Building back the Jamaican energy sector better -- A focus on robustness and resilience
December 7, 2025
As climate change increases the frequency and intensity of hurricanes and extreme weather events, building a robust and flexible energy infrastructure becomes a crucial part of long-term climate adaptation strategies. A strong energy sector not only supports immediate disaster response but also strengthens overall national security, energy security, economic stability and public well-being.
For Jamaica, Hurricane Melissa served as a stark reminder that energy resilience is not optional. It is essential. Estimates place the physical damage from the hurricane that devastated the western part of the island at US $8.8 billion, an amount equal to about 41% of the 2024 Gross Domestic Product (GDP).
Norman ‘Bull’ Davis, one of Jamaica’s top engineering executives, said the nation must place robust and proven systems, structures and strategies at the forefront of its recovery efforts as it embarks on the critical task of rebuilding in the hurricane’s aftermath.
“The devastation wrought by such natural disasters underscores the urgent need for a holistic approach that not only addresses immediate relief but also strengthens resilience against future crises,” the former Canadian resident said.
Davis noted that the island entered this period of heightened climate risk with an already fragile energy network, a vulnerability that magnified the storm’s impact and will prolong recovery efforts.
“The island’s energy network has expanded in recent years,” he said. “During periods of peak electricity demand, the system requires between 680 and 710 megawatts (MW) of power, supplying approximately 700,000 customers. While this is sufficient for Jamaica, it is small compared with Puerto Rico, which is slightly smaller in land area but has a peak power demand of approximately 3,400 MW.”
Norman Davis (Photo contributed)
Over the past five to ten years, Jamaica has replaced its old power plants with new ones and incorporated solar and wind energy into the grid. In addition, work continues on strengthening the transmission and distribution network through structural integrity upgrades and implementation of smart protection and control devices. The grid is also managed with a state-of- the art control system. As a result, the electricity system is significantly stronger now than it was 15 to 20 years ago. This resulted in the grid being able to ride through the strong hurricanes without a complete blackout of the power grid.
Although Jamaica has a comprehensive island-wide electricity network, Davis noted that some standalone energy systems are still needed in certain situations. Operating at 138 and 69 kilovolts (kV), the electricity transmission system is a network of high-voltage power lines that carry electricity from power generation plants to substations across the island. Then there are the 24kv distribution lines from the regional substations that supply electricity directly to the industrial and residential customers.
“Major outages, like the one caused by Hurricane Melissa, often damage transmission lines that cross the hills and valleys,” he said. “Even if a power plant in Kingston or Montego Bay is running, electricity may not be able to reach Westmoreland and St. Elizabeth because the damaged lines cut off the power connection. In these cases, microgrids in the affected areas can generate power locally, providing immediate electricity to communities nearby with a much lower electricity demand. Microgrids can normally stay connected to the main grid, but they also can operate independently during disruptions.”
While the bulk of the island’s high voltage transmission network is overhead, there is a minimal amount of underground electrical cable systems in some areas that transport electricity.
Davis emphasized that Jamaica should prioritize installing underground transmission cables in strategic vulnerable areas to strengthen the national grid and reduce the risk of widespread outages during future storms.
“It will be expensive, but a strategic, phased approach (like new builds and critical off-takers) would ensure that the benefits outweigh the costs,” he said. “For example, there should be an underground cable from the Montego Bay main substation to Cornwall Regional Hospital, and from another main substation in Kingston to the University of the West Indies (UWI) Hospital.”
UWI Mona operates a cogeneration plant designed to supply much of its campus electricity and cooling needs.
“The UWI hospital near the campus, however, relies entirely on Jamaica Public Service overhead lines for its electricity,” said Davis. “In a scenario where transmission lines from a plant in Kingston or elsewhere on the south coast are damaged, the hospital would lose power. While the hospital has standby generators, these units would not meet full demand in a cost-effective manner.
“Although the UWI plant could technically supply electricity to the nearby hospital, the Jamaica Electricity Act allows only the grid operator to sell and distribute power. As a result, despite the proximity of a 7.0 (MW) megawatt plant, UWI cannot legally provide power to its neighbour during main JPS power outages, ensuring the hospital has a reliable power supply during emergencies”.
Despite ongoing challenges with infrastructure and systems, Davis pointed out that Jamaica is making significant progress in its energy transformation.
“The country has introduced natural gas as a cleaner, more efficient alternative to traditional fuels, while also embracing renewable energy sources such as solar and wind to diversify its energy mix and reduce environmental impact,” said the former CEMEX managing director who enjoys farming. “By combining modern technology with both traditional thermal and renewable energy sources, Jamaica is building a resilient and sustainable power system. These efforts not only meet the nation’s current energy needs but also prepare the country for future growth, strengthen communities and enhance resilience against natural disasters.”
Electricity in Jamaica has long been expensive due to imported fuels, aging infrastructure, high non-technical losses, high taxes and a relatively small market demand. Hurricane Melissa has further strained the system, causing widespread outages, damaging infrastructure and increasing reliance on costly fuel imports, factors likely to push prices even higher in the short term.
Although Davis generally opposes government involvement in running businesses, he suggested that the Jamaican government should consider buying back JPS. He believes that government ownership would improve the execution plan needed to help the island recover from Hurricane Melissa, reinforce the power grid and make the electricity supply more reliable.
JPS was privatized in 2001 as part of the then government's strategy to reduce state ownership of commercial enterprises, ease the financial burden on public funds and encourage greater private sector participation. Currently, Marubeni Corporation of Japan and Korea East-West Power Company (KEWP) each own 40 percent of JPS.
These majority shareholders not only provide the company with financial strength but also hold considerable sway over strategic decisions, including the appointment of six members to JPS’s Board of Directors. The Government of Jamaica retains about 19.9 percent ownership, maintaining a significant voice in policy and governance matters while private minority shareholders own 0.1 percent.
“My position is that the government can own the utility without being responsible for its day-to-day operations,” Davis said. “They should take the bull by the horns. Ownership would allow the government to have strategic control over electricity generation and distribution, ensuring that national interests are protected, while leaving the actual management of the company to professional operators in the private sector.”
He said this approach would be similar to what was done with Jamaica’s two main airports. Norman Manley International Airport in Kingston and Sangster International Airport in Montego Bay are owned by the government, but their operations are handled by private or specialized management companies. These operators bring expertise in airport management, customer service and efficiency while the government maintains oversight and control over key policies and infrastructure.
“By adopting a similar model, JPS could leverage external expertise and efficiency in managing grid operations, while still ensuring that strategic and regulatory control remains in the hands of the entity,” said the former Jamalco Technical Consultant. “This could help improve service delivery, operational performance and risk management without fully privatizing the asset.”
Following in the footsteps of his late father who spent nearly 25 years as a Maintenance Supervisor at Alcan, Davis joined the Canadian company and was mentored by a few high-level global technical experts, including John Warringer, an Operations Engineer who also served as a training consultant for both Alcan and the JPS.
Looking back on his early career, he said this British national had a huge impact on his career, especially in the Powerhouse.
“John had a global perspective,” said Davis who completed a Diploma in Mechanical Engineering at the University of Technology and a Bachelor of Mechanical Engineering degree at the UWI St. Augustine campus in Trinidad. “As a young engineer straight out of university, I imagined I’d have my own office and computer. Instead, I worked in the Powerhouse, right in the trenches. John told me that to build a reputation as a skilled and respected engineer, I needed to get my hands dirty and know my trade, both practically and theoretically. He even once told me to remove my nickname, ‘Bull’, from my safety helmet because I would be perceived as a joker.”
Another important lesson Davis, who has an MBA in Marketing and a Certificate in Project Management, learned early on was never to rely on assumptions in engineering.
“During a presentation to a group of senior Jamaican engineers, someone mentioned that 'we were going to assume how to do this’, he said. “One of the engineers quickly joked that, in engineering parlance, ‘assume’ actually means ‘making an ass out of you and me’. “That clever line stuck with me throughout my career.”
While Davis considers Warringer a mentor, he also shares valuable relationships with Dr. Vincent ‘Vin’ Lawrence, who earned his Master’s and doctoral degrees from Queen’s University, and Professor Gordon Shirley, whom he deeply admires. They are among Jamaica’s leading engineering professionals, known for their technical expertise, visionary and dynamic leadership in engineering, management and infrastructure and their impact on national development, public institutions and the educational and industrial sectors.
Sagicor Group Jamaica Ltd. President & CEO Christopher Zacca (l), Excelerate Energy Executive VP & CEO David Liner, Dr. Vin Lawrence, Norman Davis and Professor Gordon Shirley (BDG Photography)
"I have a great deal of respect for these two men,” the married father of three grown children said. “They have contributed significantly to my growth and development. Our relationship is built on mutual exchange, having ongoing discussions and energetic debates, allowing for a collaborative exploration of ideas and intellectual engagement.”
After nearly nine years as a Project Coordinator and Vice President, Asset Management at New Fortress Energy (NFE), Davis joined Excelerate Energy in May 2025 as Vice President and Country Manager. Based in The Woodlands, Texas, Excelerate expanded its global footprint by acquiring NFE’s entire Jamaica business for US$1.055 billion.
In the wake of Hurricane Melissa, the company announced it had mobilized over US$1 million in humanitarian aid, including water, food, building materials, medical tents, school supplies and equipment to support relief and recovery efforts across Jamaica.
Davis, who completed a Certificate in Executive Marketing, Business & Management at Western University in 1988 and resided in the Greater Toronto Area for almost 14 years, was awarded an Order of Distinction in the Officer Class by the Jamaican government last October for service in the fields of energy and mining.
Jamaica’s Governor General Sir Patrick Allen (l) congratulates Norman Davis after presenting him with the Order of Distinction (Photo contributed)
There is no better person to speak about the outstanding quality of your work than a peer who has seen it firsthand and truly appreciates its impact.
“Norman was very disciplined in taking charge of the opportunities he was given in the Powerplant,” said Shirley who began his professional career as a mechanical engineer with Alcan Jamaica Company Ltd. in the late 1970s. “He used his deep understanding of the Powerhouse, the centrepiece of most refineries, to grow. While most Powerhouse engineers focus solely on managing the power system, he applied his knowledge of how power is used throughout the plant to become a true problem solver with a full-system perspective. Even though he is a ‘power man,’ he often recommends solutions for the aluminum process itself.”
And even those who have met Davis only recently can immediately appreciate his depth of knowledge and the value he brings to the table.
“I’ve gotten to know him over the course of this year, and I value every bit of insight he shares,” said David Liner, Excelerate Energy Executive Vice President and Chief Operating Officer. “Every day I go home thinking, ‘Gosh, I didn’t think about that’. We are honoured to have him as part of Excelerate because he oversees operations that support nearly 60 percent of the energy that comes into Jamaica.”
In a time when Jamaica’s future depends on resilient thinking and decisive leadership, Davis stands out as the engineer whose vision, expertise and unwavering commitment continue to power not just an industry, but a nation’s path toward strength and sustainability.
