DOC PROJECT INFORMATION DOCUMENT (PID) - World Bank



PROJECT INFORMATION DOCUMENT (PID)

APPRAISAL STAGE

Report No.: 56180

|Project Name |Pakistan Highways Rehabilitation Project |

|Region |South Asia |

|Sector |Roads and Highways |

|Project ID |P010556 |

|Borrower(s) |Government of Pakistan |

|Implementing Agency |National Highway Authority (NHA) |

|Environment Category |[ ]A [ X ]B [ ]C [ ]FI [ ]TBD (to be determined) |

|Date PID Prepared |July 30, 2010 |

|Estimated Date of Appraisal Authorization |August 2, 2010 |

|Estimated Date of Board Approval |September 30, 2010 |

1. Country and Sector Background

a. Pakistan’s economic growth accelerated from the average of 4.6 percent during the 1990’s to an average of 7.0 percent during the period FY 2002/2003 to FY 2006/2007, driven by solid performances in the services and industrial sectors, with contribution from agriculture. However, Pakistan has faced both external and internal shocks during the past two years resulting in a deteriorating macro-economic situation. The Government of Pakistan (GOP) is now determined to regain and maintain macroeconomic stability and put the economy back to a path of 5-7 percent sustainable growth per year. The Government recognizes that to steer Pakistan back on a path of broad-based growth, create jobs, and reduce poverty, a prolonged period of macroeconomic stability, financial discipline and sound policies is required. The Government is also focusing on reducing the cost-of-doing business and increasing productivity and international competitiveness. The GOP has adopted a new vision called ‘Pakistan’s Vision 2030’. It has the objective of “a developed, industrialized, just and prosperous Pakistan through rapid and sustainable development in a resource constrained economy by deploying knowledge inputs”. The vision is aimed at achieving middle income country status by 2030 with a Gross Domestic Product (GDP) of around US$ 700 billion and per capita incomes of around US$ 4,000.

b. Pakistan’s transport sector is the fourth largest sector contributing 12% to the GDP. It accounts for over 21% of gross fixed capital formation. The sector constitutes 12 to 15 percent of the annual federal Public Sector Development Program (PSDP), and provides about 2.3 million jobs (6% of employed labor force). It imposes huge demand on Pakistan’s total energy supply, consuming about 35% of total energy annually. Pakistan, with a 180 million people, generates a total domestic transport load of around 239 billion passenger-km and 153 billion ton-km. Pakistan’s inland freight and passenger traffic has been growing at an average annual rate of 12% and 5% respectively during the past two decades. With the performance of Pakistan Railways (PR) deteriorating during the same period[1], the road has progressively increased its share of the transport market. As a result, the road sector now carries over 96% of the inland freight (146.6 billion ton-km – 241 million tons/year) and 92% of the passenger traffic (220 billion passenger-km – 780 million passengers/year). Thus, Pakistan’s economy relies almost entirely on road transportation to carry the inland freight. Pakistan has about 8.8 million vehicles on the road, growing at about 10% annually – projected to increase to over 70 million by 2030. The share of cars has increased from 21% in FY 1995/1996 to 37%, while the share of trucks has decreased from 48% to 37%. The road transport industry is deregulated and predominantly in the private sector. There are two major sea ports[2] that handle over 57 million tons of cargo in FY 2007/2008. The total traffic growth at ports has averaged 8% per annum over the last five years, with container traffic[3] increasing fastest, at 15% per annum on average. There are 14 dry ports catering to high value external trade. There are 44 airports, including five international airports; about 5.4 million domestic air passengers are carried annually by one major public sector airline and a few private airlines.

c. The total road network is about 260,000 km of which about 60% is paved, and primarily comprises single and two lane roads. Accessibility provided by the road network is limited – road density[4] is low (0.32 km/square km) and Pakistan does not compare favorably with other countries in the sub-region (Bangladesh-1.7 km/square km, Sri Lanka-1.5 km/square km and India-1.0 km/square km). At the current growth rate of the road network (4.2 percent during the past decade), it will take 50 years to arrive at the density in India. National Highway Authority (NHA) is responsible for about 10,000 km long National Highways, Motorways and Strategic Roads System. NHA network consists of the main transport corridors which provide inter-provincial linkages and connections to the neighboring countries. NHA’s main artery is the 1760 km long National Highway N-5 popularly known as the Grand Trunk (G. T.) Road. It serves over 80% of Pakistan’s urban population and carries over 65% of the country’s inter-city traffic though its length is less than 1% of the total road network of Pakistan. Provincial highway departments are responsible for about 100,000 km of provincial roads which provide access to the economic and population centers in the four provinces. And, the remaining 150,000 kms are under the District, Municipal and Cantonment jurisdiction, providing access to villages and remote areas. Proportion of Pakistan’s rural population with: (a) motorable access is 91%; (b) all-weather motorable access is 85%; (c) paved access is 68%; and (d) bus/wagon stop within village is 69%.

d. Key challenges facing the national road system can broadly be grouped into following three areas: (a) road network deficits; (b) financing & management issues; and (c) sector governance and institutional constraints.

|Road Network Deficits |

|Raising Service Standards – three times long transit times compared to Europe and East Asia. The National Highways network primarily consists |

|of ‘low capacity roads’ – of the 10,000 km national highways, about 75% are 2-lane roads, about 20% are 4-lane divided highways, and only 5% |

|are a 6-lane highways. The traffic capacity of roads is further reduced by many constraints like the presence of pedestrians and other |

|non-motorized traffic. The operating conditions are further exacerbated by extensive commercial activities located along the roads, poor |

|physical condition of the roads and lack of traffic management in towns. The results are very low travel and trip speeds, and an unsafe |

|driving environment. Commercial traffic running speeds are between 35 and 45 km/hour, and average trip speeds are around 25 km/hour – |

|one-third of speeds in developed countries. The consequence is high travel times which particularly penalize long-distance trips along the NTC|

|– Karachi-Lahore (1260 km) travel time is 48 hours and Karachi-Peshawar (1700 km) is 72 hours. |

| |

|Providing Adequate Capacity – the country’s ‘lifeline’ along the national trade corridor is fast reaching its capacity: N-5 does not have the |

|capacity to accommodate the growing volume of traffic expected to double in 2018 as a result of a sustained 7 percent annual economic growth. |

|N-5 is an access-free, 4-lane divided facility with a design traffic capacity of 66,000 Passenger Car Units per day (PCUs/day). N-5 |

|utilization is already 50% to 93% of existing capacity – current traffic volumes range from 33,000 to 61,000 PCUs/day. |

| |

|Extending Service Coverage – some parts of the country are not well served. The new port at Gwadar has no direct link with the NTC. The |

|Karakoram Highway (KKH) that links Pakistan with China cannot handle large container traffic and is closed to traffic in winters. |

| |

|Road Sector Externalities – costs are very high for the economy. |

| |

|The road safety record in Pakistan is dismal – crash data[5] show that road deaths per kilometer are at least ten times higher than in |

|developed countries. Road safety performance is better on motorways where traffic is separated and access is controlled. A Road Safety |

|Management Review in 2005 sets out a strategy, for the short, medium and long term, to address the deteriorating road safety situation in |

|Pakistan. |

| |

|To maintain their revenues, truckers systematically overload their vehicles which results in accelerated deterioration of roads[6]. The |

|average damaging effect of 2-axle trucks increased by over a third between 1982 and 1996, with over 40% of the trucks having axle loads |

|exceeding 12 ton (the legal load limit in Pakistan). The National Highway Safety Ordinance 2000 provides the legal framework for overloading |

|control. |

|Financing and Management Issues |

|Sustainability of road maintenance financing has progressed but needs to be further strengthened. A Road Maintenance Account (RMA) was set up |

|in 2003 to ensure a stable and secure source of funding for network maintenance. RMA is primarily financed from tolls collected on the network|

|(76%) and from the Government annual maintenance grant. NHA has significantly increased its direct revenues. RMA receipts have gone up from Rs|

|2.8 billion in FY 02/03 to Rs 8.4 billion in FY 07/08 – over 200% increase. Tolls provided Rs 6.8 billion of revenue, a 46% increase in three |

|years while the Government contribution was Rs 1.6 billion, a 32% increase in three years. With these efforts, the financing gap has been |

|reduced but still remains. NHA's FY 07/08 maintenance plan estimated the maintenance needs at Rs 10.5 billion against a budget allocation of |

|Rs 8.4 billion leaving 20% of the maintenance needs unfunded. This is a progress compared to the 50% gap in FY 04/05. The productivity of |

|tolls remains modest due to low level of tolls compared to other developing countries[7]. NHA recently reviewed[8] its toll rates and |

|recommended the Government a 50%, 25%, and 20% increase for cars/jeeps, wagons/buses, and trucks respectively. Revenues are expected to |

|increase to a level which covers the cost of maintenance in 2012. |

| |

|The fiscal sustainability of the road development program is uncertain. The road development program envisaged by the Government would require|

|a significant increase in the budgetary resources allocated to the road sector compared to the past. This would require reallocation of |

|resources within the Government’s annual overall public sector development program to ensure fiscal sustainability. In the past, resources |

|allocated to road development were insufficient to finance all projects within their expected period of execution. As a result, in FY 10/11, |

|the ratio of throw-forward – aggregate value of commitments carried forward from previous financial year – to allocated budget is 6.0 i.e. at |

|the current funding level of Rs 44.6 billion; about 6 years would be needed to complete the ongoing portfolio, without starting any new |

|project. The Government may like to consider additional resource mobilization measures including a new revenue stream for NHA through |

|imposition of a dedicated levy on transport fuels. |

|Sector Governance and Institutional Constraints |

|Institutional governance in the sector remains weak: |

| |

|RMA does not fully achieve the objective of improving good governance with respect to financial management of road maintenance resources. RMA |

|does not have autonomy which impacts on its performance in terms of governance – it is only a ‘bank account’ administered by NHA Executive |

|Board[9] as opposed to a Road Maintenance Fund (RMF) which is an institutional arrangement that separates the functions for funding and |

|executing works. Good practice is for RMF to be a separate agency modeled on commercial lines, with an independent board made up of road users|

|and government representatives, and with its own executive staff. |

| |

|The practice of providing loans to NHA to finance its development program since the creation of NHA in 1991 is clearly unsustainable, and |

|undermines NHA’s financial standing. As NHA’s own revenue base is barely sufficient to cover the costs of operations and maintenance of the |

|existing road network, it has built up a huge and growing stock of debt to GOP, which presently stands at around Rs 421 billion. Based on a |

|review of sustainable financing options, the previous government in principle agreed to: (i) capitalize NHA’s existing debt stock into |

|government equity; and (ii) make government grant transfers to finance NHA’s future capital development program. |

| |

|The appropriateness of the decentralization framework for roads remains to be confirmed. The primary issue is comparative performance of road |

|networks in provinces and at federal level as well as complementarities of networks. Road planning currently is not coordinated among the |

|agencies responsible for the road network at federal or provincial level. |

| |

|The capacity both in the public and private sector of public works remains insufficient in view of the developments envisaged for road network|

|in the future: |

| |

|Since 1991 there has been an ongoing increase in the volume and complexity of the NHA’s responsibilities and workload while its organizational|

|structure and capacity has remained more or less the same. As new sectoral demands have been emerging, NHA has not fully realigned its |

|staffing levels, skills mix and businesses processes and its in-house capacity has remained somewhat limited in strategic planning, asset |

|management and network operations. In parallel, there have been increasing difficulties in securing and retaining highly-qualified staff in |

|key technical positions, with direct consequences on overall performance of NHA. |

| |

|The business environment in infrastructure is not considered as conducive to development and efficiency of the construction industry. |

|Stakeholders interviewed during the preparation of the Pakistan Infrastructure Implementation Capacity Assessment report[10] agreed that a |

|high quality construction industry is constrained by broader budgetary, administrative, financial, institutional and regulatory bottlenecks. |

|Inefficiencies and lack of professionalism are considered rampant in both the public and private sectors. |

e. Government Strategy

i. The Government recognizes that transport and trade logistics efficiencies are a must for economic stabilization, sustained growth and international competitiveness. Supportive transport infrastructure remains one of the pre-requisites for sustained high economic growth. This was identified by the Government as a priority in the 2003-06 Poverty Reduction Strategy Paper (PRSP-I) and confirmed in the PRSP-II which envisages a National Trade Corridor Improvement Program (NTCIP) with the objective of reducing the cost of transport and trade logistics and bringing services' quality to international standards in order to reduce the cost of doing business in Pakistan, enhance the country’s exports competitiveness, and accelerate its industrialization, thus contributing towards achievement of middle income country status by 2030. The NTCIP is a strategic, holistic and integrated approach to the transport sector. With a strong reforms agenda supplemented by a comprehensive investment program, NTCIP has become essentially the medium-term ‘Transport Master Plan’ for the country. The key areas targeted by NTCIP include policies that would:

• Sustain delivery of an efficient, safe and reliable National Highways and Motorways System.

• Modernize the trucking industry and reduce the cost of externalities for the country.

• Lead to modern and streamlined trade and transport logistics practices.

• Create a commercial and accountable environment in Pakistan Railways and increase private sector participation in operation of rail services.

• Improve port efficiency, reduce the costs for port users and enhance port management accountability.

• Promote and ensure safe, secure, economical and efficient civil aviation operations and boost air trade.

ii. The highway component of NTCIP consists in a 10-year business plan developed by NHA for the FY 08/09 to FY 17/18 period. The business plan articulates NHA’s new vision – “a very well respected institution, accountable for quality results, to financial integrity, wholly committed to our customers’ full satisfaction and continuously seeking to enhance our performance”. The business plan is built around NHA's mission to help the Government achieve Vision 2030. The outcomes of the business plan have been defined, each with strategic objectives and operational targets, in nine areas:

|Corporate Management: manage roads like a business, adopt corporate structure, and strengthen governance and accountability to |

|deliver a high level of road user and civil society satisfaction. |

|Network Financing: secure funding for NTCIP and all future maintenance activities and implement fee-for-service principles to |

|ensure financial sustainability. |

|Network Development: develop network capacity and raise service standards to fully meet future traffic demand in support of the |

|projected economic growth. |

|Network Operations: operate the network efficiently, provide safe, free and reliable flow of trade and passenger traffic and |

|improve journey time reliability. |

|Network Maintenance: maintain the network in good serviceable condition and provide a reliable service throughout the year to |

|uphold Pakistan’s internal and external trade competitiveness. |

|Financial Management: strengthen capacity and internal controls to ensure un-qualified audited annual financial statements. |

|Procurement: implement efficient procedures and operate a Procurement Monitoring System to enhance transparency. |

|Environment & Social: mainstream good environmental and social impact management practices to minimize the adverse impacts of road |

|network construction and operations. |

|Human Resource Development: have well-trained, highly motivated professionals, appropriately rewarded. |

2. Objectives

a. The Project Development Objective (PDO) is the sustainable delivery of a productive and efficient national highway network, contributing to lower transportation costs. The project aims to achieve this objective through implementation of about 2,700 km of highway improvement works – 850 km financed by the project and 1,850 km financed by NHA’s Road Maintenance Account (RMA) – and essential reforms in the sector and the strengthening of NHA.

b. The proposed additional loan is to help finance the costs associated with an unanticipated financing gap. The unanticipated financing gap is primarily due to the enormous increases in the road construction costs driven by the unprecedented oil price increase in the world market – US$ 35 per barrel in 2003 peaking at US$ 148 in July 2008. Oil price hike, in particular, has substantially increased the price of bitumen – an oil based product. The prices of other road construction materials have also increased significantly due to higher transportation costs.

c. Expected outcome is improved traffic flow on the network monitored through improvements in key indicators relating to: (i) road network condition; (ii) travel time; and (iii) road safety.

3. Rationale for Bank Involvement

a. The Bank has been a key partner of NHA in initiating the first set of reforms through the Highway Rehabilitation Project (HRP). NHA's business plan, the road safety action plan, the axle load control action plan, the human resource development plan, the financial management improvement plan, all tools which underpin NHA's reform have been developed with the support of the HRP and the advice of the World Bank.

b. The first additional financing granted in 2005 was aiming to repair the damages caused to the road network by an earthquake and thus increased the size of the project from initial US$ 200.0 million to US$ 300.0 million. In mid 2006, a second additional financing of US$ 65.0 million was granted to cover a cost overrun resulting from higher than expected bid prices for Phase-II civil work contracts. The present additional US$ 110.0 million financing is directly related to unforeseen market price escalation.

c. The causes of this unanticipated financing gap were outside the control of the borrower as well as NHA. In the current financial/economic situation of Pakistan, if no additional financing is provided by the Bank, some contracts will not be completed or their completion will be much delayed with damage to unfinished works and ultimate higher costs to complete the works. In other words, the investment made over the last 6 years on the rehabilitation and reconstruction contracts on these roads in terms of finance and resources will be disinvested. As a result the overall economic loss to the country from disruptions in the road transport network will be very high. Leaving incomplete contracts will inevitably result in criticism from the road users and, furthermore it can be expected that disputes will be initiated with contractors resulting in costly Arbitration and litigation. It is crucial to complete the ongoing activities as planned in order to achieve the original project development objective. The World Bank by virtue of its long standing relationship is in a unique position to assist the GOP/NHA to successfully complete the HRP.

d. The Bank Group FY 2010-2013 Country Partnership Strategy for Pakistan provides for additional financing to HRP, if justified. An Independent Third Party Audit recently confirmed the need for additional financing and loan closing date extension

4. Description

a. The project has the following three components:

i. Network Conservation Component – consisting of: (i) Rehabilitation & Improvement of about 541 km of highway (including structures), (ii) Resurfacing & Recycling of about 336 km of highway, (iii) Afforestation, (iv) Relocation of utilities, (v) Resettlement & land acquisition, and (vi) Design, contract administration & construction supervision consultant services.

ii. Reconstruction and Rehabilitation of Earthquake Damaged Roads Component – comprising of: (i) Reconstruction & Rehabilitation of about 128 km of highway, (ii) Design, contract administration & construction supervision consultant services, & (iii) incremental operating costs.

iii. Policy Support and Institutional Development Component – including technical assistance, training, equipment support and incremental operating costs to: (i) help implement improved sub-sectoral policies (Medium Term Budgetary Framework (MTBF) – to improve targeting of public sector resources; and Road Maintenance Account (RMA) – to provide stable and secure funding for maintenance), and (ii) strengthen NHA’s institutional capacity, improve performance and efficiency (human resource development; improved road asset management; enhanced environmental management and resettlement practices).

5. Financing Source

US$ Million

|Borrower |109.08 |

|IDA |260.00 |

|IBRD |215.00 |

|Foreign Sources |0.00 |

|Total Project Cost |584.08 |

6. Implementation

a. The estimated period of implementation is 7 years and 10 months (Effectiveness: 27 February 2004, Loan Closing Date: 31 December 2011).

b. Implementing Agency: The project has been prepared and will be implemented by NHA, under the Ministry of Communications. Implementation arrangements are summarized below.

c. Project Oversight and Management: A Project Steering Committee comprising NHA Chairman and Members is providing overall guidance and oversight for the Project, and is responsible for ensuring implementation of the key policy and institutional reforms. The committee is supported by an HRP Unit at NHA Headquarters in Islamabad, functioning as the Project Secretariat. The Unit is headed by the General Manager (GM) HRP, who is functioning as the Project Director. NHA has appointed a Project Coordinator (PC) at its Khyber-Pukthoonkwa, Punjab, Sindh and Azad Kashmir Regional Offices, supported by a Deputy Project Coordinator (DPC) at each contract site.

d. NHA has engaged an internationally experienced consultant firm, as the independent ‘Engineer/Project Manager’ responsible for contract administration and construction supervision; and has provided clear job descriptions and instructions to its project management staff, to ensure that there is no conflict with the role of the 'Engineer/Project Manager'.

e. Financial Management: NHA carries out its functions through its five regional offices in the four provinces. Regional accounts offices are headed by Deputy Directors who are adequately experienced. Regional accounts offices submit their monthly trial balances to the Head Office (HO) where these are consolidated and NHA's overall accounts prepared. Finance department in the HO is headed by Member Finance who is supported by two general managers (Finance and Budget & Accounts). Accounting staff at the HO is well trained and some are on deputation from the Auditor General of Pakistan's (AGP) office. Internal audit department in the HO is headed by a senior officer from the AGP's office. Most of the other team members are also from the AGP's office. The internal auditors conduct audit of projects, regional offices and HO on an ongoing basis and report their findings to the Chairman, NHA. Payments and accounting in respect of projects is done at the HO. Regions are allocated budgets for maintenance, establishment, etc. and funds are released to regions on the basis of approved budgets. As per Rules and SOP, accounts of RMA are being audited annually by chartered accountants.

7. Sustainability

a. The project will lead to sustainable improvements in the management and delivery of the national highway system, through measures that include:

i. Putting the highway network on a 'fee-for-service' basis; supporting a shift in NHA institutional focus from a 'constructor' to a 'service provider' role.

ii. Implementing a prioritized Medium Term budgetary Framework (MTBF) and highway investment and maintenance program to improve the balance between expenditures on maintenance and new construction, target early completion of the ongoing priority projects; and restrict the bulk of future investments to projects with positive economic returns.

iii. Increasing resource mobilization and establishing a secure source of maintenance funding for the network (Road Maintenance Fund); reducing future demands on scarce public sector budgetary resources.

iv. Adopting improved asset management practices at NHA [RMA Standard Operating Procedures, a modern Road Asset Management System, annual maintenance programs; development of appropriate pavement systems and standards; more effective axle load management; improved environmental management and resettlement practices, etc.).

v. Improving governance and financial management in NHA by strengthening financial management systems and controls and increasing agency accountability to external stakeholders: regular consultation with road user representatives and key stakeholders; regular independent financial and technical audits; publication of annual agency reports, including audited financial statements, in the public domain

b. The overall fiscal impact of the proposed physical investments will be minimal.

8. Lessons Learned from Past Operations in the Country/Sector

a. The key lessons learned from previous highway projects, and reflected in the proposed project design, include:

i. Keeping project design simple and flexible, with manageable components and a single or few implementing agencies.

ii. Careful prioritization of highway sector investments to ensure timely availability of counterpart funds.

Improving project preparation to include complete sub-project designs and bid documents, contractor pre-qualification, and essential pre-construction activities prior to contract awards;

iii. Alternative off-budget highway maintenance arrangements to provide adequate and reliable source of highway maintenance funding.

iv. Holding the highway agency accountable for performance to external clients to ensure institutionalization of sound maintenance management practices.

v. The need for measures to minimize the adverse impact of vehicle overloading to sustain highway network improvements.

vi. The need for stronger financial systems and controls.

9. Safeguard Policies (including public consultation)

a. The Borrower has prepared and provided the Bank a Sectoral Environmental Assessment (SEA), Environmental Impact Assessment, Environmental Assessment Framework and Environmental Management Plans (EIA/EAF/EMPs), and Social Impact Assessment, a Resettlement Policy Framework and Resettlement Action Plans (SIA/RPFs, RAPs) for the 18 civil works contracts under the Project. These documents were prepared by NHA through consultants engaged independently of the project’s engineering consultants.

b. The EIAs/EMPs detail the measures to mitigate the impacts on land resources in the corridor of impact during the construction phase, define the responsibilities for implementation and supervision, and frameworks/arrangements for monitoring of impacts for monitoring along the project corridor, and arrangements for institutional and policy support to NHA and other stakeholders. The SIAs/RAPs identify the impacts of the project along with the severity of impacts on different social groups; affected population, project entitlement policy, the resettlement and rehabilitation program, cost estimate and budget, public participation and grievance redress, define roles and responsibilities for supervision, institutional framework, internal and external monitoring, and implementation arrangements. The EMPs/RAPs developed by the NHA have helped the organization to address the adverse environmental and social impacts, enhance project benefits, and introduce standards of good environmental and social practice for highway construction and operation within the organization and in the country. A series of consultation sessions were held with the stakeholder and the project affected persons (PAPs) during the preparation of the EIA/SIA and the EMPs/RAPs. The EIAs and EMPs have undergone a regulatory review and a public hearing process as mandated by the legislation in the country. In addition, NHA has actively disseminated the key features of these documents among local stakeholders.

c. Environmental issues associated with the project include managing the procurement of borrow material and topsoil conservation, including the clean-up and restoration of disturbed areas; appropriately locating temporary construction camps, asphalt plants, and waste disposal sites, and managing dust, noise and other environmental impacts of operating these facilities; traffic management and safety during construction and operation; avoiding obstruction of highway drainage systems during construction and operation; and enhancing and maintaining avenue tree plantation along the proposed highway sections. The social issues are related to impact on livelihood of vulnerable groups (including squatters and encroachers), and issues centered on land acquisition (if any).

|Safeguard Policies Triggered by the Project |Yes |No |OP/BP 4.00 |

|Environmental Assessment (OP/BP 4.01) |X | | |

|Natural Habitats (OP/BP 4.04) | |X | |

|Pest Management (OP 4.09) | |X | |

|Physical Cultural Resources (OP/BP 4.11) | |X | |

|Involuntary Resettlement (OP/BP 4.12) |X | | |

|Indigenous Peoples (OP/BP 4.10) | |X | |

|Forests (OP/BP 4.36) | |X | |

|Safety of Dams (OP/BP 4.37) | |X | |

|Projects in Disputed Areas (OP/BP 7.60)* |X | |N/A |

|Projects on International Waterways (OP/BP 7.50) | |X |N/A |

10. List of Factual Technical Documents

a. Environmental & Social Documentation for Pakistan HRP, prepared by NHA:

|1 |Executive Summary Phase I & II - June 12, 2003 |

|2 |Sectoral Social and Environmental Assessment Phase I & II - June 12, 2003 |

|3 |Environmental Impact Assessment - Rehabilitation & Maintenance Projects, Phase I - May 30, 2003 |

|4 |Environmental Management Plan - Rehabilitation and Maintenance Projects, Phase I - May 30, 2003 |

|5 |Environmental Impact Assessment - Resurfacing and Strengthening Projects, Phase I - May 30, 2003 |

|6 |Environmental Management Plan - Resurfacing and Strengthening Projects, Phase I - May 30, 2003 |

|7 |Social Assessment, Phase I - May 30, 2003 |

|8 |Resettlement Policy Framework - May 30, 2003 |

|9 |Environmental Impact Assessment - Rehabilitation and Maintenance Projects, Phase II - March, 2004 |

|10 |Environmental Management Plan - Rehabilitation and Maintenance Projects, Phase II - October, 2004 |

|11 |Environmental Impact Assessment - Resurfacing and Strengthening Projects, Phase II - March, 2004 |

|12 |Environmental Management Plan - Resurfacing and Strengthening Projects, Phase II - October, 2004 |

|13 |Environmental Impact Assessment - Rehabilitation and Maintenance Projects, Construction of Matiari Bypass, Phase I - February, 2005 |

|14 |Supplementary Environmental Impact Assessment - Rehabilitation and Maintenance Projects, Lahore-Gujranwala Contract 8, Phase II – June |

| |2005 |

|15 |Supplementary Environmental Impact Assessment - Rehabilitation and Maintenance Projects, Turnol-Chablat Contract 9, Phase II – June, |

| |2005 |

|16 |Social Assessment – Phase II, March 2004 |

b. PC-1 Proforma (May 2003): N-5 Highway Rehabilitation Project

11. Contact Point

Task Manager

Zafar Iqbal Raja

The World Bank

1818 H Street, NW

Washington D.C. 20433

Telephone: (92-51) 9090212

Fax: (92-51) 9090515

12. For more information contact:

The InfoShop

The World Bank

1818 H Street, NW

Washington, D.C. 20433

Telephone: (202) 458-5454

Fax: (202) 522-1500

Web:

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[1] Rail represented about 41% and 73% of the total passenger and freight traffic in the eighties.

[2] Karachi Port Trust and Port Qasim Authority; a third port at Gwadar became operational this year.

[3] From 0.5 million Twenty Foot Equivalent Units (TEUs) in FY 98 to about 1.25 million TEUs in FY 06

[4] Density ranges from 0.15 in Baluchistan to 0.57 in the Sindh province.

[5] Over 12000/year: 20 fatalities per year per 10,000 vehicles. Pakistan is ranked 34th unsafe country in the world.

[6] About 1/4th of the federal network and 2/3rd of the provincial network are in need of rehabilitation.

[7] In 2007, it ranged from US Cents 0.7 to 3.5 depending on the type of vehicle compared to an average of US Cents 3.0 in India, 5.0 in Philippines and China, 5.4 in Malaysia, 5.9 in Thailand and 7.3 in Brazil.

[8] The new toll structure would need to be analyzed to ensure the best economic efficiency.

[9] The Board comprises of nine government officials with no road user representation.

[10] PIICA, World Bank, November 22, 2007.

* By supporting the proposed project, the Bank does not intend to prejudice the final determination of the parties' claims on the disputed areas

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