Construction Of Main Hydraulic Structure, Spillway, Low Level Outlets, River Diversions And Hydraulic Steel Structures

The Project site is located at 7 km North of Dasu town in the District of Kohistan of Khyber Pakhtunkhwa (KPK) province and 350 Km North from Islamabad. The Dam site is 74Km downstream from the Diamer Basha Dam site along the Indus River. The Dam reservoir will be extended to just downstream of the Diamer Basha dam axis.

The Main Works-01 is comprised of the “Construction of Main Hydraulic Structure (Main RCC Dam), Spillways, Low Level Outlets, River Diversions and Hydraulic Steel Structures”. The Main Works-01 also includes Flushing Tunnels to flush out the sediment in the reservoir.

The Contract has been awarded to M/s. China Gezhouba Group Co. Ltd. (CGGC) on December 29th, 2016. The project has been commenced on June 23rd, 2017 and will be completed in 05 years, 07 months approx.

Main Components of Main Works-01


Detail Description

Catchment Area at Dam Site

158,800 km2

Average Discharge at Dam Site

2,102 m3/s

Safety Check Flood (SCF) Pre-Basha

51,957 m3/s

Basic Design Flood (BDF) Pre-Basha

24,932 m3/s


Gross Storage capacity (El.950)

1.41*109 m3

Operational Storage capacity

0.82*109 m3

Water Level

Flood Water Level under SCF

El.959.46 m

Flood Water Level under BDF

El.951.28 m

Full Supply Level (FSL)

El.950.00 m

Low Water Level (LWL)

El.900.00 m

Diversion Tunnel (Revised)

No. and Shape

2 No and D-shape

Size and Lining

20 m (W) * 23 m (H), Invert concrete and shotcrete lined


Tunnel-A: 1,508 m, Tunnel-B: 1,333 m

Main Dam


N= 35o19’6.61’’
E= 73o11’41.33’’


Gravity Dam, RCC type

Maximum Height above Foundation

242 m

Crest Elevation/Length (Curved)

El. 957 m/570 m

RCC Volume

4.08 * 106 m3


Number of Bays


Spillway Gates

Radial, 16.5 m (W) * 22.4 m (H)

Spillway Stoplog

1 No. (Slide, 16.5 m (W) * 22.0 m (H) with gantry crane)

Maximum Discharge Capacity under SCF

45,097 m3/s

Low Level Outlet

Number and Size

9 No. (Circular, 6.4 m diameter, L=180.233 m)

Type and Size of Gates

Maintenance gates: fixed wheel, 8.4 m (W) * 8.4 m (H)
Guard gates: fixed wheel, 5.1 m (W) * 6.4 m (H)
Regulating gates: Radial, 5.1 m (W) * 6.4 m (H)

Discharge Capacity under SCF

12,157 m3/s by 9-LLO at El.955.67 m
2,756 m3/s by 2-LLO at El.959.46 m

Flushing Tunnel

Number and Size

2 No. (Circular, 9.5 m diameter, L= 743 m (R/S) & 1041.77m (L/S))

Type and Size of Gates

Stop logs: 4.75 m (W) * 9.5 m (H)
Guard/Regulating gates: Roller, 4.0 m (W) * 9.5 m (H)

Discharge Capacity under free flow

1,060 m3/s per tunnel

Contract detail:
MW-01 Area:
331.13 hectares (818 Acres).
Land Acquisition
Total Acquired Area: 115.94 hectares (286.4 Acres)
Contract Awarded:
Contract Amount:
Rs. 115,003,461, 240/- or Rs. 115.003 Billion
Dasu Hydropower Consultants (DHC)
Contract Signed:
Commencement Date
Completion Period
05 years, 07 months approx. from the Date of Commencement
Completion Date

Construction of Underground Power Complex, Tunnels and Hydraulic Steel Structures

A: Civil Works
  1. Five (5) nos. of power intake, each including intake tunnel and intake gate shaft.
  2. Two (2) no. of headrace tunnels, pressure shaft and lower tunnel with steel penstock manifold.
  3. Underground powerhouse complex comprising powerhouse cavern and transformer/GIS cavern for six (6) main generating units, and associated access tunnel and other necessary permanent tunnels.
  4. Two (2) sets of (3) draft tunnels, two (2) surge chambers with its access & vent tunnel and two (2) tailrace tunnels with outlet terminal structure.
  5. Above ground switchyard compound accommodating a main control building and a takeoff switchyard with one (1) feeder bay.
  6. Access roads branched from the new and old KKHs to the switchyard compound and the portal of the main access tunnel to the underground powerhouse.
  7. Providing the necessary works and measures to ensure appropriate environmental protection and mitigation of detrimental effects thereon etc.
B: Hydraulic Steel structures
  1. Power Intake Gate Facilities
    • Fifteen (15) sets of power intake Trashracks with guide frames for five (5) intake structures covering each opening of 8.0 m wide by 21.0 m high specified in chapter 0101 “power intake Trashracks” of the Hydraulic Steel Structures Technical Specifications.
    • Two (2) sets of power intake service gates with guide frames, hoists and controls for two (2) intake gate shafts covering an opening of 9.5 m wide by 12.0 m high specified in chapter 0102 “Power Intake Service Gates and Hoists” of the Hydraulic Steel Structures Technical Specifications.
    • Two (2) sets of power intake maintenance stoplog with five (5) guide frames for four (4) intake gate shafts covering each opening of 9.5 m wide by 12.0 m high and three (3) sets of temporary stoplog having 9.5 m wide by 1.0 m high specified in chapter 0103 “Power Intake Maintenance Stoplogs” of the Hydraulic Steel Structures Technical Specifications.
    • One (1) set of power intake gantry crane with runway rails to operate power intake gates facilities specified in chapter 0104 “Power Intake Gantry Crane” of the Hydraulic Steel Structures Technical Specifications.
  2. Surge Chamber Gate Facilities
    • Three (3) sets of surge chamber stoplogs with six (6) guide frames covering each opening of 6.2 m wide by 7.2 m high and one (1) set of surge chamber gantry crane with runway rails to operate surge chamber stoplogs specified in chapter 0201 “Surge Chambers Stoplogs and Gantry Crane” of the Hydraulic Steel Structures Technical Specifications.
  3. Tailrace Outlet Gate Facilities
    • Four (4) sets of tailrace outlet gates with guide frames, hoists and controls for two (2) tailrace outlets covering each opening of 9.0 m wide by 8.0 m high specified in chapter 0301 “Tailrace Outlets and Gates Hoists” of the Hydraulic Steel Structures Technical Specifications.
  4. Waterway Hydraulic Steel Structures
    • Two (2) complete lanes of the embedded type welded steel penstocks, having 12.0 m to 5.5 m in inside diameter by approximately 110 m in total length.
Contract detail:
Name of Consultant
M/s Dasu Hydropower Consultants (DHC)
Name of Contractor:
China Gezhouba Group Co. Ltd
Signing Contract Agreement:
Total Cost:
PKR. 64,426.42/- Million
Date of Commencement:
Completion Period:
2069 Days
Date of Completion:
Power Generation:
4320 MW

Construction of Right Bank Access Road (Komila-Seo-Dam Site)

Komila Town is the only commercial market very close to Dasu town, the district headquarter of Kohistan. Komila Town is along right and Dasu Town is along left bank of the Indus River. Dasu Bridge constructed across the Indus River during construction of KKH is the only crossing point and link between Dasu and Komila Town Komila Bazar is extended over two km and shops are along both sides the KKH. This part of the town is always crowed with men and on side vehicles are parked. Therefore it becomes acting as traffic congestion point at KKH. In order to avoid this congestion part and considering Dasu Bridge an old structure and may not be suitable for heavy traffic passed during project construction, a bypass road along Indus Right Bank from Komila to Dam site is considered necessary and would be constructed before mobilization of main contractor. This access road will also serve as an alternate access route for locals of the area in addition to facilitation in construction activities.

The length of the road is about 12 km and width would be the same as for relocated KKH. A budget provision of PKR. 2,713.97/- Million has been provided in approved PC-1 of the project.

Contract detail:
Name of Consultant
M/s Dasu Hydropower Consultants (DHC)
Name of Contractor
M/s China Civil Engineering Construction Corporation (CCECC)
Total Cost
PKR. 2,713.97/- Million
Date of Commencement
August 24, 2015
Date of Completion
August 21, 2016
Period of Completion
364 days
Total Length
12+061 km

Construction of Relocated Kkh (Kkh-01)

The existing KKH in a stretch of about 52km will be submerged in Dasu HPP reservoir, requiring its relocation at a higher level. Another 10 km length of the road will have to be rebuilt downstream of Dasu Dam site to join the existing KKH located at the lower level with the new road located at the higher level upstream of Dasu Dam site.

The total length of the relocated KKH will be 62+032 km. For construction purposes, the total length of relocated KKH has been divided into two packages i.e. KKH-01 (RD 00 + 000 to RD 25 + 200) and KKH-02 (RD 25 + 200 to RD 62 + 032). The section of the KKH to be relocated under DASU-KKH-01 has a length of 25+200 km plus approximately 2 km length of a link road from raised KKH to existing KKH at lower level.

Items Dimension/No
Length of road 25.20 km
Width of road 10.3 m
Right of way 40 m
Disposal Areas 3
Access roads 3
Breast Walls 16
Retaining Walls 153
Causeways 27
Box Culverts 14
Pipe Culverts 9
Contract detail:
Along the Dasu reservoir ( Dasu to Kaigah)
Contract Amount:
PKR. 14,538.85/- Million
Dasu Hydropower Consultant (DHC)
Contract Awarded:
Contract Signed:
Commencement Date:
Completion Date:


The proposed Dasu Hydropower Project (the Project) is a run of river project. Once completed, it will contribute 4,320 MW to the current acute power shortage in Pakistan. The Project will also lead to social, economic and industrial development of this undeveloped and remote project area in Kohistan District of Khyber Pakhtunkhwa (KPK) province.

The Project will cause involuntary resettlement due to acquisition of 4643ha of land required for various project components. The acquisition will directly affect 767 households (6,953 persons) from 34 hamlets/villages requiring project-assisted relocation and resettlement. In addition, three major structures including rock carvings and an old historical mosque have been listed under physical cultural resources. Other affected structures include 76 business/commercial enterprises, 7 schools, 2 Basic Health Units, 31 mosques, 1 Government Guest House, 6 Police Check Posts, and 1 Frontier Works Organization (FWO) Camp.

The purpose of the Resettlement Framework (RF) is to further clarify land acquisition and resettlement principles and to provide guidance for assessment and resettlement planning against any fresh acquisition and to address any unanticipated impacts of the project during implementation.

The eligibility and entitled matrix adopted for compensation and resettlement will be used in any new RAP, if required; however, provisions for additional assistance may be considered within the context of impacts under consideration. If and when required, WAPDA will undertake assessment of any impacts at implementation currently not covered by the RAP. The steps to be followed shall be consistent with the following:

  • A rapid assessment of the impacts
  • Considerations to minimize impacts
  • Consultation with the affected persons and communities
  • Full assessments of impacts with inventory of losses
  • Preparation and/or updating RAP
  • Disclosure of RAP to the affected persons and communities and share RAP with the WB for concurrence and approval.

WAPDA through the Project Management Unit (PMU) will have the overall responsibility of the implementation of RAP. The Deputy Project Director (DPD) – Safeguards will provide overall guidance and oversight, and would be responsible for ensuring implementation of RAP and other safeguard documents in collaboration with Deputy Commissioner (DC) and other related government departments/agencies. The implementation will be monitored internally as well as externally by MOWR and Planning Commission of Pakistan, independent monitoring consultant, and International Panel of Experts (IPOE) already constituted by WAPDA and the World Bank.


Dasu Hydropower Project will have significant social and environmental impacts due to land acquisition and reservoir flooding upstream up to 74km from the dam axis. These impacts have been adequately documented in various social and environmental safeguard plans. In addition, there are other associated project impacts to be caused by the construction of this mega project. For example, the Project will require a huge number of migrant laborers to overcome the shortfall in the local labor market in Dasu with a population of slightly over 5,000. The demand for construction workers will peak to around 3,000 daily. The construction work, with the promise for more development in the region in future, will attract thousands more new in-migrants turning this remote small place into a “boomtown” with influx of construction workers and in-migrants. These will likely lead to potential negative socio-cultural impacts, including conflicts between the local residents and the in-migrant groups.

A diverse group of in-migrants – namely (i) Contractors, consultants, WAPDA staff; (ii) laborers and their families; (iii) traders/ entrepreneurs; (iv) small business/shop owners; (v) suppliers of construction-related materials; and (vi) various other service providers will move in to take benefits of the Project. The migration and resettlement of laborers/construction workers and their families will introduce a wide range of concerns into the project area of operation – for instance, adequacy of public infrastructure, civic amenities, local transport, housing, health and safety and security issues. There will be increased demand for goods and services as the local people will have higher level of disposable income. The project-induced in-migration will, therefore, change the local context demographically, socially and culturally resulting in significant risks to the local people as well as project implementation.

This plan provides a “blue print” for responding to the risks to local communities and administration posed by the influx of in-migrants to the project site. It outlines the approach to the management of the associated impacts and defines the steps to be taken by the Project management, contractors, and management consultants during construction and operation periods.

The strategies to be undertaken under this plan comprises of the following,

  • Stakeholders engagement and awareness building about in-migrants highlighting the social dynamics brought about by the in-migrants as a new stakeholder group.
  • Inter-cultural understanding with a view to minimize the risks and conflict situations.
  • Management of construction and labor camps/housing, health and safety issues.
  • Provisions for improvements in public utilities (e.g., water supply, sanitation, electricity in Dasu and Komila towns and adjacent settlement) through community/area development plan to enhance the carrying capacity of Dasu and local administration.
  • Improvements in law and order to ensure uninterrupted implementation of the project.

In sum, the purpose of the plan is to build an integrated local community to facilitate better project management and help improve the migrants-host relationship. Also, a set of 18-point “codes of conduct” has been developed for construction workers – both locals and in-migrants – to help facilitate a positive environment in the project area and thus build a “community” of mutual trust and respect for project construction.


Strategic communication has become integral part of the large infrastructure projects such as dams. The emergence and wider acceptance of dialogue and partnership approaches that incorporate multiple stakeholders are trends that characterize beneficial changes in dam planning and its implementation. Dams are now also being looked as social development initiatives rather than energy and water services. This change in outlook demands involvement of stakeholders and communities through sustained and strategic communications. Government of Pakistan and WAPDA are conscious of this fact and believe that the keys to success are clearly: timely and continuous communications between project implementers and those affected. WAPDA and DHP are keen on learning from past lessons and improving on their strategies to cope up with communications demands/challenges related to DHP and other similar projects in future.

Communications are required to build understanding and support for the project because resistance to any project is expensive. Communications before, during, and after the completion period have to be strategic, intensive and consultative in nature to build understanding and minimize resistance or risks, as technical solutions alone cannot build the consensus that is required for projects to succeed and becoming sustainable.

Communications Strategy will provide a detailed and specific framework that guides communications on Dasu Hydropower Project and identifies the issues that need to be addressed to build understanding and generate support for this mega hydropower project in Pakistan. The objectives of the Communications Strategy are;

  • To increase awareness, improve knowledge, and timely disseminate information among key stakeholders.
  • To get public endorsement and acceptance of the Project.
  • To enhance transparency of the Project.
  • To promote and increase participation of key stakeholders in decision-making.

These objectives will be achieved through the use of following specific strategies:

  • Internal Communications to increase knowledge, build support for the implementation of DHP and address new and existing concerns among staffs of the project, other related government departments, and various institutions involved.
  • Provision of timely information on the project, its impacts, its timing, its progress, together with a mechanism to express their concerns and grievances and ensure that these are properly taken into account in the decision-making process.
  • Public participation mechanisms to provide platform to engage with institutions opinion leaders, implementation partners, and the general public.
  • A phased multi‐media communications programme to increase knowledge on the project and to increase public support for DHP and such projects in future.
  • Media advocacy to promote accurate and analytical coverage of the project.
  • Communications capacity strengthening of DHP team and/or partners to implement the Communications Strategy


This plan presents an integrated part of the safeguard compliance in the detailed design of the Dasu Hydropower Project (DHPP). The plan covers the pre-construction, construction and post-construction periods, aiming at a holistic, effectively coordinated, public health plan and at the same time ensures a technically and managerially sustainable approach in meeting the public health needs of the people in the project area.

The overall objective of the PHAP is to contribute to (mitigating of adverse and optimizing positive) the social developmental impact expected from the construction of and operating the Dasu Hydropower Project through minimizing risks and possible harmful effects on public health. The purpose is the inclusion of adequate public health actions in the overall safeguarding plan in all three phases of construction and development. The expected outcomes are as follows;

Adequate public health safeguarding in the relocation and resettlement processes of persons affected by the project as well as the resident population while observing the context, conditions and parameters prevailing in the related Tehsils and the Kohistan District.

Provisions for adequate and appropriate measures to minimize adverse effects on the health of the population in the surrounding of the construction sites. Minimize adverse effects on the health of migrating and resident people attracted by and interacting with the construction related workforce, including in respect to reproductive health and prevention of STI and HIV/AIDS.

Safety of the construction workforce from occupational hazards, health risks of living jointly in compounds and to assure easy access to clinical care. Promotion of future beneficial and reduction of adverse effects on health after completion of the dam, reservoir and the access roads.

It remains the responsibility of WAPDA and of DHO to monitor the performance of the health care providers in order to assure the quality of delivery, technical and financial accountability. This implies a contractual relationship with WAPDA a formalized four partite understanding between WAPDA, DHO, the construction company and the implementing private health care provider under contract with WAPDA for implementing the Plan.

A three-tier monitoring system has been designed to monitor on-going and evaluate progress. These 3-levels comprise of;

  • Internal monitoring at health care provider level involving the health project implementing partner, the health provider of the construction company and of the consultant, the DHO and WAPDA field offices.
  • Monitoring by the Construction Supervision Consultant (CSC).
  • Independent external monitoring.


The Gender Acton Plan (GAP) is an important part of social and environmental safeguards compliance which is mandatory for approval of infrastructure development projects under the World Bank Operational Policies. The GAP presents strategies and action to ensure project benefits reach women in the project area. This Plan has carefully been developed keeping in view the local context, ground realities and customs prevailing in the project area.

The population in the project area is distinguished by the tribes. Each tribe is headed by a malik (head). The maliks occupy the predominant position within Kohistani society. They hold ultimate authority within their own tribe and sub-tribe/s, and are respected by wider society, including the local administration. There in the area, the use of Jirga is very common to manage or solve any critical situation or issue and helps in decision making or otherwise. maliks and local ulemas (religious leaders) are commonly members of jirgas – the forum for collective decision-making.

Kohistan has a highly patriarchal society in which women are completely absent from public life. In rural areas, young women do not have enough opportunities to access education. They don’t work outside the home and don’t participate in politics or public life and are limited to household activities along with sometimes assisting their males in agriculture fields just adjacent to their homes in the villages. Because of low level of education, most of the women in Kohistan do not speak or understand languages other than Shina/Kohistani, whichever is their mother tongue.

The actions for developing the GAP have identified “entry points” and are expected to gradually develop an acceptable environment by involving men, particularly the maliks, ulemas and local influential persons in the process of sensitization and awareness building to make project benefits accessible to women. The actions include:

  • Conduct meetings and workshops by involving the tribal leaders, maliks, ulemas and other local stakeholders to raise awareness about women rights and importance and; to make them aware that women can and should benefit from the project through participation in various income, education and health initiatives. Help or assistance may also be sought for the purpose from institutions like International Islamic University, Islamabad.
  • Gender sensitization and capacity building training for project staff, local government officials and other stakeholders to consider and address gender concerns. They should also be sensitized to the GAP approach to reach women for realization of project benefits.
  • Dissemination of information about the project and its benefits in the project area populations, particularly women, children, youth and the elders.
  • Ensure that the project benefits the women through establishing an effective health system with particular focus on women and children, differently-abled and elders.
  • Social preparation and socio-psychological support and counseling during relocation and resettlement and adjustment in new resettlement sites.
  • Development of an education promotion plan for boys and girls in schools ensuring quality education in the project area.

The dedicated awareness and capacity building, together with information dissemination and community health and education programs will slowly and gradually give way to further intervention for livelihoods and employment generation activities.

Monitoring and evaluation (M&E) will be essential to objectively ascertain progress towards the achievements of the objectives of gender development and in tracking the performance of the action plan. The key aspects of the M&E framework for this strategy include;

  • Monitoring of the gender development activities as they happen.
  • Assessing the outcomes and impacts of the actions on a regular basis.

The overall outcome indicators will form the basis for assessing the interim and long‐term impact of the gender development activities. This level of monitoring and evaluation assessment would be conducted both internally by the project office and an independent consultant will conduct external monitoring.

The GAP will be implemented by the Project Social and Resettlement Office (SRU), and more particularly the Gender and Community Health (GCH) Team with the help and assistance from village committees and village leaders.


The primary focus of this area development and community support programs is to provide needed social and infrastructural development in the project area to facilitate and enhance socio-economic development of the local communities in and around the Project. It consists of various programs – for instance,

  • Livelihood restoration and enhancement.
  • Training for employment in project work.
  • Improved roads and drainage system.
  • Provision for better access to education and health.
  • Rehabilitation and or extension/up gradation of local schools, mosques, hospitals and other public facilities under the Project.

The Project has adopted a “two-stream” innovative approach and programs for enhancing social and economic benefits of the Project with short and long-term perspectives. The short-term perspective includes non-monetary benefits beyond legally mandated compensation principles while long-term programs are additional investments for community and local development. In addition, many project measures also provide direct non-monetary benefits to the affected people and communities in the Project area.

The costs for community support program will be financed through US$30 million dollar Area Development Program, which is already reflected in the RAP budget. The infrastructure development works will be implemented by the PMU and local contractors engaged for this purpose. The supervision and monitoring will be done by Director – SRU. In addition to internal monitoring, the implementation activities will be monitored by independent external monitor, the Ministry of Water and Power (MOWP), the Planning Commission and finally, by the International Panel of Experts (IPOE).


The Grievances Redress Plan (GRP) is prepared under the SRMP. A key objective of the GRP is to establish procedures for filing any grievances and disputes on social and environment safeguards and other entitlement issues arising out of the implementation of SRMP and EMAP. In view of the impacts and the number of affected persons, grievances and disputes over various entitlements are very likely to arise due to – for example,

  • Lack of land record systems in district Kohistan.
  • Titles over communal lands.
  • Unintended errors in establishing Inventory of Losses (IOL).
  • Exclusion of legitimate affected households due to migration to higher elevations.
  • Gaps in the legal/policy framework regarding socially and legally identified owners of land.
  • Lack of adequate safety in the construction areas and/or unanticipated impacts.
  • Waste disposal by the contractors. The scope and mandate of Grievances Redress Committees (GRCs) to be established under the Plan shall include any grievances or disputes related to policy and/or measures in the Project social and environmental plans.

The legal and policy framework of GRP is derived from the Land Acquisition Act (1894), which allows for “objections” or “reference” to Court under Section 18 against any “award” of compensation by the Collector, requiring further review of the award. However, in case of grievance arising from “non-land” impacts and issues there are no statutory mechanisms provided in the LA Act 1894. In the context of Dasu Hydropower Project, grievances would likely be more on resettlement and other issues as contained in the Resettlement Action Plan. The basis for grievances redress is therefore derived from World Bank OP 4.12 Involuntary Resettlement (IR) and the Resettlement Framework of the Project. The World Bank IR Policy requires establishment of affordable and accessible procedures for third-party settlement of disputes arising from resettlement, including availability of judicial recourse and community and traditional dispute settlement mechanisms.

A four-tier “bottom up” system of GRC has been established in the Project, starting with

  1. Village Level GRC.
  2. Union Council Level GRC.
  3. District-Level GRC.
  4. Project Level Independent GRC to be led by a retired civil judge.

The GRC mechanisms established for this Project will be disclosed to the affected persons prior to Project approval. A grievance redress cell will be established in the Safeguards Office under the Deputy Project Director responsible for implementation of all SRMP and EMAP plans. It will be accessible to the affected persons and communities for redressing their grievances and issues related to social and environment impacts of the project. The four tier system of GRC will make the Project accountable to the affected people and thus to democratize development processes in the project area.

The processes involved in the GRC – for example, filing of cases, review and hearing, records and documentation, and notification of outcomes. The Project will pay due attention to the process, including monitoring of the processes, which is discussed in the next chapter. The procedures established will ensure accessibility, fairness and independence of the GR processes. All documents related to GR cases will be maintained by the -Deputy Project Director (Safeguards) Office for review or verification by WAPDA, Project-funding agencies, Independent Reviewers, and International Panel of Experts. The annual evaluation of GRC activities will be posted in the Project website.


This Public Consultation and Participation Plan (PCPP) is prepared under the Project Social and Resettlement Management Plan (SRMP). It presents consultations carried out by the social and environment team covering both social and environmental aspects. A key objective of the PCPP is to ensure meaningful and adequate consultation of all stakeholders, particularly the primary stakeholders in the project area in project planning and implementation. Thus, the entire safeguards planning processes – both social and environmental - have followed a participatory planning process with local inputs in decision-making, policy development and mitigation measures. The report also focuses on plans for future consultation in implementation. Provisions for disclosures and mechanisms for information sharing among the stakeholders are also discussed.

Project stakeholders – both primary and secondary – include the project affected persons and beneficiaries in Dasu, the project owner WAPDA and other related government departments/agencies, the local governments in Dasu, contractors, construction workers, in-migrants and followers, supply/service providers, financing institutions like the World Bank, mass media/civil society members, consultants and project advisors. The expectations, roles and responsibilities of various stakeholders are discussed in the text. In additional to local level consultations and jirga (assembly of elders) meetings, the Project stakeholders were engaged in the review and discussions on various project aspects – technical, engineering, social and environmental - in four national workshops held in Peshawar, Lahore, Karachi and Islamabad at the early stage of impact assessments for feedback.

The guiding principle underlying consultations is that the social and environmental safeguards planning and implementation must follow a consultative and participatory process to ensure success of the project. This is particularly so in Kohistan district where no project without local endorsement and agreement is possible. This is vital when we look at the role of traditional tribal system of administration and the role of jirga in local decision-making and development. Thus, in Kohistan participatory approach to planning and implementation of development project is almost mandatory. This is further reinforced by the requirements of the World Bank OP 4.12 and BP 17.50/Public Disclosure of Information, which give high priority to public consultation and participation in designing and implementation of a socially and environmentally compliant project. Many “good practices” in public consultations from past hydropower projects in Pakistan also been used in designing the PCPP.

During implementation a series of Project Update Workshops will be held local and District level at the end of each implementation year. These workshops will address the issues related to the progress of civil works and their impact in terms of land acquisition, resettlement and environmental impacts and the status and effectiveness of implementation of safeguards compliance plans, which will also provide basic information for the yearly activity and budget planning of the next year. The participants of the annual workshops will include both primary and secondary stakeholders, including, community based organizations (CBOs), affected persons and the host community. Furthermore, the General Manager/PD will identify needs for occasional consultation with the beneficiaries and affected persons. These orientation and consultation sessions will be held based on needs of the Project. In sum, the project stakeholders will remain effectively involved throughout the project implementation period.


Indus and its tributaries are characterized by relatively steep gradients and substrate sizes, fast-flowing, turbulent and turbid water. Physico-chemical conditions of river water changes between the summer and winter seasons. During summer, river water is very turbid and carries a high sediment load. Snow carp species are the dominant fish species in the project area representing more than 90 percent of total fish catch. Snow carps mainly inhabit the tributaries and the confluences of Indus. These are short distant migrants and migrate within the tributaries. The triggers for migrations are high flows, high sediment load and low temperatures. During spring, when flows started increasing in the rivers due to melting of snow, the fish migrate upstream to the head waters from April and May (within tributaries) due to high flows and turbidity at lower elevations. During autumn, when the temperatures are starts to drop at higher elevations in head waters, the fish migrate downstream from September and October. The fish spawns in tributaries, during March and April and again during September and October.

The Pakistan Environmental Protection Act (PEPA), 1997 is the basic legislative tool empowering the government to frame regulations for the protection of the environment. The Act is applicable to a broad range of issues like;

  • The ecosystem and ecological relationships.
  • All social and economic conditions affecting community life.
This study evaluates potentiality of socio-economic impacts on fishing communities downstream of Dasu Dam Axis. The main focus of this study is to determine the impacts of Dasu Hydropower Project (DHP) on downstream fishing community and other direct and indirect stakeholders of fishery downstream of the Dasu Dam Axis to Tarbela Reservoir

The objectives of the study are to;

  • Establish baseline conditions of communities engaged in fishing downstream of Dasu Dam.
  • Assess the present income level of the fishing communities downstream of the dam.
  • Identify and assess the overall socio-economic impacts on downstream fishing communities during and after project construction.
  • Suggest mitigation measures for the adverse impacts of the Project keeping in view the sustainable livelihood of the downstream fishermen communities’ upto Tarbela reservoir reach on left and right banks of the river Indus.


Project interventions of Dasu Hydropower Project may either have direct or indirect impacts on the physical, natural, socioeconomic, environmental and cultural heritage. In order to mitigate the negative impacts arising from construction activities and enhance the positive impacts, WAPDA conducted Environment Social Impact Assessment (ESIA) studies during the Feasibility Studies and Detailed Engineering Design of the Project. All physical, Natural, Environmental and Cultural aspects are addressed and documented in Eight Environment Management Action Plans (EMAPs) and seven Detailed Ecological/Biodiversity Management Plans (DEBMPs). To safeguard the provisions of National Legislation, Donor guidelines and EMAP, the Environment Section is established in PMU (WAPDA) Dasu Kohistan. The section is headed by Director (Environment) which has three sub-sections;


Environment Section ensures,

  • Environment Management Plans is adequately Implemented
  • Environment Monitoring Program of Land slide, Erosion Control, Surface Water Quality ( PM10, NO2, SO2, CO2 & CO) Air Quality in Tunnels, Emission from Plants & Machinery, Noise & Vibration, Waste Management, Spills from Hydrocarbon & Chemical Storage, Drinking Water Quality & Sanitation, Environment flows of river water.
  • Ensure the Implementation of Solid Waste Management Plans of all contractors
  • Liaison With World Bank, Environment Protection Agency and Mines & Mineral Department for obtaining Licenses & Permits.
  • Liaison with Panel of Expert, External Monitoring Consultant, M&E Consultant
  • Liaison with Hydro Resource Management WAPDA for the Development of Telemetry Network in “Upper Indus Basin for Flood Monitoring and Management under Dasu Hydropower Project”.
  • Liaison with Hydrology & Water Management “Glacier Monitoring Program for upper Indus Basin for Flood Monitoring & Management under Dasu Hydropower Project”.
  • Compliance & effects monitoring are being conducted
  • Management of Environment Incidents & Operation of spill control equipment
  • Conduct Monthly Progress Review Meeting with Contractor, DHC & Management Support Consultant.


Ecology Section ensures the implementation of;

  • Detailed Ecological/Biodiversity Management Plans
    1. Forestry Management Plan
    2. Watershed Management Plan
    3. Wildlife Conservation Management Plan
    4. Aquatic Ecology & Fisheries Management Plan
    5. Terrestrial Ecological Management Plan
    6. Avian Risk Management Plan
    7. Physical Cultural Resource Management Plan
  • Liaison with Line Departments (Forestry Department, Wildlife Department, Department of Archaeological & Museum, Environment Protection Agency, National Transmission & Dispatch Company) World Bank, WAPDA Environment Cell & DHC.
  • Community Consultation ( Seo & Seer Gayal Mosque Community, Kaigah Conservation Area Community, Uchar, Seery Thoti & Shori Community)
  • Mitigations/ Enhancements measures regarding Flora & Fauna
  • To bound workforce for conservation, preservation & Protection of natural flora & Fauna
  • Conduct awareness Programs regarding Terrestrial & Aquatic Ecology
  • Mitigations/Enhancements measures regarding Aquatic life
  • To preserve, conserve & Protect Physical Cultural Resources in the Project area.


OHS Section ensures the implementation of;

  • Occupational Health and Safety Management Plans (OHSMP)
  • Safeguard the ILO guidelines, ISO/OSHA standards and Operational Guidelines of World Bank for construction safety.
  • Implementation of safe construction practices at site.
  • Preparation and implementation of Transportation Management Plan for Project material haulage.
  • Preparation and implementation of Project level Emergency Preparedness and Response Plan (EPRP).
  • Liaison the Emergency Services within the Project area.
  • Conduct Safety Audit of the Project construction activities.
  • Conduct OHS training sessions for Project workers.
  • Construction of safety barriers and protection worker along existing KKH and school buildings within the Project area.
  • Conduct Road safety sessions for school teachers and students.
  • Conduct safety awareness sessions for general public.

Construction of Project Colony & Infrastructure

The Project Colony is regarded as the main residential colony of the project. It has been planned to accommodate all the required residential accommodations as well as the project office facilities of WAPDA and the Engineering Consultants for the project during construction stage. The project colony also includes health, educational and recreational facilities and other amenities for the residents.

Choochang area was selected for the Construction of Project Colony. It is located approximately 3km downstream of the dam site on the left bank of Indus River.

The Contract has been awarded to M/s. China Gansu International Corporation for Economic and Technical Cooperation (CGICOP) on August 27th, 2018. The project has been commenced on May 20th, 2019 and will be completed in two years.

Main Components of Project Colony Contract ICB: DASU-PCI-01R (Phase-I)
Description Units (No.) Details
Project Office 1 Triple Storey 150 rooms
Main Security office 1 Double Storey 9 rooms
Cat-I Residences 08 Double Storey. 4 Bedrooms, Car Porch, Drawing, Dining, Kitchen, laundry, 2 Servant Quarters.
Cat-II Residences 51 Double Storey. 3 Bedrooms, Car Porch, Drawing, Dining, Kitchen, Laundry, 1 Servant Quarter.
Cat-III Residences 78 Single Storey. 2 Bedrooms, Car Porch, Drawing, Dining, Kitchen
Cat-IV Residences 104 Reception, Sitting Room, Kitchen, Verandah, 2-Bedrooms and Back yard.
Sr. Officer’s Hostel Cat-II 4 80 Bed Rooms (20 in each unit), Dining Room, T.V. Lounge, Kitchen with Pantry area, Staff room, Linen storage room
Jr. Officer’s Hostel Cat-III 1 60 Bed Rooms (20 rooms on each floor), Dining Hall, Common Room, Kitchen with Pantry area, Linen storage room
Rest House 1 20 Bed Rooms, Dining Hall, Common Lounge, Kitchen with Pantry area, Staff Room, Linen storage room
WAPDA Hospital (30 bed) 1 Emergency Ward, 6 Private Rooms, 2 VIP Suit, 5 Bed Female Ward, 5 Bed Male Ward, 2 Floors
Community Centre 1 Reception and Waiting area, Multipurpose Hall, Restaurant, Sitting Lounge, Administrative Staff Room, Kitchen / Pantry and Store, Toilets for Ladies and Gents, Terrace area for open sitting arrangements.
Transport Pool 1 Parking Place for Official Vehicles
Telephone Exchange PABX. 1 Independent Telephone Exchange for Offices and Residences
Grave Yard 1 2,748 sq. meters
Parks 4 5,036 sq. meters

Contract detail:
Choochang area was selected for the Construction of Project Colony. It is located approximately 3km downstream of the dam site on the left bank of Indus River.
Colony Area:
295,721 sq. meters say 29.57 hectares (73.07 Acres).
Land Acquisition
Total Acquired Area: 84.3 Acres
Awarded Amount Rs. 826,675,214/-
Paid Amount
Rs. 810,141,710/-
Contract Awarded:
Contract Amount:
Rs. 4,900/- Million.
M/s. CGICOP (China Gansu International Corporation for Economic and Technical Cooperation)
Dasu Hydropower Consultants (DHC)
Contract Signed:

Construction of Transmission Line Between Dubair Khwar HPP & Dasu HPP

During execution of construction activities in Dasu HPP, about 25 MW power will be required. To meet this requirement of power, work was done on different options and after detailed analysis, it was concluded that construction of transmission line between Dubair and Dasu is the most economical and reliable, because the Dubair is already connected to national grid at Mansehra. Therefore it is planned that before start of construction, transmission line between Dubair and Dasu would be constructed.

Scope of work include Designing, Procurement, Construction, Testing and Commissioning of 132KV single circuit Transmission Line starting from the switchyard of Dubair Hydropower Station and ends at under construction 132kV Dasu Grid Station, With total length of 36 km.

This Transmission Line will not only provide electricity during execution of construction works of Main Dam, Project colony, Electro-Mechanical works of project and other components but also provide Electricity to Non-resettlement villages of Union council Dasu, Seo, Jalkot and Komila.This Transmission Line will not only provide electricity during execution of construction works of Main Dam, Project colony, Electro-Mechanical works of project and other components but also provide Electricity to Non-resettlement villages of Union council Dasu, Seo, Jalkot and Komila.

Contract detail:
Contract No
Name of Contract
Procurement, Design, Supply, Installation, Testing and Commissioning of 132 kV Single Circuit Transmission Line and Grid Station.
Power Construction Corporation Of China (PCCC)
Contract Cost
PKR. 1,583,325,237/-
USD. 2,017,927/-
02nd November 2015
19th June 2016 (As per contract)
Main Components
179 Nos. Towers with associated accessories ACSR “Lynx” Conductor with shield wire 45 Km Fog type insulators 26,888 2 Nos. 20/26 MVA Power Transformers 200 kVA Pad Mounted Transformer 11kv Incoming Panels 02 Nos. 11kV Bus coupler 01 No. 11 kV Outgoing Panels 12 Nos.