Hydropower Sustainability Assessment Protocol: Itezhi-tezhi Hydropower Project Itezhi-Tezhi Hydropower Project A TATA POWER/ZESCO Joint Venture Company 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 ............................................................................................ 1 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 ........................................ 8 mutual dependencies among different users within a sustainable Key Lessons Learned and Future Use of the Protocol ....................... 11 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, In partnership: 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 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. ZAMBEZI 1 2 Hydropower Sustainability Assessment Protocol: Itezhi-tezhi 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: Itezhi-tezhi Hydropower Project Hydropower Facilities in the Zambezi River Basin Source: SADC/SARDC and others, 2012. Zambezi River Basin Atlas Source: SADC and ZRA, 2007. Rapid Assessment Report: Integrated of the Changing Environment. Water Resources Management Strategy for the Zambezi River Basin. SADC Water Division, Gaborone. More than US$16 billion worth of investments have been identified facilities could increase firm energy production by seven percent at the pre-feasibility or feasibility stage of preparation within the over the current situation. The economic value of this basin-wide Zambezi River Basin1. Many of these proposed investments were cooperation in terms of additional generation, with minimal identified long ago and have been in the pipeline for several decades. investment, is estimated at over US$585 million over a 30-year In addition to the challenges of financial mobilization within period. numerous competing demands, the geo-political history and There are several additional benefits from improved cooperation contemporary transboundary nature of many of the resources beyond the energy sector. The gains from a coordinated basin-wide creates a complex environment within which to advance the program could increase agricultural production and job creation, sustainable development of common pool resources. reduce vulnerabilities to hydro-climatic shocks and promote deeper Cooperation around the development and operation of hydropower co-operation and regional integration. resources within the Zambezi River Basin has the potential to provide The results of a multi-sectoral investment analysis1 show that substantial benefits. improved cooperation around the development of planned The framework for this cooperation is provided by the eight riparian investments in the basin have the potential to double the area under states through the “Agreement on the Establishment of the Zambezi irrigation and provide more than 500,000 new jobs, while enhancing Watercourse Commission (ZAMCOM)”. The ZAMCOM Agreement economic resilience by reducing the risks associated with floods that promotes the equitable utilization, efficient management, and generate estimated losses of over US$1 billion per year on average. sustainable development of the Zambezi River Basin. Realizing the The World Bank has been supporting a comprehensive program to vision within this agreement requires a combination of strong strengthen cooperative management and development within the institutions to drive the process, data collection and information Zambezi River Basin. This program provides regional financing and sharing to inform decision-making, and infrastructure investments to analytical work that brings together the various commitments within provide for people’s basic needs and boost economic growth within a World Bank-financed portfolio of more than US$2 billion to a sustainable framework. facilitate dialogue among the riparian states and further drive the In addition to the opportunities for cooperative development, it has development of climate-resilient water resources for sustainable been estimated that improved coordination in operation of the growth. hydropower facilities envisaged under the Southern African Power The application of the Hydropower Sustainability Assessment Pool (SAPP) could provide an additional 23 percent of generation Protocol in the Zambezi River Basin represents part of this broader over uncoordinated (unilateral) operation. program of support to the riparian states toward enhancing Even in the absence of the full development scenarios outlined in the development outcomes through improved cooperation and SAPP, coordinated basin-wide operation of existing hydropower sustainable development. 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: Itezhi-tezhi 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. 2 Further information on the Protocol and its governance can be found on www.hydrosustainability.org 4 Hydropower Sustainability Assessment Protocol: Itezhi-tezhi 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: Itezhi-tezhi 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: Itezhi-tezhi Hydropower Project The Project The Itezhi-tezhi Dam was built between 1974 and 1977 to provide additional water storage for the 900 MW Kafue Gorge Upper Power Project Itezhi-tezhi Station situated roughly 260 km downstream. The Itezhi-tezhi dam is a 65-meter-high earth and rockfill embankment dam with a crest Country Zambia length of 1.8 km, which forms a 5.66 billion cubic meter reservoir with an area of 350 square kilometers at full supply level. Location On Kafue River, in Itezhi-tezhi district, directly upstream of The original design and construction of the dam included facilities the Kafue Flats such as the intakes, spillway gates, tunnels and the regulation gate to allow for the future development of a power station. Upon Capacity 120 MW completion of dam construction, the diversion tunnel on the south bank was closed to flow by a concrete seal plug, whilst a radial Annual generation Up to 1000 GWh per year regulation gate was installed on the diversion tunnel to provide a (GWh/year) low-level outlet for the reservoir. Development of the 120 MW Itezhi-tezhi hydropower station at the Developer / operator Power Station: Itezhi-tezhi southern end of the dam commenced in 2011; it was commissioned Power Company (ITPC) in 2016. The project involved modifications to the existing intake, Dam: ZESCO construction of an underground cavern to house two 60 MW Kaplan turbines, an access tunnel to the underground cavern, and the Dam height 65 m placement of a switchyard at the outlet of the access tunnel along with a 300km 220/330kV transmission line to evacuate the power Length at crest 1800 m through substations at Mumbwa and Lusaka-West. The Itezhi-tezhi power station was planned to provide base load, so Reservoir area 350 km2 the rate of discharge is roughly constant over a 24-hour period. The increased discharge associated with the operation of the power plant Units (number, type, MW) Two Kaplan turbines of 60 MW is coupled with an associated decrease in discharge through the main each spillway to ensure overall flow downstream patterns are not significantly altered due to the generation. Associated infrastructure: An existing road, connecting road(s) (length) Itezhi-tezhi to the Lusaka – The Itezhi-tezhi Dam is operated and maintained by ZESCO Limited, Mongu Road the national power utility in Zambia. The power station was developed and is operated by the Itezhi-tezhi Power Corporation Associated infrastructure: A 220 kV transmission line to (ITPC), a joint venture in equal shares between ZESCO Limited and transmission line(s) Mumbwa town, and 330 kV the Tata Power Company Limited, India. double circuit transmission line to Lusaka Photo Credit: Marcus Wishart 7 Hydropower Sustainability Assessment Protocol: Itezhi-tezhi Hydropower Project The Process Action Planning for Improved Sustainability ZESCO assessed the Itezhi-tezhi project using the Operation stage Table 3. Key dates and participants tool of the Protocol. This was an assisted self-assessment with advice and support for the assessment provided by accredited assessors Location and key dates Signage above Itezhi-Tezhi outlet through a World Bank-supported program ‘Application of the Hydropower Sustainability Assessment Protocol in the Zambezi River Introductory training Livingstone, 31st May – 1st June 2016 Basin’. Technical consulting services were provided by the ZESCO detailed training Lusaka, July 2016 International Hydropower Association (IHA). Assessment August-December 2016 The program consisted of introductory training, detailed training for the ZESCO team, the assessment (including support during Mid-assessment visit 7-11th November 2016 interviews and a site visit from accredited assessors), and review of (interviews, site visit) ZESCO’s draft report by the accredited assessors. Table 3 provides a First experience-sharing January 2017 summary of the process and the people involved. workshop ZESCO’s objectives of the assessment Draft report completed June 2017 Second experience- August 2017 - Build capacity within ZESCO in the use of the Protocol as a sharing workshop guideline for assessing future projects; Final report completed September 2017 - Use the Protocol to embrace best practices in the industry, Third experience- December 2017 benchmarking against international practices; sharing workshop Photo credit: Kimberly Lyon - Evaluate the sustainability of the Itezhi-Tezhi Hydropower Who was involved? Project using the Protocol; and ZESCO’s internal client Romas Kamanga – Senior Manager - Develop an action plan to address possible gaps. for the assessment Generation Support Services ZESCO’s lead assessor Sonny Musakabantu – Environmental Scientist This was the first application of the Protocol by ZESCO. The process involved collection of verbal, visual and documentary evidence to ZESCO’s assessors Andrew Mabula – Graduate Hydrology appraise project processes and performance against the Protocol’s Technologist Operation scoring criteria. Interviews covered the views of the Temwani Violet Chirwa – Economist developer, employees and unions, government institutions and Shepherd Ndhlovu - Senior Hydrology affected communities. For every topic, the ZESCO team tried to Technologist interview those with the responsibilities and most direct understanding of the issues. Some individuals were interviewed Robam Kankomba Musonda - Principal several times and on a variety of topics. SHEQ Officer, Environmental Compliance ZESCO Lead Assessor gathering photographic evidence Interviewees 14 interviews with ITPC and ZESCO site- based staff and local stakeholders including upstream and downstream communities, as well as interviews in ZESCO headquarters. Accredited assessors Doug Smith, IHA Consultant, and Aida Khalil, IHA Sustainability Specialist Observers ITPC’s station manager (Mr. Jones Nguluwe) and Chief Executive Officer (Kale Prabhakar) Kimberly Lyon, Cecil Nundwe and Marcus Wishart of the World Bank Photo credit: Douglas Smith The assisted self-assessment of Itezhi-Tezhi was an opportunity for 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 8 be an accurate reflection of the sustainability of the assessed project. do not necessarily reflect the quality required of an Official assessment and may not Hydropower Sustainability Assessment Protocol: Itezhi-tezhi Hydropower Project ZESCO to understand how the project was performing in relation to international good practice and to identify areas where project operations would 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 dam, which is managed by ZESCO, and the power station, managed by Itezhi- Tezhi Power Corporation (ITPC). ZESCO’s internal team of assessors, with guidance from Accredited Assessors, determined that the Operation Stage tool was most appropriate and that three topics under that tool were not relevant for Itezhi-Tezhi: O-10 Resettlement, as no physical displacement was required for the development of the power station and no commitments to displaced people were made at the time of the dam’s development; O-11 Indigenous Peoples, as there are no people that meet the definition of indigenous peoples in the area; and O-13 Cultural Heritage, as there is no physical cultural heritage that could be affected by the project. ZESCO’s team of assessors determined that the Itezhi-Tezhi project met or exceeded the criteria of Basic Good Practice for 8 topics: O-2 Governance, O-3 Environmental and Social Issues Management, O-4 Hydrological Resource, O-5 Asset Reliability and Efficiency, O-12 Labor and Working Conditions, O-14 Public Health, O-15 Biodiversity Itezhi-tezhi power station and downstream Kafue River and Invasive Species, and O-16 Erosion and Sedimentation. For other topics, where the assessors found gaps against Basic Good Practice, there were some common issues. For some topics, there were gaps related to communications and stakeholder engagement. This included both internal and external communications and engagement with stakeholders. There were also some topics where ZESCO and ITPC have made commitments or where plans are in place but fulfilment of those commitments and implementation of those plans are yet to be completed. Other gaps were more technical in nature. For example, the assessors identified the need for enhancing public safety measures around the upstream section of the dam. They also identified an issue that could occur during a forced outage, which would prevent the power station from being able to release the required downstream flow for a period of 30 to 40 minutes. Photo credit: Aida Khalil An Action Plan has been prepared by ZESCO to address the priority gaps. This is focused on closing gaps against Basic Good Practice before looking at gaps against Proven Best Practice. The first priority is those gaps relating to public safety, which are covered under the Infrastructure Safety topic. 9 Hydropower Sustainability Assessment Protocol: Itezhi-tezhi Hydropower Project Table 4. The proposed Action Plan for the Itezhi-tezhi Hydropower Station Significant Gaps Actions O-6 Infrastructure Safety Emergency Action Plan is still in draft form and is Updating the EAP 2. Engage approving authority yet to be approved by management for approval No emergency preparedness training has taken Conduct periodic sensitisation workshops on the place for the stakeholders EAP Physical orientation stakeholders of the facility Conduct drills for some selected stakeholders No adequate measures put in place on the Install safety barriers with signage at the power upstream section of the dam for public safety station intake, main spillway and emergency spillway for the dam Sensitisation of fishermen and other users of the lake on safety on water and importance of the above installations O-3 Environmental and Plans and processes not yet embedded within an Verify that SHEQ is in place at the dam Social Issues Management internationally recognised environmental system which is third party verified such as ISO 14001 Environmental management system for the dam Include dam and environmental management in not in place the ZESCO Safety, Health, Environment and Quality (SHEQ) system There are no systematic processes to identify and Include procedures for re-evaluating respond to emerging risks and opportunities environmental and social issues on a regular basis in the SHEQ O-8 Project Benefits Monitoring of delivery of CSR projects Establish an internal ZESCO/ITPC monitoring mechanism that will generate reports to stakeholders O-12 Labour and Working There are no formal systems for the identification Verify that the Union is place and OHS Conditions of on-going and emerging labour, occupational inspections by the local labour office are taking health and safety issues, or for monitoring the place. effectiveness of the labour, occupational health and safety measures There is no formal mechanism in place for feedback O-19 Downstream Flow The risk of no down stream flows for 30 to 40 Develop a procedure that would minimise the Regime minutes during the changeover from power plant time of no flow downstream to spillway when there is a forced outage Automate operations of the Low Regulation gate. 10 Hydropower Sustainability Assessment Protocol: Itezhi-tezhi Hydropower Project Key Lessons Learned and Future Use of the Protocol It can also be a challenge for operator/developer staff to interview external stakeholders as these stakeholders can be genuinely Choice of tool confused about the purpose of the interview. In the affected The ZESCO team used the Operation Stage tool for the assessment communities, for example, an interview for a Protocol assessment of the Itezhi-Tezhi Hydropower Project as it has been in operation can draw large groups from the community, who are interested to since 2016. This enabled ZESCO to identify gaps and actions relevant learn about project progress or who have unresolved issues to raise. for ongoing operations and prepare a report similar to an official This can be very helpful to the assessor to get inputs from several assessment. Though it would not have been possible to apply the different stakeholders at one time, but it can also make it difficult to Implementation Stage tool to the dam built in the 1970s, it has many ask follow-up questions, and there may not be enough time to get topics not found in other tools that can help to build capacity for through the range of questions the assessor prepared in advance. future developments. ZESCO should consider applying the Conducting interviews for a Protocol assessment is a skill, which Implementation Stage tool on another development. improves with practice. Throughout the process, many of the Auditing or self-assessment? assessors proved that they were excellent interviewers by preparing questions related to the Protocol’s criteria in advance, asking follow- The support to the application of the Protocol in the Zambezi River up questions, identifying documentary evidence during the Basin was deliberately structured around self-assessment coupled interviews, and summarizing the key points carefully at the close of with training and capacity building. The ZESCO assessment team the interview. It also helps to explain as clearly as possible the consisted of officers from ZESCO’s headquarters, resulting in an purpose of the interview and encourage interviewees to express assessment that strongly resembled an internal audit by a corporate their views openly. auditing team. This distance from the project gave the assessors the opportunity to be more objective than a true self-assessment team Combining training and assessment (assessing their own work). However, having two project entities, Continuity is important to sustaining the process and building ITPC for power station and ZESCO for the dam, presented a number capacity. There were long periods between the initial training and of challenges and required additional interviews and effort. The first the mid-assessment visit by Accredited Assessors (which coincided draft of the assessment report focused on the power station with with site-based interviews), as well as between the mid-assessment relatively limited consideration of the dam. When carrying out an and delivery of the report. While intended to allow time for analysis assessment, it is important to consider all parts of the project. of information and preparation of reports, future self-assessments Delivering a full assessment report requires dedicated effort should consider an initial round of internal interviews that can be arranged immediately following the training on the Protocol. The site Producing a full assessment report proved to be challenge. Unlike an visit and interviews with external stakeholders can then be arranged official assessment with dedicated Accredited Assessors, a self- later to maintain momentum and distribute commitments over time. assessment often relies on the developer’s or operator’s own staff to take on the role of internal assessor in addition to their normal Objectivity responsibilities. In the case of the self-assessments under the It is inevitable in a self-assessment or internal audit that there would Zambezi River Basin Program, all the operators chose to prepare be some loss of objectivity compared to an independent official substantial assessment reports in a style similar to an official assessment. There was a tendency to over-score and significant gaps assessment. While this helps the operators gain a deeper against basic good practice were reported against proven best understanding of the Protocol and how to carry out an assessment, practice in order to deliver a higher score. This may be driven partly it may not be practical to do this on a continuous basis. This points by the possibility of the assessors’ reluctance to present critical to the need for a more concise, checklist style of reporting rather findings to their managers or to question the project. Solutions to than a long and detailed full assessment report, particularly if it is to this may include: review of the assessment reports by Accredited form the basis of a regular reporting tool. Assessors; review of initial drafts by a second internal assessor; and Interviews require good preparation careful selection of the assessors, among others. In a Protocol assessment, assessors arrive at credible findings by Future use of the Protocol collecting different types of evidence, including interviewing a As part of the continued application of the Protocol in the Zambezi diverse group of stakeholders. Project staff are among the most River Basin, a number of follow-up activities have been proposed: important stakeholders as they are most knowledgeable about the project. During the self-assessments, the internal assessors needed  Development of annual project performance summaries across to interview project staff, including their own colleagues and the basin for discussion within the JOTC and ZAMCOM; sometimes their superiors. This can be challenging, especially on  Review and integration of elements from the Protocol in topics the interviewers are themselves very knowledgeable as their Environmental and Social Management Systems; questions can give the impression they do not already know the  Undertaking official assessments for existing facilities under answers. This can pose a risk of embarrassment and make it difficult operation; to ask critical questions.  Integrating elements of the Protocol into the assessments and management plans for new projects. 11 Hydropower Sustainability Assessment Protocol: Itezhi-tezhi 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 Program Manager), and Cameron Ironside (Sustainability Director). The Zambezi Dam Operators Joint Operations Technical Committee (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, as well as other stakeholders within the basin, including: the Zambian Water Resources Management Authority (WARMA), Zimbabwe Power Company (ZPC), Zimbabwe National Water Authority (ZINWA), Administração Regional de Ague’s do Zambeze (ARA-Zambeze) in Mozambique, and the Zambezi Watercourse Commission (ZAMCOM) Secretariat. The team from ZESCO who carried out this assessment of the Itezhi-Tezhi Hydropower Project was comprised of Mr. Sonny Musakabantu (Sr. Environmental Scientist); Mr. Robam Musonda (Principal SHEQ Officer); Ms. Temwani Chirwa (Economist); Mr. Andrew Mabula (Hydrologist); and Mr. Shepard Ndhlovu (Hydrologist). The team carried out the assessment with the support and guidance of Mr. Romas Kamanga (Sr. Manager, Generation Support Services) and Mr. Kale Prabhakar (Chief Executive Officer, Itezhi-Tezhi Power Station). 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 Itezhi-tezhi Hydropower Project. Washington, DC: World Bank. http://documents.worldbank.org/curated/en/978501518043079811/Itezhi-Tezhi-Hydropower-Project © 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). The World Bank does not necessarily own each component of the content. It is your responsibility to determine whether permission is needed for reuse and to obtain permission from the copyright owner. If you have questions, email pubrights@worldbank.org. 12