Hydropower Sustainability Assessment Protocol: Cahora Bassa North Bank Hydropower Project Cahora Bassa North Bank Hydropower Project Hidroeléctrica de Cahora Bassa Zambezi River Basin Introduction The hydropower resources of the Zambezi River Basin are central to sustaining economic development and prosperity across southern Africa. The combined GDP among the riparian states is estimated at over US$100 billion. With recognition of the importance of shared prosperity and increasing commitments toward regional integration, there is significant potential for collective development of the region’s rich natural endowments. Despite this increasing prosperity, Contents however, poverty is persistent across the basin and coefficients of inequality for some of the riparian states are among the highest in Introduction .......................................................................................... 1 the world. The Hydropower Sustainability Assessment Protocol ......................... 4 Reflecting the dual nature of the regional economy, new investments The Project ............................................................................................ 3 in large infrastructure co-exist alongside a parallel, subsistence economy that is reliant upon environmental services provided by the The Process ........................................................................................... 8 river. Appropriate measures are therefore needed to balance these Action Planning for Improved Sustainability ........................................ 9 mutual dependencies among different users within a sustainable Key Lessons Learned and Future Use of the Protocol ....................... 10 guiding framework. The Basin has close to 5,000 MW of installed hydropower generation capacity, with the potential approaching 15,000 MW. Development of the hydropower sector according to the generation plan of the Southern Africa Power Pool (SAPP) would include some 53 projects, over more than 15 years. If the full hydropower potential in the Zambezi River Basin was developed this would have the potential to double the production of firm energy from 22,776 to around 43,000 In partnership: GWh/year. Average energy production would also double from 30,000 to around 60,000 GWh/year due to the extension of existing facilities and the addition of new infrastructure. This is sufficient to meet all or most of the estimated 48,000 GWh/year demand of the riparian states. 1 2 Hydropower Sustainability Assessment Protocol: Cahora Bassa North Bank Hydropower Project World Bank. 2010. The Zambezi River Basin: A Multi-Sector Investment Opportunities Analysis - Summary Report. World Bank. © World Bank. https://openknowledge.worldbank.org/handle/10986/2958 License: CC BY 3.0 IGO.” Hydropower Sustainability Assessment Protocol: Cahora Bassa North Bank Hydropower Project Hydropower Facilities in the Zambezi River Basin Source: SADC and ZRA, 2007. Rapid Assessment Report: Source: SADC/SARDC and others, 2012. Zambezi River Basin Atlas Integrated Water Resources Management Strategy for the of the Changing Environment. Zambezi River Basin. SADC Water Division, Gaborone. More than US$16 billion worth of investments have been identified over the current situation. The economic value of this basin-wide at the pre-feasibility or feasibility stage of preparation within the cooperation in terms of additional generation, with minimal Zambezi River Basin 1. Many of these proposed investments were investment, is estimated at over US$585 million over a 30-year identified long ago and have been in the pipeline for several decades. period. In addition to the challenges of financial mobilization within There are several additional benefits from improved cooperation numerous competing demands, the geo-political history and beyond the energy sector. The gains from a coordinated basin-wide contemporary transboundary nature of many of the resources program could increase agricultural production and job creation, creates a complex environment within which to advance the reduce vulnerabilities to hydro-climatic shocks and promote deeper sustainable development of common pool resources. co-operation and regional integration. Cooperation around the development and operation of hydropower The results of a multi-sectoral investment analysis1 show that resources within the Zambezi River Basin has the potential to provide improved cooperation around the development of planned substantial benefits. investments in the basin have the potential to double the area under The framework for this cooperation is provided by the eight riparian irrigation and provide more than 500,000 new jobs, while enhancing states through the “Agreement on the Establishment of the Zambezi economic resilience by reducing the risks associated with floods that Watercourse Commission (ZAMCOM)”. The ZAMCOM Agreement generate estimated losses of over US$1 billion per year on average. promotes the equitable utilization, efficient management, and The World Bank has been supporting a comprehensive program to sustainable development of the Zambezi River Basin. Realizing the strengthen cooperative management and development within the vision within this agreement requires a combination of strong Zambezi River Basin. This program provides regional financing and institutions to drive the process, data collection and information analytical work that brings together the various commitments within sharing to inform decision-making, and infrastructure investments to a World Bank-financed portfolio of more than US$2 billion to provide for people’s basic needs and boost economic growth within facilitate dialogue among the riparian states and further drive the a sustainable framework. development of climate-resilient water resources for sustainable In addition to the opportunities for cooperative development, it has growth. been estimated that improved coordination in operation of the The application of the Hydropower Sustainability Assessment hydropower facilities envisaged under the Southern African Power Protocol in the Zambezi River Basin represents part of this broader Pool (SAPP) could provide an additional 23 percent of generation program of support to the riparian states toward enhancing over uncoordinated (unilateral) operation. development outcomes through improved cooperation and Even in the absence of the full development scenarios outlined in the sustainable development. SAPP, coordinated basin-wide operation of existing hydropower facilities could increase firm energy production by seven percent 1 The Zambezi River Basin: A Multi-Sector Investment Opportunities Analysis, Vol.1, Summary Report, The World Bank Africa Region, Water Resources Management, June 2010. 3 Hydropower Sustainability Assessment Protocol: Cahora Bassa North Bank Hydropower Project The Hydropower Sustainability Assessment Protocol The Hydropower Sustainability Assessment Protocol (‘the Protocol’) is a framework to compare the performance of hydropower projects using a defined set of globally-applicable sustainability criteria 2. These criteria encompass a range of environmental, social, technical, and financial issues and provide a shared language for improved dialogue on sustainable hydropower. The Protocol is the product of an intensive and transparent dialogue by the multi-stakeholder Hydropower Sustainability Assessment Forum (HSAF). Constituted in 2007, the HSAF included representatives from industry, civil society, donors, developing country governments, and commercial and development banks. Stakeholder views were solicited from over 20 countries involving 1,300 participants and pilot assessments carried out in 20 countries on six continents to reach consensus on the inclusion of aspects of sustainability and the definition of good and best practice. After completion of the Protocol, the Hydropower Sustainability Assessment Council was established along with a “Management Entity” for day-to-day implementation of the Protocol. The Hydropower Sustainability Assessment Council consists of seven sectoral chambers. Each chamber represents a segment of stakeholders and ensure continuity in the multi-stakeholder approach that was used to develop the Protocol. The Chambers all elect two representatives to a Protocol Governance Committee (PGC) that provides oversight to the Protocol and its management, while the International Hydropower Association (IHA) serves as the Management Entity (Figure 3). To reflect the different stages of hydropower development, the Protocol includes four assessment tools. These can be used separately with each corresponding to stages of project development, including: 1) the Early Stage; 2) the Preparation Stage; 3) Implementation; and, 4) Operation. Each tool is made up of a set of sustainability topics of most relevance to that stage of the project, containing definitions of basic good practice and proven best practice for over 20 sustainability topics that combine environmental, social, technical, and economic/financial perspectives (Table 1). A Protocol assessment identifies gaps that can be addressed, promoting the continuous improvement of sustainability performance. An assessment provides a platform for dialogue with a range of stakeholders, either through the sharing of results or involvement in the assessment. These may be official assessments carried out by independent IHA-accredited assessors or through informal or self-assessments (Box 1). To date, over 25 official assessments have been conducted on projects with capacities from 3 to 14000 MW, in all regions of the world. 2Further information on the Protocol and its governance can be found on www.hydrosustainability.org 4 Hydropower Sustainability Assessment Protocol: Cahora Bassa North Bank Hydropower Project List of Protocol Topics: Sustainability Topics Preparation Implementation Operation Technical Siting and Design ● Hydrological Resource ● ● Demonstrated Need and Strategic Fit ● Infrastructure Safety ● ● ● Asset reliability and efficiency ● Environmental Environmental and Social Impact Assessment and Management ● ● ● Erosion and Sedimentation ● ● ● Water Quality ● ● ● Waste, noise and air quality ● Reservoir Planning / Preparation and Filling / Management ● ● ● Downstream Flow Regimes ● ● ● Biodiversity and Invasive Species ● ● ● Social Communications and Consultation ● ● ● Project Benefits ● ● ● Project Affected Communities and Livelihoods ● ● ● Cultural Heritage ● ● ● Indigenous Peoples ● ● ● Resettlement ● ● ● Public Health ● ● ● Labor and Working Conditions ● ● ● Business and Financial Viability ● ● ● Economic Economic Viability ● Procurement ● ● - Governance ● ● ● 5 Hydropower Sustainability Assessment Protocol: Cahora Bassa North Bank Hydropower Project Box 1. Ways of Using the Protocol Official assessment. This is an assessment conducted by a team of independent IHA-accredited assessors. Assessments rely on objective evidence to support findings that are factual, reproducible, and verifiable. At the end of an assessment, the assessors deliver a report using an approved format, including a set of scores indicating performance in relation to basic good practice and proven best practice. Reports are delivered in English, but can be translated. Informal self-assessment. This is an assessment conducted Structure of the Hydropower Assessment Council internally within an organization. If the Protocol is used informally in this way, the report can be in any language, a shorter version of the report could be used, or only specific topics assessed. If made public, the report is required to carry a disclaimer stating that it is not an official assessment, in keeping with the Protocol’s Terms and Conditions. Assisted self-assessment. This is an informal self-assessment, but accredited assessors work with the developer or operator to advise them on how to interpret and use the Protocol. Using the findings of an assisted self-assessment, assessors can work with the developers, to identify an action plan, setting out the actions they will take to improve sustainability. This approach is very useful for capacity-building, or in situations where the project may have many gaps compared to the Protocol’s basic good practice. Verification. An alternative to the assisted self-assessment is for Accredited Assessors to provide a verification of an internal self- assessment. This would require translation of the report into English and stakeholder interviews carried out by the accredited assessor. This process would deliver a critical review of the assessment report and verification of its findings. Source: Hydropower Sustainability Assessment Protocol, 2017 http://hydrosustainability.org Templates for basic good practice only. IHA is currently developing approved templates for conducting assessments that focus only on the environmental, social and governance topics at the basic good practice level. The intention is that assessments can be conducted at lower cost due to this lower scope. Checklists. A further option is to develop and use shorter checklists based on the protocol that can be applied quickly and with minimal effort. Guidance. At the most basic level, the Protocol can be used as a guidance document. For example, government agencies can use it to understand the range of hydropower sustainability issues, or the operator’s personnel can refer to it in their day-to-day work, for example in developing terms of reference for an EIA. 6 Hydropower Sustainability Assessment Protocol: Cahora Bassa North Bank Hydropower Project The Project The Cahora Bassa Hydro-Electric Scheme was built between 1969 and 1974 on the main stem of the Zambezi River in Mozambique. The dam is a 171-meter-high roller compacted concrete dam with a crest Cahora Bassa Dam length of 303 meters, which forms a 55.8 billion cubic meter reservoir with a surface area of 2,739 square kilometres at full supply level. The original construction included provision for two power stations, one on the south bank and a second on the north bank. The Cahora Bassa South Bank Power Station was built at the time of dam construction and is situated in a 220m long, 29m wide and 57- meter-high cavern on the south bank of the Zambezi River. The power station includes five 415 MW Francis turbines providing a total installed capacity of 2,075 MW. The Cahora Bassa North Bank Power Station would be an extension to the existing Cahora Bassa Hydro-Electric Scheme and developed in an underground cavern on the north bank of the Zambezi River. Preparation of the CBN project resumed between 2011 and 2013 with studies on the hydrological, geotechnical and geological Photo credit: Aida Khalil conditions along with social and environmental impact assessments. Financial and economic analyses are yet to be carried out. The Cahora Bassa North Bank Power Station would use the dam, reservoir and other facilities of the existing installation, with three additional Francis turbines of 415 MW each, extending the total Project Cahora Bassa North Bank installed capacity by 1,245 MW from 2,075 MW to a total of 3,320 Extension MW. A 140-meter-long bridge would be built downstream of the dam to provide access to the north bank during construction. Access Country Mozambique during operation would be through a tunnel from the crest of the dam while transmission lines would pass over the dam wall and Location On the Zambezi River, Cahora connect to the existing Songo substation. Bassa District and Maravia District, Tete Province The CBS and CBN plants would be operated jointly, with coordination of power generation, water storage, downstream discharges, and Capacity 1245 MW flood control. While CBS will continue to provide base load generation, CBN would be operated as a peaking plant during the high demand periods from 08h00 to 16h00 daily. Most of the power Developer / operator Hidroeléctrica Cahora Bassa produced by the dam has historically been dispatched to the South (HCB) African utility ESKOM under long-term Rand-denominated contracts. An increasing proportion of the power is bought back from ESKOM Dam height 171 m by the national utility in Mozambique, Electricidade de Moçambique (EDM0, and a small proportion is sold to Zimbabwe (ZESA) and the Width at crest 303 m Southern African Power Pool under short-term contracts. Reservoir area 2,900 km2 Hidroeléctrica de Cahora Bassa (HCB) was established on June 23, 1975, just two days before Mozambican independence, and is Units (number, type, Three Francis turbines of responsible for the operation and maintenance of the Cahora Bassa MW) 415 MW each Hydro-Electric Scheme. HCB was originally majority-owned by the government of Portugal until the Mozambican government became Associated No additional roads; bridge to the majority shareholder in 2007. infrastructure: road(s) access the north bank HCB is also a joint partner with ESKOM in ownership and (length) management of the closely associated Cahora Bassa Transmission Project. This includes a high-voltage direct current transmission line Associated No additional transmission line from Songo in Mozambique to the Apollo Station near Johannesburg. infrastructure: other than a line passing over the The commercial arrangements also include EDM which takes supply transmission line(s) dam crest to the Songo sub- from Cahora Bassa through a wheeling arrangement with ESKOM in station the south of the country, primarily for supply to Maputo. 7 Hydropower Sustainability Assessment Protocol: Cahora Bassa North Bank Hydropower Project The Process HCB assessed the CBN project using the Preparation stage tool of the This was the first application of the Protocol by HCB. The process Protocol. This was an assisted self-assessment with advice and involved collection of verbal, visual and documentary evidence to support for the assessment provided by accredited assessors appraise project processes and performance against the Protocol’s through a World Bank-supported program ‘Application of the Preparation tool scoring criteria. Interviews covered the views of the Hydropower Sustainability Assessment Protocol in the Zambezi River developer, employees, government institutions, and affected Basin’. Technical consulting services were provided by the communities. International Hydropower Association (IHA). Interviewees shared their opinions and knowledge openly and The program consisted of introductory training, detailed training for professionally, and the established interview schedule allowed for the HCB team, the assessment (including support during interviews daily feedback from accredited assessors on interview technique and and a site visit from accredited assessors), and review of HCB’s draft findings. report by the accredited assessors. Table 3 provides a summary of the process and the people involved. Table 3. Key dates and participants HCB’s objectives for the assessment Location and key dates Introductory training Livingstone, 31st May – 1st June 2016 - Understand sustainability and evaluate the Cahora Bassa Norte project in its preparation phase, using the Protocol; HCB detailed training Songo, September 2016 Assessment October 2016 to March 2017 - Identify improvement opportunities and indicate the positive First experience-sharing January 2017 aspects of project performance in the preparation phase; workshop Mid-assessment visit 27th February to 3rd March 2017 - Ensure transparency and commitment of stakeholders; (interviews, site visit) Draft report completed August 2017 - Analyze regulatory compliance performance against the Second experience-sharing August 2017 requirements established under the Protocol to understand the workshop synergies that exist; Final report completed September 2017 Third experience-sharing December 2017 - Disseminate evaluation information, benefits and results to workshop stakeholders. Who was involved? HCB’s internal client for Eng. Nelson Beete (Executive the assessment Director) HCB’s lead assessor Aida Mabjaia HCB’s assessors Adelino Manuel, Binte Insa, Bruno Matsinhe, Celma Cuaira, Chico João, David Chirindza, Edite Nhantumbo, Ivo Pene, Ilídio Tembe, José Matola, Jeremias Manjate, Nico Savaio, Pamella Saunguene, Pedro Conhaque, Rosaque Guale Interviewees At least 15 interviews including senior internal and external representatives, and communities in Songo and Maravia Accredited assessors Doug Smith, IHA Consultant, and Dwellings within the Cahora Bassa buffer zone affected by the Aida Khalil, IHA Sustainability reservoir expansion under the Cahora Bassa North Bank Project Specialist Photo credit: Aida Khalil Observers Kimberly Lyon, Cecil Nundwe and Marcus Wishart of the World Bank 8 Hydropower Sustainability Assessment Protocol: Cahora Bassa North Bank Hydropower Project Action Planning for Improved Sustainability The assisted self-assessment of Cahora Bassa North was an opportunity for HCB to understand how project preparation to date HCB trainee assessors on the initial training course was performing in relation to international good practice and to identify areas where the process could be improved. It was also an opportunity for hands-on training in the Hydropower Sustainability Assessment Protocol. The results of the self-assessment, though unofficial, are useful in highlighting areas for management attention and actions that can be taken to improve the project. This includes both the new facilities for the North Bank power station and the existing facilities that would be part of the project. HCB’s internal team of assessors, with guidance from Accredited Assessors, determined that the Preparation Stage tool was most appropriate and that three topics under that tool were not relevant for CBN: P-14 Resettlement, as no physical displacement expected for the expansion; P-15 Indigenous Peoples, as there are no people that meet the definition of indigenous peoples in the area; and P-17 Cultural Heritage, as there is no physical cultural heritage that could Photo credit: Rosaque Guale be affected by the project. Two topics, P-6 Integrated Project Management, and P-9 Financial Viability, are difficult to judge so early in the preparation of the project. HCB’s team of assessors determined that CBN preparation met or exceeded Basic Good Practice for 4 topics: P-19 Biodiversity and Invasive Species; P-20 Erosion and Sedimentation; P-21 Water Quality; P-22 Reservoir Planning. For other topics, where the assessors found gaps against Basic Good Practice, many were related to communications or stakeholder engagement and the Environmental and Social Impact Assessment study. The assessment also highlighted some additional studies and plans that have not yet been done but that are important for sound project preparation. An Action Plan has been developed by HCB to address the priority gaps. This is focused initially on those gaps that have wider corporate applicability and that also affect existing Cahora Bassa facilities. Photo credit: Louise Croneborg Disclaimer: This assessment is an Unofficial assessment as it does not comply with the necessary terms required of an Official assessment. The results of this assessment do not necessarily reflect the quality required of an Official assessment and may not be an accurate reflection of the sustainability of the assessed project. 9 Hydropower Sustainability Assessment Protocol: Cahora Bassa North Bank Hydropower Project Table 4. Initial draft of HCB’s Action Plan Significant Gaps Actions P-1 Communications and There are no ongoing processes are in place for Update mapping of the main stakeholders for CBN Consultation stakeholders to raise issues and get feedback, and CBS, both internal and external. including feedback on the ESIA results Benchmarking with other institutions (national and international) Revise document on community relations Improve communication process and procedure (flow diagram) for community engagement Develop a policy on publication of reports P-2 Governance Internal Communication Reinforce internal communication on strategic plan 2018-2022 Promote information-sharing on a timely basis P-10 Project Benefits, P-13 Chipera (Maravia) community do not / will not Include Chipera in database of beneficiary Project-affected receive additional benefits communities Communities and Livelihoods Estimate number of people that might be affected by CBN P-8 Infrastructure Safety Issues such as the interaction with other projects Dam Break analysis for the whole basin (already (cascade failure) and public safety risks have not underway) been analysed Develop and implement a project concept for disaster management (coordination mechanism) Check the report on Potential Failure Modes Analysis (PFMA) and the Emergency Preparedness Plan (downstream response and responsibility) P-22 Reservoir The need to consider aspects related to climate Review and update engineering design of the Management / P-23 change and its implications on the availability of infrastructure to cover downstream Downstream Flow Regimes water for the purposes of electricity production Review/upgrade reservoir operation plan (new rule curve and exploration plan) Review operation optimization in view of opportunity for joint operation and climate change 10 Hydropower Sustainability Assessment Protocol: Cahora Bassa North Bank Hydropower Project Key Lessons Learned and Future Use of the Protocol can draw large groups from the community, who are interested to learn about project progress or who have unresolved issues to raise. Choice of tool This can be very helpful to the assessor to get inputs from several The team from HCB used the Preparation stage tool for the CBN different stakeholders at one time, but it can also make it difficult to assessment and prepared a report similar to an official assessment. ask follow-up questions, and there may not be enough time to get This includes a substantial project description, and findings on both through the range of questions the assessor prepared in advance. basic good practice and proven best practice for each topic. Conducting interviews for a Protocol assessment is a skill, which Availability of information improves with practice. Throughout the process, many of the assessors proved that they were excellent interviewers by preparing The success of the assessment relies on the availability of questions related to the Protocol’s criteria in advance, asking follow- information. Using the Protocol to assess this project was challenging up questions, identifying documentary evidence during the as it is very early in its preparation. It is also unlikely to be developed interviews, and summarizing the key points carefully at the close of in the near future, and thus the findings have less immediate the interview. It also helps to explain as clearly as possible the practical value to HCB. For this reason, action planning has been purpose of the interview and encourage interviewees to express focused on the gaps with wider corporate or regional applicability. their views openly. Auditing or self-assessment? Combining training and assessment The support to the application of the Protocol in the Zambezi River Continuity is important to sustaining the process and building Basin was deliberately structured around self-assessment coupled capacity. There were long periods between the initial training and with training and capacity building. HCB’s assessment was a self- the mid-assessment visit by Accredited Assessors (which coincided assessment, with the team conducting the assessment being drawn with site-based interviews), as well as between the mid-assessment from specialists involved in the preparation of CBN. This contrasts and delivery of the report. While intended to allow time for analysis with the approach of other utilities, such as ZESCO, whose team of information and preparation of reports, future self-assessments more resembled a corporate auditing team not involved in the should consider an initial round of internal interviews that can be operations. arranged immediately following the training on the Protocol. The site Delivering a full assessment report requires dedicated effort visit and interviews with external stakeholders can then be arranged later to maintain momentum and distribute commitments over time. Producing a full assessment report proved to be challenge. Unlike an official assessment with dedicated Accredited Assessors, a self- Objectivity assessment often relies on the developer’s or operator’s own staff to It is inevitable in a self-assessment or internal audit that there would take on the role of internal assessor in addition to their normal be some loss of objectivity compared to an independent official responsibilities. In the case of the self-assessments under the assessment. There was a tendency to over-score and significant gaps Zambezi River Basin Program, all the operators chose to prepare against basic good practice were reported against proven best substantial assessment reports in a style similar to an official practice in order to deliver a higher score. This may be driven partly assessment. While this helps the operators gain a deeper by the possibility of the assessors’ reluctance to present critical understanding of the Protocol and how to carry out an assessment, findings to their managers or to question the project. Solutions to it may not be practical to do this on a continuous basis. This points this may include: review of the assessment reports by Accredited to the need for a more concise, checklist style of reporting rather Assessors; review of initial drafts by a second internal assessor; and than a long and detailed full assessment report, particularly if it is to careful selection of the assessors, among others. form the basis of a regular reporting tool. Future use of the Protocol Interviews require good preparation As part of the continued application of the Protocol in the Zambezi In a Protocol assessment, assessors arrive at credible findings by River Basin, a number of follow-up activities have been proposed: collecting different types of evidence, including interviewing a diverse group of stakeholders. Project staff are among the most • Development of annual project performance summaries across important stakeholders as they are most knowledgeable about the the basin for discussion within the JOTC and ZAMCOM; project. During the self-assessments, the internal assessors needed • Review and integration of elements from the Protocol in to interview project staff, including their own colleagues and Environmental and Social Management Systems; sometimes their superiors. This can be challenging, especially on • Undertaking official assessments for existing facilities under topics the interviewers are themselves very knowledgeable as their operation; questions can give the impression they do not already know the • Integrating elements of the Protocol into the assessments and answers. This can pose a risk of embarrassment and make it difficult management plans for new projects. to ask critical questions. It can also be a challenge for operator/developer staff to interview external stakeholders as these stakeholders can be genuinely confused about the purpose of the interview. In the affected communities, for example, an interview for a Protocol assessment 11 Hydropower Sustainability Assessment Protocol: Cahora Bassa North Bank Hydropower Project Acknowledgements This assisted self-assessment was carried out as part of a broader World Bank Technical Assistance program in the Zambezi River Basin and was led by a team from the Global Water Practice, including: Marcus Wishart (Team Leader), Kimberly Lyon (Water Resources Analyst), and Cecil Nundwe (Water Resources Specialist). Technical services were provided by the International Hydropower Association Sustainability Ltd. with training and facilitation by Douglas Smith (Accredited Assessor), Aida Khalil (Accredited Assessor), under the guidance of Frank Faraday (Sustainability Programme Manager), and Cameron Ironside (Sustainability Director). The Joint Operations Technical Committee of Dam Operators in the Zambezi River Basin (ZAMDO-JOTC) is acknowledged for providing a forum for regional collaboration on issues relating to hydropower sustainability in the Zambezi River Basin. The program was only possible because of the interest and enthusiasm of the members of the ZAMDO-JOCT, including the participating dam operators: the Zambezi River Authority, ZESCO, and Hidroeléctrica Cahora Bassa, along with other contributing stakeholders in the basin, including: the Zambian Water Resources Management Authority (WARMA), Zimbabwe Power Company (ZPC), Zimbabwe National Water Authority (ZINWA), Administração Regional de Águas do Zambeze (ARA-Zambeze) in Mozambique, and the Zambezi Watercourse Commission (ZAMCOM) Secretariat. The team from HCB who carried out this assessment of the Cahora Bassa North project was comprised of Aida Mabjaia (Deputy Manager), Adelino Manuel (Head of Health and Safety Department), Binte Insa (Environmental officer), Bruno Matsinhe (Dam Safety Coordinator),Celma Cuaira (Head of Operation Department), Chico João (Maintenance Engineer), David Chirindza (CBN Management Unit Coordinator), Edite Nhantumbo (Environmental officer), Ivo Pene (Legal Counsel), Ilídio Tembe (Dam Safety Engineer), José Matola (Senior Hydrologist), Jeremias Manjate (Head of Mechanical Maintenance Department), Nico Savaio (Environmental Officer), Pamella Saunguene (Senior Buyer), Pedro Conhaque (Community Liaison Officer), and Rosaque Guale (Senior Hydrologist). The assessment was carried out with the support and guidance of Eng. Nelson Beete (Executive Director). This program was financed through a grant from Sweden to the Kariba Dam Rehabilitation Project and the Water Partnership Program as part of the broader Zambezi River Basin Program convened through the multi-donor trust fund for Cooperation in International Waters in Africa (CIWA). World Bank. 2018. Zambezi Hydropower Sustainability Protocol Assessment: The Cahora Bassa North Bank Power Project. Washington, DC: World Bank. http://documents.worldbank.org/curated/en/home © 2018 International Bank for Reconstruction and Development / The World Bank. Some rights reserved. The findings, interpretations, and conclusions expressed in this work do not necessarily reflect the views of The World Bank, its Board of Executive Directors, or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. This work is subject to a CC BY 3.0 IGO license (https://creativecommons.org/licenses/by/3.0/igo). 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