƒ Policy recommendations for how to implement best approaches.
ƒ Link to R&D/innovation action (WS04) to incorporate local R&D into the solution to the
extent possible, by having at least two pilot projects - one in Irbid and one in Amman - and at
least six research projects undertaken within the framework of this action.
ƒ Roadmap for PPP investments and business development.

Relevant ƒ Economic growth and sustainability: Increase private sector investment and innovation in
Green Growth all phases of the waste value chain, including through domestic and foreign direct investment.
Objectives
ƒ Social development and poverty reduction: Increase number of decent, green jobs in the
waste sector.
ƒ Natural capital: Minimize the emission of pollutants (gaseous, liquid, and solid) through the
final disposal of waste.
ƒ Resource efficiency: Promote innovation in technology and processes to leverage waste to
resource and waste to energy potential.
ƒ Climate change adaptation and mitigation: Reduce greenhouse gas emissions from
landfills and dumpsites, particularly methane gas resulting from decomposed organic matter.

Estimated Implementation Period

Start Year — 2022 End Year — 2025

Location(s) Countrywide Other key MoEnv, MoAg,

Implementing Lead MOLA, GAM partners international donors
Stakeholders Support JIC, Ministry of Energy and Mineral Estimated USD 4,500,000
Resources, Ministry of Trade and Industry and Budget for this
Supply, Jordan Chamber of Commerce (JCC), Action
Business groups, Private sector investors/
Financial institutions.
40 Green Growth National Action Plan 2021-2025

Financing Yes Potential Source Unidentified

Secured No of Funding
Action leads to Yes Estimated USD 10,000,000 within the five years
investment No Investment Size following action implementation for the
This action is an Investment establishment of PPP investments.
opportunity

Level of Priority Readiness for Implementation

Very High High Medium 1 2 3 4 5

Implementation ƒ Step-wise, costed investment plans can be prepared for incremental implementation as and
Risk Mitigation when funding becomes available.
Measures ƒ Financial projections based on projects completed in other countries will be regularly revised
to reflect the financial markets, so that investors have a clearer picture of real cost and
return on investment periods.
41 Waste Sector
Waste Sector Green Growth Actions 2021-2025

WS08
Develop and implement a Master Plan for National Hazardous Waste Management and the
rehabilitation of Swaqa Hazardous Waste Landfill

Description

The Swaqa landfill is the only authorized landfill for disposal of hazardous waste, and is located 120 Km South East of
Amman. The site utilizes 500 hectares of fenced area for receiving and storing a variety of waste streams, primarily
originating from private sector generators. Existing facilities include storage structures, a number of lined basic landfill
cells, and evaporation lagoons. Currently, piles of hazardous waste are stored at the landfill in open spaces due to
infrastructural constraints, such as the absence of treatment facilities. The facility receives between 5,000-10,000
tons of hazardous waste per year. The accumulation of waste on-site is accelerating the need for a site clean-up, and
the installation of new hazardous waste handling technologies. Adequate handling of hazardous waste reduces air
pollution and prevents soil and water bodies from being contaminated by toxic substances. Institutional and individual
capacity building will lead to a reduced generation of hazardous waste, as a start. The site currently faces technical and
administrative challenges related to the storage, handling, and management of waste due to a lack of much needed
proper equipment and trained personnel. In recent years, events such as spontaneous fires caused by chemical
reactions, as well as chemical contamination carried by rain, have occurred. Informal waste pickers sometimes enter the
landfill site to scavenge through the uncovered waste. These events contribute to the spread of the hazardous waste to
the surroundings of the landfill site, posing significant risks to both public health and the environment.

Action ƒ Increase individual and institutional capacity to manage hazardous waste.

Objectives ƒ Improve understanding of the needs to achieve efficient and environmentally sound
management of hazardous waste and to mitigate its impacts, including:
ƒ Improve air and water quality and soil health, especially within the immediate vicinity of
Swaqaa Landfill site.
ƒ Remediate contaminated soil and water around landfill site through the implementation of
advanced sorting techniques and the installation of biological and physical treatment systems.
ƒ Reduce the impact of waste on the environment to minimum levels.
ƒ Comply with national and international standards relevant to transporting, receiving, handling,
storing, and treating of hazardous waste.
ƒ Execute the requirements established by international agreements [Basel Agreement,
Rotterdam Agreement, Stockholm Agreement (POPs), and Minamata Agreement (Mercury)].

Implementation ƒ One training program on adequate handling, containment, treatment, and disposal of
Milestones hazardous waste conducted for all personnel regulating, supervising, and operating the
Swaqaa Landfill (including staff at the MoEnv, as well as other concerned entities like ASEZA
and GAM), including the introduction of a consistent and transparent logging system for
recording all waste processed at the landfill site.
ƒ An effective and efficient mechanism for remediating the existing site
implemented, including:
ƒ Conduction of a site remediation assessment, to determine the extent of contamination
and the required measures, time frame, and costs associated.
ƒ One set of recommendations and designs for Effective and efficient mechanism for
remediating the existing Swaqa Hazardous Waste implemented.
ƒ One draft of a nationwide comprehensive hazardous waste management master plan
(can be included as part of the National Solid Waste Strategy in WS01), considering that:
ƒ Policies and guidelines on rehabilitation of areas contaminated by hazardous waste are
drafted and adopted.
ƒ Policies and guidelines on hazardous waste handling, temporary storage, transport, and
record keeping are drafted and adopted.
ƒ Development of a framework for outreach and communication for public and private
stakeholders, which shall also include information management and sharing protocols.
ƒ Development of individual and institutional capacity to safely treat and manage major
forms of hazardous waste and operate the landfill sustainably.
ƒ One nationwide comprehensive hazardous waste management master plan.
ƒ A feasibility analysis for the implementation of the master plan, including an
investigation of possible funding opportunities.
ƒ A strategic environmental assessment (SEA) for the master plan.
42 Green Growth National Action Plan 2021-2025

Relevant ƒ Economic growth and sustainability: Increase private sector investment and innovation in all
Green Growth phases of the waste value chain, including through domestic and foreign direct investment.
Objectives
ƒ Natural capital: Ensure adequate collection and treatment of hazardous wastes to prevent
environmental contamination.
ƒ Climate change adaptation and mitigation: Improve the resilience of waste management and
treatment infrastructure to climate-related disasters (such as floods).

Estimated Implementation Period

Start Year — 2021 End Year — 2023

Location(s) Swaqaa Hazardous Waste Site (120 km South Other key Potential financiers:
East of Amman and 50 Km East of Amman- partners Green Climate Fund
Aqaba Highway) (GCF), GIZ (funded
Implementing Lead MoEnv capacity building related
Stakeholders Support Pharmaceuticals and chemical to hazardous waste and
industries, other companies/industries capacity building in the
generating hazardous waste, MoH, Ministry of landfill)
Industry and Trade & Supply Estimated USD 3,000,000
Budget for this
Action

Financing Yes Potential Source Public funding through Jordan

Secured No (Funding for the rehabilitation of Funding Environment Fund (JEF) / Climate
of Swaqa site is in the pipeline from finance is initially identified as
possible co-funding source.
International Finance Corporation
(IFC) and GIZ, hence additional Estimated USD 32,000,000
funding is needed for the master plan Investment Size Estimated based on the budget
needed to implement the proposed
and other action milestones)
mitigation and management
Action leads to Yes measures, including the measures
investment No to increase the quality of
This action is an Investment infrastructures aimed for managing
hazardous wastes (adequately
opportunity protecting the environment from
impacts of leachate or harmful
residues). It will also increase
MoEnv’s preparedness to
systematically address hazardous
waste issues in Jordan, and allow
on-site managers to more safely
manage different waste streams.

Level of Priority Readiness for Implementation

Very High High Medium 1 2 3 4 5

Implementation ƒ Communicate the environmental and social benefits of the project, together with
Risk Mitigation comprehensive maintenance and operations plan, to investors and donors in order to
Measures mobilize the required investments.
ƒ Develop legislative framework governing the rehabilitation of landfills and surroundings to
facilitate the allocation of public funds towards the project.
43 Waste Sector
Waste Sector Green Growth Actions 2021-2025

WS09
Develop and implement a national policy and regulations for the management of construction
and demolition waste

Description

Construction continues to be a key component of Jordan’s economic base. However, regulations around the disposal
of C&D waste are poorly enforced. It is often less expensive for companies to dump the waste in unpoliced open
spaces than to pay for transporting waste to an official landfill. Furthermore, many authorities and organizations (i.e.
MPWH, MoL, JEA, etc.) are responsible for enforcing regulations related to the final disposal and management of
C&D waste, sometimes leading to the duplication of efforts and/or overlapping of responsibilities. This governance
gap makes it difficult to decide who should be responsible for the formulation of C&D waste management-related
policies and regulations. C&D waste consist largely of crushed concrete, steel, wood, and other building materials.
Most of these materials are durable and do not biodegrade in a short time. From an alternative perspective, many of
these materials are reusable as construction materials after processing. Steel, timber, and other reusable elements in
discarded C&D waste are systematically recovered by waste pickers and sold on to secondhand retailers.

The Strategy recognizes the shortage of regulations governing the management of C&D waste and guidelines to
oversee the responsibilities of stakeholders involved therein. In addition, the new Strategy recommends setting
recovery targets for C&D waste, including backfilling. The introduction of regulations around the management
and disposal of C&D waste provides clear messaging to companies that the most economical avenue for waste
disposal is not through illegal dumping. Apart from the fines and penalties that accompany illegal dumping,
companies can be further encouraged to divert C&D waste from landfills through subsidy support to process such
materials for reuse in construction, saving costs of raw materials and for waste disposal.

The reuse of C&D waste requires changes in current construction practices. This may lead to changes in building
design requirements, which have wider implications for the industry. Additionally, recovery and reuse of C&D
waste has to consider other C&D streams, such as those flowing from abandoned and existing stone cursing sites
and mines. Through the management of C&D waste, the opportunity could arise for the building industry to adopt
more sustainable practices, improving the wellbeing and comfort of building users. The appropriate management
of C&D waste brings environmental benefits such as preventing blockages of drains and elimination of C+D
dumpsites, but it also brings economic benefits in the reduction of raw materials and demolition costs.

Action ƒ Improve the policy and regulatory environment guiding the management of C&D waste.
Objectives ƒ Improve private sector and industrial waste management stewardship through awareness
and identification of investment opportunities.
ƒ Identify potential economic opportunities to produce clean construction materials locally,
and better techniques to reduce waste generation.

Implementation ƒ Building an expert steering group consisting of all relevant stakeholders from the private
Milestones and public sector as well as civil society organizations, established to develop road map
towards low waste construction industry in Jordan.
ƒ Group to investigate eliminating hazardous materials currently used in construction.
ƒ Technical review of feasibility of various waste reduction strategies conducted for
Jordan – pre-fabricated building elements, modular construction, reduction of material
packaging, among others.
ƒ Policy and regulations for management of C+D waste drafted and adopted.
ƒ Strategic environmental assessment of proposed new policies and regulations conducted.
ƒ One technical committee established to train SMEs on waste processing for reuse, as
well as monitor waste diversion rates and financial outcomes for construction companies
(as a result of C+D waste reuse), which should include: the conduction of trainings for new
green jobs in construction waste sorting and recycling.
ƒ Technical and Economic Feasibility studies conducted for each governorate, focused the on
production of local construction materials using C+D waste.
44 Green Growth National Action Plan 2021-2025

Relevant ƒ Economic growth and sustainability: Promote awareness and behavior change in
Green Growth government, business, and society towards circular economy through the waste sector.
Objectives
ƒ Social development and poverty reduction: Promote awareness and behavior change in
government, business, and society towards circular economy through the waste sector.
ƒ Resource efficiency: Increase the amount of waste diverted from landfills toward recycling
and re‑use.

Estimated Implementation Period

Start Year — 2022 End Year — 2024

Location(s) Countrywide Other key Jordan Green Building

Implementing Lead MPWH (National Building Council), MoEnv partners Council, Engineering
Stakeholders Support Municipalities, Ministry of Interior, companies, NGOs,
Jordan Engineers Association universities, research
institutions.
Estimated USD 3,000,000
Budget for this
Action

Financing Yes Potential Source Unidentified

Secured No of Funding
Action leads to Yes Estimated -
investment No Investment Size
This action is an Investment
opportunity

Level of Priority Readiness for Implementation

Very High High Medium 1 2 3 4 5

Implementation ƒ Ensure adequate analysis of C+D materials and training of personnel prior to processing and
Risk Mitigation recycling, in order to prevent any health complications from hazardous materials.
Measures
45 Waste Sector
Waste Sector Green Growth Actions 2021-2025

WS10
Implement a pilot extended producer responsibility program for e-waste

Description

More than 40 million metric tons of e-waste are produced globally each year, making it the fastest growing waste
stream. E-waste consists of electrical or electronic post-consumer products. They may contain precious metals
such as gold, copper, and nickel, as well as rare materials of strategic value such as indium and palladium. A lot of
these metals could be recovered, recycled, and used as secondary raw materials for new products. The complexity
of e-waste presents an immense challenge in retrieving the recyclable components – a single product can be
made up of more than 1,000 different substances.63 However, if e-waste is disposed of in landfills, many of these
components can leak out and pollute the environment.

The Middle East region suffers from the absence of an adequate number of e-waste recycling facilities. Landfilling
and incineration of e-waste releases toxic fumes that have adverse impacts on human health, such as birth defects,
kidney damage or even brain damage. This is due to the plethora of toxic components present in e-waste such as
mercury, lead and barium. A proper electronic waste recycling facility will regulate e-waste recycling by offering
the Jordanian government and private sector a sustainable electronic waste management option for disposal.
There is also the possibility of incorporating e-waste management within the EPR framework, in which producers
collect post-consumer products for reprocessing and reuse to provide additional return on their investments (i.e.
corporate buyback programs64). Currently, there are some internationally-recognized recycling programs, such as
the Photovoltaic (PV) Cycle recycling program. This program is a comprehensive takeback and recycling process
tailored for PV modules, which recovers almost all PV components - including e-waste material such as semi-
conductors – for further reuse in new products.

This action proposes the development of a national policy to guide the management of e-waste. The policy
development process will be preceded by the establishment of a platform where private sector (manufacturers,
producers, importers, retailers, recyclers, and companies purchasing retrieved materials) can provide inputs
on e-waste management and inform the development of guidelines and standards to govern the management
of the value chain. This policy-informed action will enable the construction of an e-waste management facility
through the formulation of requirements and specifications for the proposed facility. The facility will comprise
environment-friendly technologies, such as a liquid passivation system and a dust emissions’ collector. E-waste
recycling leads to the recovery of valuable materials such as glass, gold, copper, and silver, among others. This
will contribute to reducing greenhouse gas emissions and saving resources, by reducing the extraction of raw
materials. The facility will offer a safe recycling option for outdated electronics and some of the toxic chemicals
they contain. It is anticipated that the facility will create a total of 116 jobs with adequate training and protection
for processing post-consumer electronic waste products. By removing recyclable substances, the volume of waste
disposed of in landfills is reduced. In addition, the retrieval of valuable materials facilitates cost recovery and
promotes the facility’s financial viability.

Action ƒ Reduce the need for global mining and metal imports to Jordan through e-waste recycling,
Objectives translating it into economic and environmental benefits.
ƒ Reduce the number of informal rare metals’ recycling activities, which have significant health
impacts on unprotected waste pickers.
ƒ Reduce the environmental impacts from current e-waste management operations.

63
Needhidasan, Santhanam, Melvin Samuel, and Ramalingam Chidambaram. “Electronic Waste - An Emerging Threat to the Environment of Urban India.” Journal of
Environmental Health Science and Engineering 12, no. 1 (2014): 1–9.
64
ewaste. “Technology Buyback Program,” n.d.
46 Green Growth National Action Plan 2021-2025

Implementation ƒ One platform created through which both the public and private sectors develop solutions to
Milestones manage e-waste, including the implementation of Extended Producers’ Responsibilities. This
should include a: consultative platform that allows for the provision of inputs to the drafting of
legislative framework on the management of e-waste (which can be part of the EPR policy).
ƒ Implementation of public awareness raising and marketing campaigns to educate
consumers and producers about the adverse health and environmental impacts of
e-waste, while at the same time promoting corporate buyback services.
ƒ One assessment study conducted focused on e-waste generation and management, identifying
and evaluating options for more effective and environmentally sound e-waste management.
ƒ National electronic waste recycling center investment preparation activities commenced,
taking into account the following steps:
ƒ One business case and feasibility for infrastructure completed.
ƒ Center facilities designed, assessed for environmental and social impacts, and constructed.
ƒ The center facilitates the collection and recovery of electronic waste from post-consumer
products more efficiently and safely.
ƒ Job creation - when fully implemented, e-waste recovery operations can create more than 100
green, sustainable, and safe job opportunities.

Relevant ƒ Economic growth and sustainability: Increase private sector investment and innovation in all
Green Growth phases of the waste value chain, including through domestic and foreign direct investment.
Objectives
ƒ Social development and poverty reduction: Enhance the rate of labor market formalization
of the waste sector to enhance economic inclusion and protection of workers.
ƒ Natural capital: Ensure adequate collection and treatment of hazardous wastes to prevent
environmental contamination.
ƒ Resource efficiency: Increase the amount of waste diverted from landfills toward recycling
and re-use.

Estimated Implementation Period

Start Year — 2022 End Year — 2024

Location(s) To be determined (TBD) Other key ƒ SMEs and informal workers processing material
Implementing Lead MoEnv partners recovery in e-waste.
Stakeholders Support Ministry of ƒ Importers/manufacturers and traders of
Industry; Companies electronics (and renewable energy products, like
producing electronic solar panels), maintenance and refurbishment
goods. businesses, with consumers (e-waste producers).
Estimated USD 3,300,000
Budget for this
Action

Financing Yes Potential Source UNDP

Secured No of Funding
Action leads to Yes Estimated USD 30,000,000
investment No Investment Size
This action is an Investment opportunity

Level of Priority Readiness for Implementation

Very High High Medium 1 2 3 4 5
ƒ UNDP is currently working with the Ministry of Environment to better understand the value chain of e-waste
production in Jordan, and to identify potential incentive schemes. This experience should be captured in this
project’s implementation.

Implementation ƒ Engage large producers of electronic products to establish the most cost and labor
Risk Mitigation efficient mechanisms for material retrieval and reuse, as each company/industry may have
Measures different protocols.
47 Waste Sector
Waste Sector Green Growth Actions 2021-2025

WS11
Implement program for waste tire disposal and reuse

Description

Discarded scrap tires pose significant environmental and health risks. Tires contain toxic substances, which, as
they degrade, end up polluting the soil and waterways when released into the environment. These include oils
that contaminate the soil and eliminate plant life. They also include heavy metals such as lead, that can persist in
the environment and accumulate over time. Stockpiles of tires in landfills increase fire risk. When heated, tires can
be a good fuel, and used tires are often used as fuel for heat generation. However, the smoke from burning tires
contains toxic chemicals and particulate matter that poses a serious threat to human health.

Each year, an estimated 2.5 million scrap tires are produced in Jordan, with only 2 factories recycling the tires.
Collected used tires are used as fuel in cement factories and shredded to produce soft playground surfaces.
Sometimes, waste pickers burn discarded tires in open fires to retrieve the metal wires, causing environmental
and health problems. While there are regulations related to waste tire disposal and reuse, Jordan currently has no
clear target for treatment or reuse. Additional institutional and capacity building efforts are needed to improve
existing business models in the value chain in order to enable their replicability and scale-up.

Action ƒ Divert waste tires from landfills and informal dumpsites.

Objectives ƒ Reduce the government’s cost for managing tire waste.

Implementation ƒ One feasibility study on tire reuse and recycling in Jordan conducted, with various
Milestones compatible technologies explored in the study. The study must include:
ƒ One business case developed for the establishment of a waste tire processing facility.
ƒ One environmental and social safeguards assessment of a waste tire processing facility .
ƒ Financing secured to build and operate a tire processing facility. At the same time,
explore the possibility of PPP.
ƒ Regulations on waste tire imports reviewed and enforced, in collaboration with ASEZA.
ƒ One capacity building programme developed and implemented, aimed at the government
and the private sector.

Relevant ƒ Economic growth and sustainability: Increase private sector investment and innovation in all
Green Growth phases of the waste value chain, including through domestic and foreign direct investment.
Objectives
ƒ Social development and poverty reduction: Promote awareness and behavior change in
government, business, and society towards circular economy through the waste sector.
ƒ Natural capital: Ensure adequate collection and treatment of hazardous wastes to prevent
environmental contamination.
ƒ Resource efficiency : Increase the amount of waste diverted from landfills toward recycling
and re-use.
ƒ Climate change adaptation and mitigation: Improve the resilience of waste management
and treatment infrastructure to climate-related disasters (such as floods).

Estimated Implementation Period

Start Year — 2021 End Year — 2024+

Location(s) Aqaba (TBD) Other key ƒ JIC, United Nations Development

Implementing Lead Ministry of Industry and Trade partners Programme (UNDP), GIZ, private
Stakeholders & Supply sector companies using tire waste
Support MoEnv, Private sector as inputs
investor, ASEZA, and GAM Estimated USD 450,000
Budget for this
Action
48 Green Growth National Action Plan 2021-2025

Financing Yes Potential Source Unidentified

Secured No of Funding
Action leads to Yes Estimated USD 22,400,000
investment No Investment Size
This action is an Investment opportunity

Level of Priority Readiness for Implementation

Very High High Medium 1 2 3 4 5

Implementation ƒ A strong technical and financial case for processing tire waste within Jordan needs to be
Risk Mitigation presented to private sector investors and donors (including potential partners within the
Measures region) to mobilize funding in support of the project.
49 Waste Sector
Waste Sector Green Growth Actions 2021-2025

WS12
Develop a joint public-private roadmap to transition to reduce the use of single use plastics
at the household and commercial levels

Description

Studies suggest that Jordanians use 3 billion plastic bags annually, and only 20% of these find their way to the
landfill. As of 2016, there were seven factories in Jordan producing biodegradable plastic bags, while there
were 400 local factories producing regular plastic bags. At the same time, there are more than 1,300 factories
producing plastic products in Jordan which are responsible for 24,000 jobs (roughly 10% of industrial sector
employment).65 In order to transition away from plastics, substantial market research, policy development, and
private sector collaboration will be required.

The purpose of this action is to formulate a deliberate, strategic, and systematic transition away from single
use plastics at the household and commercial levels. Plastic bags and other plastic materials are a major
source of environmental degradation and represent a substantial cost burden on MSW management authorities.
Uncollected plastic waste is also responsible for reducing the effectiveness of municipal drainage infrastructure.
In 2014, MoEnv introduced regulations on importing and producing plastic bags, with the goal of preserving the
environment, the economy, and eliminating the adverse effects of plastics on public health. The objective of this
action would be to collect more data on the current situation, measure the full market potential of alternative
options, and work with the private sector to map a transition that does not threaten jobs or competitiveness, but
rather improves both while at the same time helping the environment.

Action ƒ Assess current impact of single-use plastics and plastic waste on municipal waste
Objectives management costs, environmental quality, and consumption patterns at both the industrial
and commercial levels.
ƒ Measure the full market potential of alternative options, including the export potential of
non-plastic packaging products.
ƒ Develop partnerships with the private sector to map a transition away from production and
consumption of single-use plastics in Jordan, identifying specific business opportunities
for investment.

Implementation ƒ One market assessment and detailed plastic waste stream analysis, specifically focusing
Milestones on the manufacture, import, and consumption of single-use plastics for packaging and
other applications. This should include preferences, perceptions, and aspirations of local
manufacturers of plastic bags, the local community, and environmental NGOs, for an
encompassing point of view.
ƒ One report to identify alternative options to transition away from manufacture of single-
use plastics toward more biodegradable options, including examining the regional and
international market demand for alternatives to single-use plastics. This should include
private sector study tours to examine international best practice.
ƒ Economic evaluation study of possible financial mechanisms to promote the conversion
of the plastic bag industry from standard, single-use plastic bags to more environmentally
sound alternatives (e.g. bio-degradable plastic bags, paper bags, recycling, etc.).
ƒ One report detailing the green growth cost-benefit analysis to inform decision making
and identify an implementation plan for the transition. This report should:
ƒ Identify which policy recommendations are needed to support the transition, in
collaboration with the private sector, ensuring that job creation and SME development
are central.
ƒ Detail and assess the incentives and enforcement regime around plastic waste pollution
in urban areas, and identify business options to improve this.
ƒ A joint public-private roadmap to reduce the use of single-use plastics at the household
and commercial levels.
ƒ A one-year awareness campaign designed and implemented to promote community
behavioral change, with regard to the use of single-use plastic bags.

65
The Jordan Times. “Authorities eyeing gradual shift to paper bags, biodegradable plastic bags,” 2016.
50 Green Growth National Action Plan 2021-2025

Relevant ƒ Natural Capital: Reduce the adverse impacts of waste and landfills on the health of
Green Growth ecosystems.
Objectives
ƒ Sustainable Economic Growth: Increase private sector investment and innovation in all
phases of the waste value chain, including through domestic and foreign direct investment.
ƒ Resource Efficiency: Increase the amount of waste diverted from landfills toward recycling
and re-use.

Estimated Implementation Period

Start Year — 2021 End Year — 2023

Location(s) National Other key International partners to

Implementing Lead MoEnv; MOLA; Jordan Chamber of partners share best practice and
Stakeholders Industry promote innovation
Support Academic institutions involved in Estimated USD 3,000,000
materials’ science and innovation in plastics use Budget for this
and manufacture. Action
JIC to support investment in new production
and consumption technologies and processes.

Financing Yes Potential Source Unidentified

Secured No of Funding
Action leads to Yes Estimated -
investment No Investment Size
This action is an Investment
opportunity

Level of Priority Readiness for Implementation

Very High High Medium 1 2 3 4 5

Implementation ƒ Industrial and commercial stakeholders should be engaged early on, and the incorporation of
Risk Mitigation their concerns should be seriously considered.
Measures ƒ This action would be best implemented in tandem with the implementation of a center of
excellence on waste management, the national awareness campaign and the program to
support SME development.
51 Waste Sector
Waste Sector Green Growth Actions 2021-2025

WS13
Develop a baseline study and roadmap to transition toward green jobs in the waste sector

Description

Waste sector employment in Jordan, especially informal employment, can be risky to the health and well-being of
employees. This is due to the high levels of informality in the sector, which allows it to employ many informal workers
who work for low wages and in dangerous environments, such as on open dump site or in waste containers around
Jordan’s cities. Recent studies suggest that waste pickers in Jordan, many of whom are refugees from Syria or Egypt,
lack a basic level of protection and suffer devastating health impacts from their work.

In 2018, the MOLA worked with the UNDP and the Canadian International Development Program (GAC) to
improve the standard work contract for waste pickers, incorporating basic protections against health risks and
injury, physical safety and abuse, and payment regulations.66 At the same time, waste pickers face substantial
social stigma. This project was a first step toward sector formalization, taking into consideration waste pickers’
labor rights and working conditions. As a next step, this action proposes to scale up the concept implemented at
Al-Ekaider Landfill with a strategic, systematic approach to achieve the goal of formalizing employment in the
waste sector, transitioning waste sector employment toward “green jobs” at a national level. A critical achievement
of this action would also be to open the first national discussion on the definition of a green job in the Jordanian
context, and how quality of employment can be enhanced through the development of a green economy. This
discussion would require a collaboration between the MoL, MOLA, MoEnv, and private sector waste companies,
including SMEs. This action will contribute to the accomplishment of SDG 8: Promote sustained, inclusive and
sustainable economic growth, full productive employment and decent work for all.

Action ƒ Shared strategic vision between the government and the private sector to transition toward
Objectives decent employment and green jobs in the waste sector.
ƒ National stakeholders have examined the concept of green jobs and identified opportunities
to support green job creation.
ƒ Enhanced collaboration between public and private stakeholders.

Implementation ƒ One labor market assessment to examine the scope of employment (formal and informal)
Milestones in Jordan’s waste sector at a national level. This assessment should measure the quantitative
and qualitative characteristics, as well as estimate the costs of informality.
ƒ One set of workshops or events to 1) exchange knowledge on the topic of green jobs and 2)
come to a contextualized definition of green jobs for Jordan based on international best practices.
ƒ One report with policy recommendations to show how the government and the private
sector can jointly transition toward formality and green jobs in the waste sector by 2030.
ƒ One set of awareness raising agenda and materials developed and tested.

Relevant ƒ Social Development and Poverty Reduction: Increase number of decent, green jobs in the
Green Growth waste sector.
Objectives ƒ Social Development and Poverty Reduction: Enhance the rate of labor market formalization
of the waste sector to enhance economic inclusion and protection of workers.

66
UNDP. “Improving Solid Waste Management & Income Creation in Host Communities - Rehabilitation of Al Ekaider Landfill,” n.d.
52 Green Growth National Action Plan 2021-2025

Estimated Implementation Period

Start Year — 2021 End Year — 2023

Location(s) National Other key UNDP, GAC

Implementing Lead MoEnv, MoL partners
Stakeholders Support MOLA, Ministry of Social Development, Estimated USD 1,000,000
Private Sector Budget for this
Action

Financing Yes Potential Source Unidentified

Secured No of Funding
Action leads to Yes Estimated -
investment No Investment Size
This action is an Investment
opportunity

Level of Priority Readiness for Implementation

Very High High Medium 1 2 3 4 5

Implementation ƒ Because waste pickers typically operate within an informal market, substantial preparation
Risk Mitigation and stakeholder identification efforts will be needed. Both government and private sector
Measures leaders will be needed to provide access to data and information.
ƒ This action can be implemented in tandem with ongoing efforts under the Jordan Response
Plan to the Syrian Crisis, which call for engaging refugee populations and host communities
in the management of hazardous waste and other MSW.
53 Waste Sector
Waste Sector Green Growth Actions 2021-2025

WS14
Establish a national upcycling hub nearby appropriate waste management infrastructure

Description

The National Municipal Solid Waste Management Strategy and Action Plan is government’s overarching waste
framework, as it aims to improve municipal waste services and infrastructure in Jordan. Since the beginning of its
implementation in 2015, the government has focused primarily on the development and rehabilitation of critical
infrastructure, such as landfill linings, leachate capture, dumpsite containing, and more. In addition to this, several
green pilot projects have been implemented to test the ability to achieve sustainability, such as capturing methane
gas from landfill emissions for energy generation, establishing composting facilities on landfill sites, and more.
These projects are the seeds of green growth, which can be replicated and scaled up to help Jordan achieve its
transition to a green economy.

One of the great challenges in creating more circular economies is finding a re-use or recycle export market for
sorted waste materials that have been diverted from the landfill. While exporting is one option, many countries have
found domestic economic opportunities for this material through the establishment of upcycling centers. Upcycling
is the reuse of materials in a creative way, transforming waste into new materials or products of better quality and
environmental value, rather than recycling them into items of lesser value. Jordan has a strong and growing creative
economy, as well as a wealth of waste materials that could be used for upcycling. The purpose of this action is
to bring those two things closer together, both strategically and physically. This would establish a domestic
upcycling hub to be open to students, artists, entrepreneurs, and innovators who would like access to clean and
reusable waste materials for a low or reasonable cost. As a low-cost, non-profit venture, this would be one way
through which the government could promote innovation, SME development, creative economy, and circularity.

Action ƒ Promote innovation in the reuse and recycling of waste materials through collaboration with
Objectives innovation drivers (artists, researchers) and entrepreneurs.
ƒ Retain and potentially increase the economic value of recovered waste materials.
ƒ Make efficient and effective use of MSW management infrastructure investments.

Implementation ƒ One market assessment and scoping study mapping out the current upcycling market
Milestones in Jordan, and identifying critical stakeholders to participate in the upcycling and waste
recovery innovation system.
ƒ One pre-feasibility study to determine the type of activities to be undertaken by the
upcycling hub, potential business models, and policy environment for the recovery and use
of waste materials for upcycling.
ƒ One pilot integrated project developed within a close community (e.g. University),
implemented and evaluated for its environmental and social impact (most importantly, on
awareness raising). This project should:
ƒ Establish source segregation within the campus.
ƒ Establish awareness and training on waste handling, segregation, and up-cycling.
ƒ Implement segregation and composting facilities on-campus, including bins and
large containers, as well as an upcycling facility on the university, combined with a
permanent exhibition.
ƒ Promote a number of periodic campus-level exhibitions and awareness campaigns to
raise awareness among the targeted community.
ƒ Focus on developing business models for integrated waste management (zero waste
goals) by selling up-cycled products through the exhibitions, selling re-cyclable materials
which couldn’t be used for up-cycling to recycling companies, and produce compost from
organic waste.
ƒ One funding proposal for the establishment of hubs either by private sector investors or
donors willing to pilot the effort. This proposal should document and discuss lessons learned
from the pilot project.
54 Green Growth National Action Plan 2021-2025

Relevant ƒ Sustainable Economic Growth: Increase private sector investment and innovation in all
Green Growth phases of the waste value chain, including through domestic and foreign direct investment.
Objectives
ƒ Resource Efficiency: Promote innovation in technology and processes to leverage waste to
resource and waste to energy potential.

Estimated Implementation Period

Start Year — 2021 End Year — 2024+

Location(s) TBD by the project Other key Donors, investors

Implementing Lead MoEnv (potentially JEF), MOLA partners
Stakeholders Support Ministry of Culture, Universities, Estimated USD 1,500,000
research centers, innovation hubs (incubators Budget for this
and accelerators) Action

Financing Yes Potential Source Unidentified

Secured No of Funding
Action leads to Yes Estimated USD 15,000,000
investment No Investment Size
This action is an Investment
opportunity

Level of Priority Readiness for Implementation

Very High High Medium 1 2 3 4 5

Implementation ƒ Private sector investment is needed for this approach to be sustainable. It would be
Risk Mitigation beneficial to link the physical creative space to the innovation ecosystem.
Measures ƒ Linking to major international upcycling networks can improve the hub’s success by
providing access to global experts, promoting collaboration and market development.
55 Waste Sector
Waste Sector Green Growth Actions 2021-2025

WS15
Develop Municipal Solid Waste infrastructure to promote recycling and the use
of sanitary landfills

Description

Solid waste management (SWM) is a major challenge in Jordan, in both urban and rural areas. Without effective and
efficient programs, solid waste originating from domestic and industrial activities poses significant health risks and
can have a detrimental impact on the environment. Whilst the existing MSW collection system is considered to be
adequate in some large urban centers, services in small towns and rural areas tend to be either poor or non-existent,
with an absence of source separation and recycling.

The current MSWM system, with a network of landfill sites, dumpsites, and transfer stations, has very few, if any,
environmental controls. The low funding, high operating costs, and general lack of adequate sorting and recycling
facilities at SW plants has resulted in waste being routinely dumped in unlined cells adjacent to old dumping sites
which contain methane producing material. Poor SWM can cause surface water contamination, contribute to
soil contamination, air pollution, and leachate – a liquid mix of chemicals that forms as water is filtered through a
contaminated area, which can be hazardous if entering soil, surface water, or ground water. For example:

ƒ In Aqaba City, where approximately 120 tons of SW are produced every day, SW is currently disposed of
12km south-southeast of Aqaba City, in an unlined landfill at the base of the Aqaba Mountains. This waste
often remains uncovered, increasing the environmental risks of soil and water contamination, as well as vector
breeding and landfill fires.
ƒ The Al Rwaished municipality is situated 180km from its nearest landfill site in Alhusseiniat and, due to a lack of
funding, SW collected in Al Rwaished is disposed of in dumpsites, rather than processed at landfill facilities, and
is disposed of without any type of consideration for proper environmental practices.
ƒ In Azraq, a town with a population of 56,150 as well as a Syrian refugee camp, many of the disposal methods
used in Al Rwaished are used as well. However, there is an even greater concern for the environmental impact
of such methods in Araq, due to its critical importance as the main source of groundwater for Jordan.

The purpose of this action is to address the environmental challenges of SWM sector in Jordan, as well as
its core focus on recycling and responsible management of waste through both the construction of critical
infrastructure, and programming to promote better SW planning at the municipal level, and behavioral change.
For this project, each infrastructure intervention will be accompanied with the development of an integrated SWM
plan as well as waste segregation and treatment facilities. This project has the potential to be catalytic for the wider
transformation of the SWM sector in Jordan. The infrastructure and process components, as well as the specific
material and unit recycling components, will also encourage more people in Jordan to recycle.

Action ƒ Increased environmental and operating efficiency as a result of increased capacity to sort
Objectives and recycle material through the development and rehabilitation of a series of sanitary
landfill sites, dumpsites, and transfer stations.
ƒ Increased awareness and the incentives available to promote recycling will augment the
realization of the “Three R’s”, with a greater emphasis on reducing, reusing, and recycling in
the SWM sector.
56 Green Growth National Action Plan 2021-2025

Implementation The development of new sanitary landfill sites, with integrated SWM plans and waste
Milestones segregation and treatment facilities, will dramatically reduce the environmental impact of the
MSWM sector, as well as lead to increased efficiencies and significant operating cost savings.
This will encourage the private sector to begin projects for waste sorting and recycling. New
potential landfill sites include:
ƒ Al Rwaished (small) Sanitary Landfill: Development of a new sanitary landfill facility will
reduce operating costs and enhance the disposal process through the implementation of
proper environmental controls. This will encourage the private sector to initiate waste
sorting and recycling projects.
ƒ Al Azraq Sanitary Landfill: This new site will be the final disposal site for SW collected
from Azraq, Safawi, Aldhulial, Halabat, New Hashemite, and New Berin municipalities,
and will reduce operation costs whilst enhancing disposal processes under a complete
environmental control for the MSW that will encourage the private sector to begin projects
for waste sorting and recycling.
ƒ Aqaba Waste Management and Landfill: Along with the development of an integrated
SWM plan, this potential project includes the redevelopment of the material recovery area
to replace current waste scavenging practices and improve recycling capacity, the design
of individual landfill cells with each cell sloping towards a leachate collection system, and
the installation of a geosynthetic liner to prevent waste liquids polluting soils or ground
water. Through the design of a landfill gas management system with the maximum annual
generating capacity of 6.053 MWhs, the potential for landfill fires will be minimized and
existing burnt waste material will be utilized as cover material.

In addition, potential new transfer station projects include:

ƒ Jizah Transfer Station: The new transfer station will serve the municipalities of New Jizah,
Muwaqqar, Amreya and New Um Al Rasas, and will decrease the total distance to Gabawi
sanitary landfill and will encourage the projects of sorting or recycling facilities.
ƒ Madaba Transfer Station: The current landfill site will be closed and replaced with a transfer
station which will encourage sorting and recycling activities.
ƒ Ain Al Basha Transfer Station: The new transfer station will reduce the distances between
the collection of waste and the place of final disposal, reducing operating cost and
encouraging private sector participation.

Additionally, dumpsites in Al Humra, Al Azraq, Al Shamalyeh, and Al Dhlail can either be

rehabilitated or closed and replaced with transfer stations.

The comprehensive rehabilitation process for the old dumpsites or the closed dumpsites may
include capping, leachate problem solutions, gas collection systems, and land recovery plans
which will provide a good opportunity for power generated from gas produced. In turn, these
measures will help to solve the environmental problems related to the uncontrolled dumping
of SW. The closure and rehabilitation of areas will also provide the option of creating open and
clean areas for public use.

Concurrent, supporting activities will also include:

ƒ Updating MSWM policy and regulation.
ƒ Establishing a national Management information system (MIS) for MSWM, to act as a
reliable electronic database for the recording and analysis of relevant data in the sector.
ƒ Integrating the planning of MSWM activities in local and regional administrative level.
ƒ Promoting MSW prevention and reuse within the communities.

Relevant ƒ Resource Efficiency: Mainstream the concepts of reduction in waste generation, recycling,
Green Growth and re-use in the governance of all waste streams; Increase the amount of waste diverted
Objectives
from landfills toward recycling and re-use.
ƒ Sustainable Economic Growth: Promote awareness and behavior change in government,
business, and society towards circular economy through the waste sector.
57 Waste Sector
Waste Sector Green Growth Actions 2021-2025

Estimated Implementation Period

Start Year — 2021 End Year — 2025

Location(s) - Other key GCF

Implementing Lead MOLA partners
Stakeholders Support CVDB, MoEnv Estimated USD 2,000,000 for project
Budget for this preparation support
Action

Financing Yes Potential Source GCF

Secured No of Funding
Action leads to Yes Estimated USD 79,000,000
investment No Investment Size
This action is an Investment
opportunity

Level of Priority Readiness for Implementation

Very High High Medium 1 2 3 4 5
ƒ Proposal documents prepared (in draft) for submission to GCF, in order to request project preparation facility
grants for further preparation.

Implementation ƒ Jordan has been considerably affected by the deterioration of the security situation in
Risk Mitigation neighboring Syria. In addition, the influx of Syrian refugees considerably increases the SWM
Measures requirements for Jordan. To reduce the potential impact of this risk to the SWM sector, the
program effects include improved replicability and scalability of SWM services to ensure all
regions are covered.
ƒ The willingness of the Jordanian population to pay for recycling services may also impact the
financial success of this project. To mitigate this, the program includes an awareness campaign
to raise the population’s awareness for the risks of poor SWM, the environmental impact of
incorrect disposal of hazardous waste, and the continued use of energy intensive goods.
58 Green Growth National Action Plan 2021-2025

WS16
Implement a comprehensive national cleanup campaign for SW littering

Description

Pollution from discarded SW is a priority challenge facing Jordan. Not only does the presence of open garbage
in urban areas present a health and safety hazard to citizens, the large amount of litter in other open spaces
(such as in parks, forests, and waterways) can discourage tourism and investment, perpetuating an image which
is inconsistent with Jordan’s Vision 2025. Few studies have been undertaken to fully capture the scope of the
challenge or its impacts on the environment and society; however, most authorities agree that it is a serious
challenge that requires broader public awareness and a shift in behavior and attitudes. Accordingly, in recent
years, MoEnv has led cleanup efforts, bringing students, associations, and concerned citizens together to clean
up the country’s forests, parks, beaches, and tourist sites. At one such event in 2019, an estimated 40,000 people
nationwide joined an effort to clean up the country67. However, much more work remains to be done, in order to
ensure a cultural and behavioral shift away from litter.

The purpose of this action is to increase the understanding of the drivers and impacts associated with
littering, and design a set of awareness campaigns and government, NGO, and private sector partnerships
to achieve cleanup and behavior change. Significantly, this effort will mobilize actions across all sectors and
segments of society, with a strong focus on youth and community leadership, to ensure that it is sustainable and
embedded in the hearts and minds of Jordanians.

Action ƒ Develop cross-sectoral governmental partnerships to ensure preventing littering is a

Objectives priority for different economic activities and issue areas.
ƒ Contribute to changing littering behaviors by spreading awareness and providing financing
for local cleanup campaigns.
ƒ Improve the government’s understanding of the drivers and impacts associated with
littering, and methods to enforce anti-littering laws and regulations.

Implementation ƒ Implement cleanup activities on key roads and thoroughfares in municipalities. This
Milestones activity will begin by taking stock of the current status of SW pollution and littering in
Jordan, addressing causes, impacts, hotspots, as well as data availability and gaps. This will
focus on main roads in urban areas and highways. This activity will lead to the development
of a tender for services from one or more waste management companies to collect
litter along major streets and roads in Jordan. The MPWH will benefit from input and
monitoring from MoEnv. Emphasis will be placed on the importance of providing decent
work conditions and equal opportunity employment for women. Develop and implement
municipal cleanup campaigns and action plans in key municipalities. This activity will identify
the roles and responsibilities within municipalities for litter cleanup, while at the same time,
in cooperation with Royal Rangers, identify enforcement needs. Action plans and campaigns
will also be developed by the relevant authorities to address littering in forests (MoAg,
Royal Society for the Conservation of Nature (RSCN)), touristic places (Ministry of Tourism
and Antiquities), “gray areas” between highways and municipalities, and public parks (MOLA,
Ministry of Interior, and municipalities).
ƒ Introduce a national cleanup campaign targeted at youth. This campaign will be focused
on addressing youth perceptions of waste and litter from a young age, empowering youth to
communicate key messages within their families, schools, and communities. The campaign
will include the development of:
ƒ A volunteer program which will include the establishment of partnerships with youth
centers, schools, and public institutions. This will be designed by the Ministry of Youth, in
cooperation with MoEnv, and built on international and regional best practice.
ƒ A social responsibility campaign for university students, which will include support
for on-campus groups to promote littering awareness and behavior change, as well as
the provision of incentives for results-based cleanup actions (such as credit hours for
service, etc.). This will be designed by the Ministry of Higher Education in cooperation
with MoEnv.

67
UNDP. “Improving Solid Waste Management & Income Creation in Host Communities - Rehabilitation of Al Ekaider Landfill,” n.d.
59 Waste Sector
Waste Sector Green Growth Actions 2021-2025

Implementation ƒ Design and implement a social marketing campaign aimed at changing littering behavior.
Milestones This will be a comprehensive campaign targeting students, universities, civil servants,
drivers, picnickers, and tourists. The program will be designed based on scientific market
research to better identify the problem statements and target segments, providing
information to properly design the marketing campaign (messages, messaging channels,
etc.) and maximize its effectiveness. It will be implemented by MoEnv, in partnership with
relevant authorities, and featuring influential national actors and organizations.
ƒ Establish a grants facility through the JEF to finance the implementation of community
awareness projects and cleanup campaigns. The funds would be used to cover the following:
ƒ NGO grants to support identification of cleanup hotspots and manage the cleanup
activities. Equipment for cleanup campaigns for municipalities. Transport of people to
cleanup sites as needed. Disposal costs for collected waste as needed. Small business
and/or innovation grants to support innovation in the development of cleanup activities.

Relevant ƒ Climate Change Mitigation and Adaptation: Build resilience by reducing the clogging of
Green Growth drainage systems in urban areas.
Objectives
ƒ Natural Capital: Reduce impact of waste on the natural environment.
ƒ Social Development: Increase the awareness and inclusion of youth and communities.

Estimated Implementation Period

Start Year — 2021 End Year — 2025

Location(s) National Other key -

partners
Implementing Lead MoEnv, JEF, Royal Rangers Estimated USD 5,000,000
Stakeholders Support Ministry of Youth, Ministry of Higher Budget for this
Education and Research Action

Financing Yes Potential Source Government budget, donor support

Secured No of Funding needed
Action leads to Yes Estimated -
investment No Investment Size
This action is an Investment
opportunity

Level of Priority Readiness for Implementation

Very High High Medium 1 2 3 4 5

Implementation ƒ Implementation of this action will require strong coordination on behalf of MoEnv; this
Risk Mitigation may require a steering committee (or other coordination platform) to work with partners.
Measures As a behavior change campaign, this project must ensure it fully studies and accounts for
the different cultural and attitudinal contexts for the problem, and embeds appropriate
measures to address them from the outset.
60 Green Growth National Action Plan 2021-2025

ANNEX 1: Waste Sector

Green Growth Results
Framework
The Green Growth Results Framework below growth‑related data in Jordan. The Government of
was constructed with the support of the MoLA, Jordan is continuously striving to improve the quantity
DOS, and other national actors in accordance with and quality of data for decision making in the area of
international best practices in the field of green sustainable development and this framework will be
growth. This collection of indicators can be used continuously revisited and improved throughout the
to better understand the availability of green implementation phase.

Indicator Definition Baseline Target Responsible Reporting Timeline

and SDG
Enhanced Natural Capital
Total SW sent Total SW sent to TBD at 2030 target MoENV National Real-time
to landfills Al Ghabawi, Al time of to be set Monitoring
in kg Husainyat and Al initial public after sector Information
Ekaider. landfills access to actions are System for
in kg. real-time established Waste
monitoring
National
Strategy for SW
Management

State of the
Environment
Report
Data Source Will be available here: http://www.nmisw.jo/ms/nmis_jordan/nmis_work/nmis_component2/
1 or 2 of the TBD, based TBD at 2030 target MoENV National Real-time
following: on National time of to be set Monitoring
ƒ Landfill gas Monitoring initial public after sector Information
extraction Information access to actions are System for
and System for Waste real-time established Waste
quantities monitoring
ƒ Gas flaring National
Strategy for SW
Groundwater
Management
quality and
leachate
State of the
quantity in the
Environment
landfills
Report
Data Source Will be available here: http://www.nmisw.jo/ms/nmis_jordan/nmis_work/nmis_component2/
61 Waste Sector
ANNEX 1: Waste Sector Green Growth Results Framework

Indicator Definition Baseline Target Responsible Reporting Timeline

and SDG

Sustainable Economic Growth

# and % # workers in 8,546 2030 target DOS - Annual
workers in the “Water Supply, (2016) to be set
waste sector Sewerage, Waste 0.74% after sector Latest is
Management actions are 2016
and Remediation Total established
Activities” employment
AND 1,161,639
# workers in (2016)
“Water Supply,
Sewerage, Waste
Management
and Remediation
Activities”,
relative to
total national
employment
Data Source http://www.dos.gov.jo/owa-user/owa/employment.emp_show_t1

Social Development & Poverty Reduction

% female # female 9.5% (2016) 2030 target DOS - Annual
workers in the workers in the to be set
waste sector Water Supply, after sector Latest is
Sewerage, Waste actions are 2016
Management established
and Remediation
Activities,
relative to total
employment in
the sector
Data Source DOS Employees by Economic Activity, Nationality and Sex For Year 2016 For Both Public and Private
Sectors http://www.dos.gov.jo/owa-user/owa/employment.emp_show_t3
% youth Total # youth TBD 2030 target DOS - Available
workers in the workers (aged to be set annually,
sector 15-24) employed after sector through
in in the actions are special
Water Supply, established data
Sewerage, Waste request
Management
and Remediation Latest is
Activities, 2017
relative to total
employment
in the sector,
relative to total
employment in
the sector
Data Source Requires dos special data request
Share of - TBD 2030 target MOLA - TBD
population to be set
covered after sector
by MSW actions are
collection established
Data Source Need to request from MOLA
62 Green Growth National Action Plan 2021-2025

Indicator Definition Baseline Target Responsible Reporting Timeline

and SDG
Resource Efficiency
Percentage of % treated and 20% (2017) 40% by 2025 MOLA Vision 2025 TBD
treated and reused SW, 2030 target INDC
reused SW relative to total to be set MOENV
SW disposed of in after sector Strategic Plan
landfills actions are
established
Data Source Check with MOLA
Waste Tons of collected 2,785,133 2030 target DOS - Annual
generation per SW by all tons (2014) to be set
GDP municipalities after sector Latest is
divided by million 11147.6 actions are 2014
JD of GDP (at million JD established
constant 1994 (2014)
market prices)
249.8
(2014)
Data Source DOS Environment Statistics 2015-2014 table 3.3.2.1 AND DOS Jordan Statistical Yearbook 2016,
issue 67, table 23.11

Climate Change Adaptation and Mitigation

Total national Million metric 3.03 2030 target DOS/MOENV National 2014
greenhouse tons of CO2e MtCO2e to be set Communication
gas emissions emissions from in 2006 after sector to UNFCCC Will be
from the the waste sector (10.6 % of actions are annual
waste sector (MtCO2e) Jordan’s established once
total GHG MoEnv has
emissions) national
inventory
Data Source DOS Environment Statistics 2015-2014 table 3.1.1.1
63 Waste Sector
ANNEX 2: Relationship with National SW Management Strategy (MoLA)

ANNEX 2: Relationship with

National SW Management
Strategy (MoLA)
Actions Long-term National Transport Strategy and Action Plan 2015-2030
Challenges Objectives/ Actions/measures
and Barriers Targets proposed in strategy
Review and ƒ The limited financial resources Objectives: All of below
update NSAP allocated to the MSWM sector. All of below
2015-2034 ƒ Overlap and ambiguity
to integrate of institutional roles and Targets:
non- Municipal responsibilities between
Solid Waste concerned authorities. ƒ Targets for coverage of
and elaborate ƒ Low availability and reliability of MSW street-cleaning and
integrated waste MSWM data and information. collection services.
management ƒ Limited private sector ƒ Targets for the separate
approaches participation in MSWM activities. collection of recyclables
ƒ Insufficient qualified personnel (at least for paper, metal,
on Municipalities and JSCs, in plastic, and glass).
WS01

many cases. ƒ Targets for preparing for

ƒ No comprehensive single re-use and the recycling of
regulation currently in force for MSW materials (at least for
MSWM in Jordan. paper, metal, plastic, and
ƒ A lack of modern, specialized, glass).
and comprehensive legislative ƒ Targets for ceasing
frameworks (e.g. for tariff and operation of uncontrolled or
payments collection, for sorting- unlicensed disposal sites.
at-source systems of recyclables
and biowaste, for typology/
standardization of MSWM
systems’ planning and design, for
data recording, etc.).
Enhance ƒ The limited financial resources ƒ Promoting effective  Clear definition
the financial allocated to the MSWM sector. capacity building activities of roles and
management ƒ Overlap and ambiguity to maintain and upgrade responsibilities
and strategic of institutional roles and the MSWM system in the related to
planning responsibilities between long-term. MSWM through
the national-
capacity of concerned authorities. ƒ Extension of the MSW level legislative
municipal waste ƒ Lack of specifically determined collection coverage levels framework (see
management responsibilities for sophisticated to ultimately reach 100% of also below).
authorities MSWM activities, such as the population.  Creation of a
recycling, recovery, etc. ƒ Establishment of the dedicated MSWM
WS02

ƒ Insufficient qualified personnel on appropriate tools for department in

Municipalities and JSCs, in many recording, analysing, MOLA to guide,
cases. monitoring, and promoting support, assist,
ƒ Lack of autonomy from efficient decision-making of and supervise
Municipalities and
Municipalities and JSCs with MSWM related issues, at the JSCs.
regards to administrative, the national, regional, and  Restructuring of
financial, and operational capacity. local levels. JSCs to improve
ƒ Splitting and merging of small efficiency of the
Municipalities in Jordan often sector.
creates administrative gaps with
effect – inter alia – to MSWM.
64 Green Growth National Action Plan 2021-2025

Enhance ƒ The key economic indicators  Increasing

the financial (CAPEX, OPEX, REVENUE, and decentralized
management COST RECOVERY) and the responsibilities of
and strategic efficiency - effectiveness of the Municipalities and
planning existing MSWM system, are at JSCs in MSWM.
capacity of alarmingly adverse levels, for  Adopt, establish
municipal waste the vast majority of MSWM and application
WS02

management operators. of Full Cost

authorities ƒ The current MSWM fee collection Accounting (FCA)
system (through the Electricity method to all
Company, deducting directly 10% levels of MSWM
as administrative charges plus (Municipalities,
the cost of street-lighting) doesn’t JSCs, MOLA) –
allow for direct collection of fees SHORT-TERM
and flexible funding of MSWM
activities.
Introduce a ƒ Limited private sector ƒ Promotion of MSW ƒ Clear definition
policy dialogue participation in MSWM activities. prevention and reuse of roles and
platform for ƒ There are no specifically practices. responsibilities related
implementing determined responsibilities for ƒ Promotion of waste sorting- to MSWM through
EPR in the waste sophisticated MSWM activities, at-source with a view to the national-level
sector such as recycling, recovery, etc. increase MSW prevention, legislative framework
ƒ There is a lack of modern, reuse, and recycling. (see also below).
WS03

specialized, and comprehensive ƒ Monitor performance

legislative framework (e.g. for of EPR programs to
tariff and payments collection, ensure shifting of
for sorting-at-source systems responsibilities from
of recyclables and biowaste, the public to the
for typology/standardization of private sector with
MSWM systems’ planning and a view to achieve
design, for data recording, etc.). reduction of total
generated MSW.
Establish a ƒ The unreliability and limited ƒ Establishment of the ƒ Establishment of
national center availability of data in the WS appropriate tools for an MSWM Public
for excellence sector. recording, analyzing, Awareness &
on waste ƒ Lack of adequate policies and monitoring, and efficient Education Program
management and regulations for the different decision-making of MSWM Unit in MOLA or
WS04

circular economy waste streams. related issues, at the CVDB to monitor

to promote national, regional, and local and assist the
innovation, levels. implementation of the
training, R&D, Public Awareness and
investment and Education program.
policy work.
Design and ƒ Most of the existing awareness ƒ Promoting effective public  Implementation
implement programs were/are implemented awareness and education on Phase of the Public
a national as short term campaigns. MSWM issues in the long- Awareness and
awareness ƒ There has been no integration term. Education program
campaign about of these programs into the – in one Major City
of each geographical
circular economy Municipality/NGOs activities. region.
and waste ƒ There is a lack of financial
management resources to implement
public awareness and public
participation programs in
WS05

Municipalities and JSCs

ƒ There is a lack of a national
umbrella, such as a national
strategy for public awareness
and public participation, as it
is proven that implementing a
national awareness program
where all Municipalities are
participating and collaborating
would lead to more effective
results and greater success.
65 Waste Sector
ANNEX 2: Relationship with National SW Management Strategy (MoLA)

Enhance the ƒ Limited private sector ƒ Increase of MSWM system ƒ Provide increased
financial viability participation in MSWM activities. efficiency through public Return of Equity
of SMEs in the ƒ There is a lack of financial administration initiatives (RoE) in order
waste sector resources to implement and private sector to make the PPP
through targeted public awareness and public involvement. approach attractive to
business participation programs in the private sector.
development Municipalities and JSCs. ƒ Provision of
support ƒ There is a lack of a national incentives to waste-
WS06

umbrella, such as a national pickers to participate

strategy for public awareness in the cooperative(s)
and public participation, as it (integration in the
is proven that implementing a social security
national awareness program program, health
where all Municipalities are insurance, financial
participating and collaborating incentives, etc.).
would lead to more effective
results and greater success.
Conduct market ƒ There are no specifically ƒ Utilization of other revenue  Assessment of
assessment determined responsibilities for generating sources; the feasibility of
and feasibility sophisticated MSWM activities, ƒ Identification of the most establishment
study to identify such as recycling, recovery, etc. cost effective, efficient, and operation of
potential projects ƒ Complete absence of regular affordable, and quality- local-scale MSWM
facilities (materials
and program to waste sorting-at-source service environmentally recovery facilities
divert organic programs all over the Kingdom. and socially sound (MRFs), composting
waste from MSWM scheme for the plants, etc.).
Municipal Solid Municipality, that will be  Utilization of other
Waste streams in line with the respective revenue generating
Regional MSWM Plan and sources; i.e. revenues
National MSWM Strategy from sale of avoided
and policies. or reduced emissions
(e.g., methane
expressed as carbon
dioxide equivalent
GHG).
 Tendering, award,
conduction, and
approval of a study
WS07

for the development

of technical
specifications for:
recycling/materials’
recovery (including
MRFs, composting
facilities, anaerobic
digestion facilities).
 Tendering, award,
conduction, and
approval of local
market surveys/
studies for the
assessment of
possible uses of
recyclables, refuse-
derived fuel (RDF),
compost, as well as
digestate Compost-
Like Output
(digestate compost-
like-output (CLO)).
66 Green Growth National Action Plan 2021-2025

Conduct market  Tendering, award,

assessment conduction,
and feasibility and approval of
study to identify studies (including
potential projects Environmental
and program to and Social Impact
divert organic Assessment
WS07

waste from (ESIA)) related to

Municipal Solid the establishment
Waste streams of: - “clean MRFs”
for pre-segregated
recyclables; -
composting units
for pre-segregated
biowaste.
Develop and ƒ Lack of financing (allocated for) ƒ Promotion of separate ƒ Enforcement of
implement a and policies for the HWM in collection and management the avoidance of
Master Plan Jordan. of special and hazardous co-management of
for National ƒ C&D waste, hazardous medical waste; MSW with hazardous
Hazardous and industrial waste) usually ƒ Increase of efficiency (e.g. medical,
Waste end up in the MSW storage of infrastructure and industrial, etc.) or
Management and network (bins, containers), thus equipment maintenance. special SW streams
the rehabilitation deteriorating the MSW quality ƒ Mitigation of risks on the (e.g. Waste from
of Swaqa and risk. environment and human Electrical & Electronic
Hazardous ƒ Lack of a Management health by MSWM through Equipment (WEEE),
Waste Landfill Information System (MIS) at integrated management waste batteries
the national level for recording (planning, design, and and accumulators,
and analysing relevant MSWM operation). components of
data, making regular monitoring, ƒ Establishment of End-of-Life Vehicles
planning, and problem solving in appropriate MSW (ELVs), used tires,
the sector difficult. treatment facilities with C&D Waste, etc.)
ƒ Complete absence of regular respect to the ISWM currently ending up in
waste sorting-at-source hierarchy in the long-term. waste collectors such
WS08

programs all over the Kingdom. as bins, etc.).

ƒ Establishment
and promotion of
systems and plants
for integrated
management of the
aforementioned
special and hazardous
SW streams, with aim
to cover the whole
Kingdom, with the
participation of the
public and/or the
private sector.
ƒ Defining the
framework for
transboundary
importing/exporting
hazardous and non-
hazardous SW.
67 Waste Sector
ANNEX 2: Relationship with National SW Management Strategy (MoLA)

Develop and ƒ C&D waste, hazardous medical ƒ Strengthening of the ƒ Enforcement of the
implement a and industrial waste) usually Jordanian MSWM sector avoidance of co-
national policy end up in the MSW storage in order to correspond management of MSW
and regulations network (bins, containers), thus to potential emergency with hazardous (e.g.
for the deteriorating the MSW quality conditions that may occur medical, industrial,
management of and risk. in the future; etc.) or special
C&D waste. ƒ There are no specifically ƒ Increase of efficiency SW streams (e.g.
determined responsibilities for of infrastructure and Waste from WEEE,
sophisticated MSWM activities, equipment maintenance. waste batteries
such as recycling, recovery, etc. and accumulators,
ƒ Low levels of MSW recycling and components of ELVs,
energy recovery facilities. used tires, C&D
ƒ There is a lack of modern, Waste, etc.) currently
specialized, and comprehensive ending up in waste
WS09

legislative frameworks (e.g. for collectors such as

tariff and payments collection, bins, etc.).
for sorting-at-source systems ƒ Exclusion from the
of recyclables and biowaste, disposal facilities of
for typology/standardization of the following: liquid
MSWM systems’ planning and waste, flammable
design, for data recording, etc.). waste, explosive
or oxidizing waste,
medical or infectious
clinical waste, used
tires (with certain
exceptions), C&D, any
other type of waste
which does not meet
specific acceptance
criteria.
Implement a ƒ WEEE, ELV components, ƒ Mitigation of risks on the  Establishment
pilot Extended batteries and accumulators, environment and human of product
Producer used tires, C&D waste, health by MSWM through stewardship
Responsibility hazardous medical and industrial integrated management initiatives for
program for waste) usually end up in the (planning, design, and special waste
streams (WEEE,
e-waste MSW storage network (bins, operation). batteries and
containers), thus deteriorating accumulators,
the MSW quality and risk. ELVs, etc. – no
ƒ Lack of a Management more than two
Information System (MIS) at initiatives per
the national level for recording 5-years’ period)
and analyzing relevant MSWM ---- LONG_TERM
data, making regular monitoring,
planning, and problem solving in
the sector difficult.
ƒ Complete absence of regular
sorting-at-source programs all
WS10

over the Kingdom.

ƒ There are no specifically
determined responsibilities for
sophisticated MSWM activities,
such as recycling, recovery, etc.
ƒ Low levels of MSW recycling and
energy recovery facilities.
ƒ MSW prevention and reuse
practices and initiatives are
almost absent.
ƒ There is a lack of modern,
specialized, and comprehensive
legislative frameworks (e.g. for
tariff and payments collection,
for sorting-at-source systems
of recyclables and biowaste,
for typology/standardization of
MSWM systems’ planning and
design, for data recording, etc.).
68 Green Growth National Action Plan 2021-2025

Implement ƒ Complete absence of regular ƒ Mitigation of risks on the ƒ Provide an increased

program for waste sorting-at-source environment and human return on equity
waste tire programs all over the Kingdom. health by MSWM through (RoE) in order
WS11

disposal and integrated management to make the PPP

reuse. (planning, design and approach attractive
operation). to the private sector.

Develop a joint n/a n/a n/a

public-private
roadmap to
transition to
WS12

reduce the use

of single use
plastics at the
household and
commercial
levels
Develop a ƒ Extensive informal waste- ƒ Integration of informal ƒ Establishment of
baseline study picking in the city and at the waste-pickers in the new cooperative(s) of
and roadmap dumpsite level, posing significant MSWM facilities. informal waste-
to transition negative impacts to public picking and recycling
toward green hygiene. sector, with the
jobs in the waste goal to ensure safe
sector operation.
ƒ Issuance of a
regulation for
defining the process
and specifications
for the integration of
WS13

waste-pickers in the
new MSWM system,
as well as their
responsibilities and
licensing.
ƒ Issuance of technical
specifications and
instructions for safe
operation of waste-
pickers, including
health, occupational
safety, and
environment issues.
Establish n/a n/a n/a
a national
upcycling
WS14

hub nearby
appropriate
waste
management
infrastructure
Develop n/a n/a n/a
Municipal
Solid Waste
WS15

infrastructure
to promote
recycling and the
use of sanitary
landfills
Implement a n/a n/a n/a
national litter
WS16

cleanup and
behavior change
campaign
70 Green Growth National Action Plan 2021-2025
71 Waste Sector
ANNEX 2: Relationship with National SW Management Strategy (MoLA)
72 Green Growth National Action Plan 2021-2025