Diavik Diamond Mine - Dominion Diamond Corporation

Transcription

Diavik
Diamond
Mine
2014 sustainable development report
Contents
Introduction
Welcome..................................................................................... 02
Sustainable development......................................................... 03
Rio Tinto..................................................................................... 03
Dominion Diamond Corporation............................................ 04
Rio Tinto Diamonds.................................................................. 04
Diavik’s northern commitments.............................................. 05
Diavik at a glance...................................................................... 06
Operations
A21 development approved – construction begins............... 07
Mining and production targets exceeded............................... 10
Mine life..................................................................................... 10
Increase to ore reserves............................................................ 10
Proven and probable reserves.................................................. 10
Winter ice road successful....................................................... 11
Economic prosperity
Socio-economic highlights...................................................... 12
Employment.............................................................................. 12
Operations employment.......................................................... 13
A21 – opportunities.................................................................. 13
Building a northern underground mine team....................... 14
PKC project hires northern....................................................... 15
Employment history by ethnicity (individuals)..................... 15
Employment history by residency (individuals).................... 15
Spending – majority northern................................................. 16
Operations spending................................................................ 16
Total cumulative spending...................................................... 17
Annual spending....................................................................... 17
New partnership with Aboriginal business............................ 18
Spending by category and priority group............................... 18
Social well-being
Grants and sponsorships.......................................................... 24
Coast Guard launches ‘Diavik Discovery’ rescue vessel........ 25
Community contributions....................................................... 25
Northerners awarded scholarships......................................... 25
Events – volunteering in the community............................... 25
Health, safety, and environment
Creating a healthy workplace.................................................. 26
Key performance indicators..................................................... 27
Energy programs reducing greenhouse gas emissions......... 28
Fuel consumption..................................................................... 28
Wind farm surpasses targets.................................................... 29
2014 wind farm results............................................................ 29
Results since start up................................................................ 29
Artifacts could be 2,600 years old........................................... 30
Mine rescue team...................................................................... 32
Environmental compliance...................................................... 33
Inspection and enforcement.................................................... 33
Environmental management system...................................... 33
Environmental Monitoring Advisory Board........................... 33
Traditional knowledge panel................................................... 34
Water usage............................................................................... 35
Water monitoring...................................................................... 36
Wildlife monitoring.................................................................. 36
Caribou monitoring.................................................................. 36
Closure planning....................................................................... 36
Verification activities................................................................ 37
Environmental monitoring programs..................................... 38
Appendix
Employment data ............................................................... 40-48
Training
Mine Training Society – a partnership................................... 19
Mining Industry Human Resources Council ......................... 20
Eleven new journeypersons..................................................... 20
Skilled trades............................................................................. 21
Apprenticeship training by priority group............................. 21
Workplace learning centre....................................................... 21
Top marks................................................................................... 21
Site-based training.................................................................... 21
Northern Leardship Development Program........................... 21
Cover: For eight months of the year, ice surrounds the island-based Diavik
Diamond Mine, located 300 kilometres northeast of Yellowknife, Canada.
01
1
Introduction
Proud of our legacy to the North
Welcome
Welcome to our 2014 sustainable development report, our
15th. This year we have amalgamated our annual sustainable
development report and our socio economic monitoring
report, required by the Government of the Northwest
Territories. This combined report provides a comprehensive
look at our operations from the past year.
2014 was a very important year for Diavik. Our skilled,
professional team safely mined and processed over two
million tonnes for the second consecutive year from our
underground mining operations, confirming our success as a
fully underground mine.
This achievement did not come easily and I am extremely
proud of everyone at Diavik. The true success of these
achievements is the fact the Diavik team achieved these
results safely.
Demonstrating our commitment to safely excel beyond
expectations was instrumental in the decision to expand
our operations. In November, our hard work was rewarded
with the announcement that we will proceed with the
development of our fourth kimberlite pipe, A21. The
development of A21 will further increase our ability to
provide long-term benefits to the people and communities of
the North.
Our accomplishments in 2014 set the foundation for our
business to be successful through to 2023. As a successful
business we will be able to continue to deliver training,
employment, and business benefits to local communities,
meet our commitments to environmental protection, and
generate economic prosperity for our investors. In closing,
please place safety first in all that you do at work and at
home.
Each of us at Diavik knows that reaching and surpassing
targets is meaningless if a co-worker is injured or seriously
hurt. Everyone at Diavik places safety first and it is our most
important value.
Marc Cameron
President and Chief Operating Officer
There is a powerful connection between safety and
Diavik Diamond Mines (2012) Inc.
sustainability. By working safely and believing Zero Harm is
possible, by incorporating safety into all we do, we continue to
build a stronger and healthier business – a sustainable business,
which delivers benefits today and for many years to come.
02
Through a responsible approach to mineral development we
ensure we maintain our licence to operate. This also creates
the opportunity to plan, implement, and deliver sustainable
contributions to social well-being, environmental
stewardship, and economic prosperity, within strong
governance systems.
By continually engaging with communities, governments,
employees, customers, and businesses, we continue to ensure
our business is safe, healthy, and strong.
Rio Tinto
Rio Tinto is a leading global mining group that focuses
on finding, mining, and processing the Earth’s mineral
resources. Supporting world-class assets is a world-class
workforce of 60,000 people working in over 40 countries.
Their safety is always our first concern.
Rio Tinto fosters a culture of innovation, where people are
proud to achieve and are always learning. With headquarters
in the UK, the Group comprises Rio Tinto plc – a London
and New York Stock Exchange listed company, and Rio
Tinto Limited – which is listed on the Australian Securities
Exchange. Rio Tinto is strongly represented in Australia and
North America, and also has significant businesses in Asia,
Europe, Africa, and South America.
Introduction
At Diavik, sustainable development
is integrated into everything we do.
Our operations provide benefits and
opportunities for local communities,
businesses, and governments. We work with
all our stakeholders to deliver substantial
and lasting benefits.
Sustainable development
Businesses include open-pit and underground mines, mills,
refineries, smelters and power stations, research and service
facilities, railways, ports, and ships.
Major products are aluminium, copper, diamonds, gold,
industrial minerals (borates, titanium dioxide, and salt), iron
ore, thermal and metallurgical coal, and uranium.
For more than 140 years, Rio Tinto has been unlocking the
wealth held in the Earth’s mineral resources. Some of its
mines have been in operation and generating value for more
than a century.
Our vision is to be a company that is admired and respected
for delivering superior value, as the industry’s most trusted
partner. We work with local communities to create benefits.
As a global resource industry leader, we are always looking
for new answers to the complex global and local challenges,
including resource scarcity, climate change, community
employment, and regional economic development.
03
Introduction
Dominion Diamond Corporation
Dominion Diamond Corporation is a Canadian diamond
mining company with ownership interests in two major
producing diamond mines. Both mines are located in the
low political risk environment of the Northwest Territories in
Canada.
The company operates the Ekati Diamond Mine through
its 88.9 per cent ownership, as well as a 65.3 per cent
ownership in the surrounding areas containing additional
resources, and also owns 40 per cent of the Diavik Diamond
Mine. It supplies rough diamonds to the global market
through its sorting and selling operations in Canada,
Belgium, and India, and is the world’s third largest producer
of rough diamonds by value.
04
Rio Tinto Diamonds’ sales and marketing group aims to
differentiate itself by:
• Providing the right customer with the right assortment of
diamonds
• Tailoring its approach to serve each customer
• Creating long-term, mutually beneficial business
relationships
• Retaining the flexibility to respond to market
opportunities
It maintains an extensive industry intelligence network
and a high level of customer and product support, and also
believes in supporting consumer confidence in its diamonds
and plays an active role in addressing key industry issues
around product integrity and sustainable development.
The company maximizes the sales value of its rough stones
from the Diavik and Ekati mines, and maintains a preferred
position as a supplier of rough diamonds to the world’s
diamond manufacturers (cutters and polishers) by dealing
directly with them and tailoring rough diamond parcels to
the client’s particular needs.
Rio Tinto Diamonds is a founding member of the Responsible
Jewellery Council. Established in 2005, the council is a notfor-profit industry organization with a mandate to promote
responsible, ethical, social, and environmental practices
throughout the diamond and gold jewellery supply chain
from mine to retail.
Rio Tinto Diamonds
Through its 100 per cent control in the Argyle mine,
60 per cent of the Diavik mine, and a 78 per cent interest in
the Murowa mine, Rio Tinto Diamonds is one of the world’s
major diamond producers. Rio Tinto Diamonds’ share of the
production from these mines are sorted and prepared for sale
at its sales and marketing headquarters in Antwerp, Belgium.
Additionally, Rio Tinto Diamonds has taken an active
leadership role in the World Diamond Council, which
represents the diamond industry in the Kimberley process.
More recently, Rio Tinto Diamonds has partnered with
the Diamond Empowerment Fund, an international notfor-profit organization supporting education initiatives in
diamond producing countries, on a number of programs
aimed at raising awareness of the positive impact diamonds
have around the world in the communities in which they are
mined.
Introduction
Diavik’s northern commitments
Diavik Diamond Mines (2012) Inc., located in Yellowknife,
Northwest Territories, Canada, is committed to ensuring
local communities benefit from the sustainable development
of its mine. Commitments are formalized through individual
participation agreements with the Tlicho Government,
the Yellowknives Dene First Nation, the North Slave Metis
Alliance, the Kitikmeot Inuit Association, and the Lutsel K’e
Dene First Nation.
Diavik also has a socio-economic monitoring agreement
with the Government of the Northwest Territories, which
was signed by Aboriginal partners. Regulatory requirements
and an environmental agreement between Diavik, Aboriginal
partners, and federal and territorial governments formalize
Diavik’s environmental protection commitment. The
Environmental Monitoring Advisory Board, created under
the environmental agreement, and the socio-economic
monitoring agreement allow communities and governments
to monitor Diavik’s environmental commitments.
In 2014, Diavik and the Lutsel K’e Dene First Nation renewed
their participation agreement. This followed renewals
completed with the other four community partners. These
long-term renewals ensure local Aboriginal partners will
continue to benefit from training, employment, and business
opportunities at Diavik.
05
NORTH
Wind Farm
Waste
Transfer Area
A21 Access Road
Coronation Gulf
Umingmaktok
Kugluktuk
A21 Location
Coppermine River
Arctic Circle
Satellite image 23 August 2014
06
Diavik at a glance
• A21 development approved – US $350 million budget for
four year dike construction
• Four ore bodies – A21, A154 South, A154 North, and A418
• Spending (2000 to 2014) – C $6.4 billion ($4.6 billion
northern, of which $2.4 billion was Aboriginal)
• Operations workforce (31 December 2014) –
948 (448 northern)
• Total mine life – 16 to 22
years (currently in year 13)
NORT
TERR HWEST
ITORIE
Y EL L
• 2014 rough diamond
S
OWKN
Diavik Diamond Mine
IF E
production – 7.2 million
carats
CAN
ADA
• Reserves – 18.1 million
tonnes at 2.9 carats per
tonne (31 December 2014)
Bathurst Inlet
Jericho Diamond Mine
Tahera (closed)
Northwest
Territories
Nunavut
Contwoyto
Lake
Ekati
Diamond Mine
Gameti
Wekweeti
Lac de Gras
Diavik Diamond Mine
Rio Tinto/Dominion Diamond Corporation
Mackay Lake
Winter Road
Wha Ti
Behchoko
Yellowknife
N’dilo
Snap Lake
Diamond Mine
De Beers
Dettah
Lutsel K’e
Fort Providence
Great Slave Lake
Hay River
Fort Resolution
Gahcho Kue
De Beers/Mountain Province
The development includes construction of a water retention
rockfill dike, which will allow safe open-pit mining of the
A21 kimberlite ore body. Over a four-year period, members
of Diavik’s own workforce, supported by specialized
contractors, will construct the dike. This will be the largest
construction project managed exclusively by the Diavik team.
For the dike, Diavik will utilize the same innovative design
and engineering technologies used to construct its two other
dikes.
Diamond production is scheduled to begin in late 2018 and
continue through 2023. A21 diamonds are of similar quality
to those produced from the A154 South pipe – high-end,
gem-quality diamonds.
The addition of the A21 open pit to the mine plan is not
expected to extend mine life, but will offset decreasing
underground output, ensuring a continuation of existing
production levels.
Operations
In November, Rio Tinto announced a major
investment in Diavik – US $350 million
for development of the A21 kimberlite ore
body, to be funded by the joint venture.
A21 development approved – construction begins
With the development, Diavik will add to its strong
community benefits. Dike construction will generate
construction employment for northerners and Diavik will
work with these individuals to pursue full-time operations
employment opportunities. The A21 construction workforce
will be around 115 in 2015 and grow to up to an estimated
235 people in 2016. Open-pit mining, due to begin in late
2018, will add 80 to 100 people to total employment.
A21 work scheduled for 2015 includes crushing rock,
surveying and constructing the access road, dredging
lakebed silt and removing boulders, constructing dike
abutments, and installing dewatering pipelines.
Future year’s work includes dike construction in 2016,
with dewatering and prestripping in 2017 and 2018. It will
take four years to build the A21 dike, with first diamonds
scheduled for fourth quarter 2018.
07
Operations
08
Operations
09
For the year, Diavik safely mined 2.1 million tonnes of ore
from its underground mine, up from 1.9 million tonnes the
year before.
2.3 million tonnes of ore was processed, including all
underground production and about 200,000 tonnes of
stockpiled ore.
Diamond production was 7.2 million carats; unchanged from
the previous year.
Mine life
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
Operations
Mining and production targets exceeded
In 2014, Diavik’s underground mining and ore processing
teams continued to deliver results beyond expectations.
A154
open-pit
A418
open-pit
A154/A418
underground
The update is based on a rigorous examination of the
identified resources, mining options, and operations
planning for Diavik, resulting in:
• the addition of a new open-pit mining development from
the fourth kimberlite pipe, A21, to be mined with the
existing underground production from the A154N, A154S
and A418 pipes, and
• production from A21, which will bring open-pit mining
back into the mine plan, adding important incremental
production to ongoing underground output to sustain the
current total production rate over the existing mine life.
The updated ore reserve and current mine plans indicate
production continuing to 2023. Remaining mineral resources
are available and are being evaluated, and may have
potential to be added to the mine plan in due course.
Diavik’s fourth kimberlite pipe, A21, is located on the mine
site near the other three pipes currently in production.
A21
open-pit
Mine schedule subject to market conditions, further resource evaluation,
continued mine planned, etc.
Proven and probable reserves
31 December 2014
Pipe
Tonnes
(millions)
Carats/
tonne
Carats
(millions)
A21
3.7
2.7
10.0
A154S
1.8
3.7
6.7
A154N
7.0
2.3
16.1
A418
5.5
3.7
20.4
Stockpile
0.02
3.1
0.1
Total
18.1
2.9
53.3
Some numbers may not add due to rounding.
During the fourth quarter of 2014, Rio Tinto approved a
positive feasibility proposal to add A21 to the existing mine
plan. An implementation team is in place and construction
activities began immediately.
Development includes site preparation, earthworks, water
management, and pre-production overburden stripping. First
ore production from A21 is expected in 2018.
Reserves expanded 11%
10
Increase to ore reserves
To support the annual mineral resources and ore reserves
review process detailed in Rio Tinto’s 2014 annual report,
Rio Tinto Diamonds has declared an increase of its Diavik
Diamond Mine ore reserves, resulting from the completion of
studies and evaluations.
Further detail supporting Diavik’s ore reserves was released to market on
6 March 2015 and can be accessed at www.riotinto.com/mediareleases.
These reserves reflect the available technical information and are current
at the time of publication of this report.
(2012) Inc., Dominion Diamond Ekati Corporation, and
De Beers Canada Inc. The road opens to light loads and full
weight capacity when ice thickness reaches 0.71 metres and
1.04 metres respectively.
Eighty-five per cent of the road is constructed over frozen
lakes connected by 65 land portages.
In 2014, Diavik trucked 3,149 loads (111,659 tonnes) of fuel,
cement, explosives, equipment, and other materials over the
winter road. Total northbound loads and tonnes for 2014
were 7,069 and 243,928.
Open for approximately eight weeks each winter, the ice
road is a joint venture managed by Diavik Diamond Mines
Operations
Winter ice road successful
Constructed annually for mine resupply, the Tibbitt to
Contwoyto Winter Road is the world’s longest heavy haul ice
road, extending 600 kilometres when built into Nunavut.
11
Economic prosperity
Socio-economic highlights
Diavik provides significant training,
employment, and business opportunities
to the Northwest Territories and the West
Kitikmeot region of Nunavut.
These commitments have been formalized through the
Diavik socio-economic monitoring agreement, and in
individual participation agreements concluded with five
Aboriginal groups – the Tlicho Government, the Yellowknives
Dene First Nation, the North Slave Metis Alliance, the
Kitikmeot Inuit Association, and the Lutsel K’e Dene First
Nation.
12
Employment
Diavik continues to focus on maximizing hiring and training
northerners. Investment in A21 and the proven success of
the underground mine will ensure opportunities continue.
The transition to a fully underground mine in 2012
required Diavik to adapt its business to ensure it remained
sustainable.
This required the company to examine all aspects to its
business to raise efficiency and reduce costs. Ore mined
tonnages and processing rates as well as energy reduction
(information on which is included in this report) are
examples of how the business adapted.
A21 construction is another opportunity for northerners to
gain term employment and transition to full-time permanent
roles at the mine.
The processed kimberlite containment dam raise
construction project and ice road construction projects
are other examples of employment opportunities, but the
benefits do not end when these projects conclude.
2014 Operations Employment
Total 948
(31 December 2014)
18% northern
Aboriginal (171)
53% southern
(500)
29% other
northern (277)
A21 – opportunities
Development of the A21 ore body will require a
construction team. In fact, hiring has begun and the
size of the workforce will vary over the project. It will
take four years to build the rockfill dike. In 2015, it is
projected that the A21 workforce will grow to around
115 people, then up to 235 in 2016. When A21 begins
production in 2018, Diavik will require an additional
80 to 100 permanent employees to open-pit mine A21.
These roles will be an addition to current employment
levels.
Economic prosperity
While Diavik’s overall employment has been trending down,
it has been very successful in hiring northern and Aboriginal
peoples and training them as underground miners.
Diavik has been successful in working with these individuals
to identify opportunities to transition them from term
employment to full-time positions within its workforce.
Part of this strategy included adjusting the total workforce
numbers to reflect new operating conditions.
13
Economic prosperity
Building a northern underground mine team
Diavik is extremely proud of its efforts to develop a
northern underground mine team. The success is the
result of training and employment efforts over several
years.
At year-end, the underground production group included
181 people, of whom 109, or 60 per cent, are northern,
of whom 72 people, or 40 per cent, are Aboriginal. The
109 people were northern at time of hire, as opposed to
moving north when hired.
When Diavik began mining initial ore from underground
in 2010, the North did not have trained, experienced
underground miners to hire. Diavik was tasked with
training and developing a new northern underground
mine workforce.
The solution was a graduated system, with a group
comprised of seasoned underground miners (Miner 5s
and Miner 4s) and entry level northerners (Miner 1s). As
the northerners gained experience, they moved up where
14
opportunities became available. This created entry-level
opportunities for more northerners to begin their careers
in mining.
For its part, Diavik dedicated time and effort to train and
build its northern underground production team.
A very important part of the process is the influx of
trainees from the North’s Mine Training Society, which
Diavik supports. Today, the system is sustainable and
successful as it provides training and employment
opportunities to northerners.
Underground mine production team
Northern Aboriginal
72
40%
Other northern
37
20%
Total northern
109
60%
Southern
Total
72
40%
181
100%
In 2014, despite the fact that Diavik was not expanding
its mining operations, it still was able to offer new
employment opportunities to northern residents,
specifically through its processed kimberlite containment,
or PKC, dam raise construction project. Diavik recognized
this was an opportunity to employ northerners and
transfer them to potential permanent site-based jobs.
In 2014, Diavik hired 50 people for the PKC construction
project. Northern hiring was 76 per cent. Of the 38
northerners, Diavik transitioned 15 individuals to fulltime employment at its mine site. Additionally, six people
transferred to seasonal winter road employment. Of
the total of 21 people, 16 are northern, of which 14 are
northern Aboriginal.
The PKC is an engineered structure constructed for waste
rock generated by ore processing.
Economic prosperity
PKC project hires northern
The dam raise is a $30 million, three-year project
scheduled to conclude in 2015.
PKC hires
2013
2014
Northern Aboriginal
16
27
Other northern
6
11
Total northern
22
38
Southern
9
12
Total
31
50
Employment by ethnicity (individuals)
2011
2012*
2013*
2014*
Aboriginal
313 (28%)
238 (22%)
236 (24%)
229 (24%)
Non-Aboriginal
824 (72%)
649 (61%)
645 (64%)
610 (64%)
-
184 (17%)
116 (12%)
109 (11%)
1,137
1,071
997
948
Unknown**
Total
Employment history by residency (individuals)
2011
2012
2013
2014
Northern Aboriginal***
313 (28%)
206 (19%)
202 (20%)
194 (20%)
Other northern
329 (29%)
302 (28%)
283 (28%)
254 (27%)
Total northern
642 (56%)
508 (47%)
485 (49%)
448 (47%)
Southern
495 (44%)
563 (53%)
512 (51%)
500 (53%)
1,137
1,071
997
948
Total
* 2012 onwards data is based on improved data collection process.
** Declaration is voluntary. At year-end, ethnicity of 109 individuals was not known; this includes 87 individuals who chose not to declare and 22 individuals’
declarations that had not been received. However, from 2012 onwards, residency data for all individuals is known through the newly implemented data
collection system.
*** Includes all northern Aboriginal peoples residing in the Northwest Territories or West Kitikmeot.
15
Economic prosperity
Northern spend 76%
Spending – majority northern
In 2014, Diavik raised its focus on northern businesses and,
in so doing, ensured major benefits flowed to local firms,
many of which are Aboriginal.
For the year, Diavik achieved its highest percentage northern
spend since 2006.
Seventy-six per cent of spending was with local businesses.
Of the $251 million northern spend, $110 million was with
Aboriginal business.
Since 2000, Diavik has spent $4.6 billion with local
businesses, or 72 per cent of the total businesses spend of
$6.4 billion. Of the $4.6 billion in northern spend,
$2.4 billion has been spent with northern Aboriginal
businesses and their joint ventures.
2014 Operations Spending
$140.9 million
43% other northern
$81.2 million
24% southern
$110.0 million
33% northern Aboriginal
16
$6,500
$2,416
$6,000
$5,500
$5,000
MILLIONS OF DOLLARS
$4,500
Total northern
spend $4.6 B
$4,000
$2,177
$3,500
$3,000
$2,500
$2,000
$1,783
$1,500
Economic prosperity
Total
Cumulative Spending
$1,000
$500
0
2013-2014
Northern Aboriginal
Other Northern
Other Canadian
Annual Spending
$1,200
$604
$1,100
$1,000
MILLIONS OF DOLLARS
$900
$800
$700
$276
$254
$600
$270
$500
$224
$245
$400
$300
$200
$145
$125
$115
$178
$180
$113
$310
$66
$120
$100
0
$256
$197
$58
2000-2002 2003
(Capital)
$71
$143
$155
$112
$147
$206
2004
$144
$101
$108
2005
2006
$146
$215
$84
$76
$116
$135
2008
2009
2010
$101
2011
$141
$143
$105
2007
$110
2012
2013
$81
2014
(Operations)
Northern Aboriginal
Other Northern
Other Canadian
17
Economic prosperity
New partnership with Aboriginal business
Early in 2014, Diavik announced that Det’on Cho
Logistics, a Yellowknives Dene First Nation company,
had been awarded Diavik’s jet passenger service contract.
The venture builds upon Diavik’s existing business
partnership with the Yellowknives Dene First Nation,
which includes catering and accommodations services
company Bouwa Whee.
Spending by category and priority group
Category
Outsourced labour
Freight, cargo, transport
Construction
Human resources services
Consumables
Accommodations services
Drilling, blasting
Professional services
Telecommunications
Passenger transport
Environmental services
Fuels, lubricants
Other
Total spend
18
Under the contract, Det’on Cho Logistics, in partnership
with Summit Air and First Air, will manage the
transportation of mine site employees travelling to the
Diavik Diamond Mine from Edmonton.
Northern
Aboriginal
Other
northern
Subtotal
northern
Subtotal
Other
Overall Total
Category %
58.5
5.3
63.8
12.3
76.1
23%
77%
7%
84%
16%
17.3
29.5
46.7
0.4
47.1
14%
37%
63%
99%
1%
8.9
3%
0.5
0%
90.6
27%
0.9
0.1%
6.7
2%
18.0
6.1%
1.6
0%
7.9
3.1%
1.6
0%
44.7
14.1%
27.5
8%
332.1
100%
0.8
6.3
7.1
1.8
9%
71%
80%
20%
0.0
0.0
0.0
0.5
0%
0%
0%
100%
13.6
35.6
49.2
41.4
15%
39%
54%
46%
0.0
0.8
0.8
0.1
0%
89%
89%
11%
6.4
0.0
6.4
0.3
96%
0%
96%
4%
0.1
3.4
3.6
14.5
1%
19%
20%
80%
0.0
1.2
1.2
0.4
0%
75%
75%
25%
7.7
0.2
7.9
0.0
97%
3%
100%
0%
0.6
0.6
1.2
0.4
37%
38%
75%
25%
0.0
44.7
44.7
0.0
0%
100%
100%
0%
5.0
13.2
18.3
9.2
18%
48%
66%
34%
110.0
140.9
250.9
81.2
33%
43%
76%
24%
The underground miner training program includes a sitebased training component where trainees complete six,
two-week rotations.
In 2014, two groups of underground miner trainees
completed on-site training at the Diavik mine.
Eight underground candidates (all northern Aboriginal) were
offered six-month training positions. Of these eight, four
were offered and will transition to full-time positions, and
the other four will complete their practicums in 2015.
This past year, Diavik’s safety team also worked with the MTS
to complete the society’s industrial safety training program.
Over the year, about 1,000 northerners have completed
this two-week training. For this initiative, Diavik provided
industrial workplace related materials and input. This
program is approved by the North’s three operating diamond
mines as well as the Workers’ Safety and Compensation
Commission. It is also part of the underground miner
training program.
Training
Diavik is a founding member of the NWT’s
Mine Training Society (MTS) and continues
its support.
Mine Training Society – a partnership
Together with the Mine Training Society, Diavik celebrated
the 1,000th person to be employed under MTS trainingto-employment projects. Conan Zoe, an employee with
Diavik, was celebrated at a presentation with Employment
and Social Development Minister Jason Kenney, along with
representatives of Diavik, Aurora College, Government of the
Northwest Territories, and MTS.
19
Training
Mining Industry Human Resources Council (MiHR)
certification
In 2014, Diavik continued its participation in the Mining
Industry Human Resources Council’s (MiHR) national
certification programs for underground miners and mineral
processors. Through these programs, individuals who
achieve certifications demonstrate they have the skills that
meet national standards, which have been developed by
MiHR and the mining industry.
Diavik has supported the MiHR certification, a national
standardized certification program, since inception in 2011.
Diavik underground miners were the first in Canada to
be certified under this program. At year-end, 46 members
of Diavik’s workforce have achieved MiHR underground
miner certifications and 56 individuals have achieved MiHR
mineral processor certifications.
Eleven new journeypersons
Since operations began, Diavik has supported numerous
apprentices in their efforts to become trained trades
journeypersons.
In 2014, 11 Diavik apprentices completed their
apprenticeships, achieving journeyperson certifications
from the Government of the Northwest Territories.
The group includes:
• Craig Crawford, instrument technician
• Kyle Lavoilette, welder
• John-Earle MacPhee, parts technician
• Trevor Bower, parts technician
• Dwayne Rombs, steamfitter/pipefitter
• Dennis Park, heavy duty equipment technician
20
•
•
•
•
•
Timothy Vyse, heavy duty equipment technician
Nickolus Minde, machinist
Jesse Beaulieu, millwright
Nathan Joy, parts technician
Brian McKay, electrician
Under its world-class apprentice program, Diavik
continues to pay its apprentices while they complete
academic requirements associated with their
apprenticeships. Other benefits include providing
$2,500 loans per year and covering costs for books
during each level/year of study. Apprenticeships often
take four years to complete, with academics taking one
to three months per year.
Since 2003, 45 apprentices have successfully completed
their apprenticeships at Diavik and achieved journeyperson
certifications from the Government of the Northwest
Territories.
Apprenticeship training by priority group
Northern non-Aboriginal
14
Northern Aboriginal
15
Northern subtotal
29
Southern subtotal
5
Total
34
Workplace learning centre
Diavik maintains a workplace learning centre at the mine
site. The centre is intended to help employees build their
skills in tasks directly related to their daily work role as well
as assist employees in upgrading education through GED
preparation and GED exam invigilation.
Employees writing exams for other courses can do so at the
mine site under supervision in the learning centre.
A training adviser is available to provide learning support to
apprentices preparing to attend technical training.
The learning centre is the first point of contact for new
employees and contractors.
Diavik also provides training for safe operation of 200 pieces
of equipment, including underground haul trucks and
scoops, surface haul trucks, graders, dozers, loaders, and
excavators.
Training
At year-end, Diavik supported 34 apprentices, with 29
being northerners; of the 29 northerners, 15 are northern
Aboriginal. Two Diavik apprentices are working towards dual
journeyperson certifications.
Site-based training
For all employees and contractors, Diavik provides extensive
health and safety training, including:
• Job hazard analysis
• Workplace hazardous materials information system
• Transportation of dangerous goods
• Fire extinguisher
• Work area orientations
• Isolation and arc flash
• Fall protection
• Confined space
• Overhead cranes
• Rigging and hand signals
Skilled trades
Diavik has committed to train between eight and 18
apprentices annually. Diavik’s apprenticeship program
increases skills and provides opportunities for employees.
All employees and contractors complete work-related
training. Often, this totals over 40 hours per person each
year.
Northern Leadership Development Program
To help increase the number of qualified Aboriginal peoples
at the supervisory and management level, Diavik developed
an Aboriginal development program in partnership with
SAIT Polytechnic and Aurora College. The program includes
Diavik and contractors.
As well as covering the customized curriculum, which is
based on Rio Tinto leadership competencies, participants
are matched with a Diavik supervisor for mentoring.
Since 2005, 76 individuals have completed the program.
All graduates receive a certificate from SAIT recognizing
their achievement. In 2010, Diavik expanded the program
and made it available to De Beers Canada. In 2011, the
program transitioned to Aurora College. In 2014, four Diavik
employees participated in the program.
Top marks
In 2014, five Diavik’s apprentices were recognized with
certificates from the Government of the Northwest
Territories.
These awards are given each year to the apprentices who
achieve the highest marks in their respective disciplines/
levels. Diavik apprentices presented certificates included:
• Michael Sibbald, instrument technician (level 3)
• Dwayne Rombs, steamfitter and pipefitter (level 3)
• Scott Metcalfe, industrial mechanic – millwright (level 2)
• Craig Crawford, instrument technician (level 4)
• Tristan Campbell, industrial mechanic –
millwright (level 1)
21
Training
22
Training
23
Social well-being
Grants and sponsorships
Diavik continues to support the North
through its community contribution
program, which includes grants for
community champions, community safety,
and healthy school programs. Other
support includes diamond donations and
scholarships.
The community contributions initiative builds upon existing
programs, all of which are focused on improving the quality
of life for local residents.
Examples of community support include:
• Multi-year super soccer funding partnership;
approximately 1,300 youth from 25 schools across the
North compete in this event
• Funding to assist the Canadian Coast Guard Auxiliary’s
Yellowknife Marine Rescue Unit upgrade its search and
rescue watercraft
• Continued support for the Diavik Community Scholarship
Fund administered by the Yellowknife Community
Foundation
• Healthy schools funding for Weledeh school playground
equipment project
24
In total, Diavik’s 2014 sponsorships, scholarships, and
diamond donations totalled $270,000 in local community
investment.
Through a copper recycling effort, Diavik collected 12 tonnes
of copper at its mine site – $55,906 was raised for the Hay
River BMX recreation facility.
In partnership with Crossworks Manufacturing, polished
Diavik diamonds were donated to community organizations,
including the Yellowknife Community Foundation and
the Yellowknife Seniors’ Society. These organizations
significantly increased the value of the diamonds through
an auction and a raffle, with proceeds supporting these
organizations’ community initiatives.
In June, the Kimberlite Career and Technical Centre, a
training facility located in Yellowknife, celebrated its 10th
anniversary. At the event, Diavik was recognized for its
long-term support. Since 2003, Diavik has contributed over
$280,000 in funding support for the centre’s pre-trades
courses, which improve skills’ levels among northerners. In
2003, Diavik’s initial contribution for the centre’s welding
program was $75,000.
The upgraded vessel, named the Diavik Discovery, includes
transfer of self-righting equipment and engines, along with
state-of-the art navigation, from the previous vessel.
Just two hours after the dedication ceremony, the crew of the
Diavik Discovery rescued four people from a sinking boat
30 kilometres south of Yellowknife.
The Coast Guard Auxiliary is very much like the Diavik mine
site emergency response team; always there to help if needed.
Community contributions
Community YCF scholarship
$35,000
Coast Guard
$30,000
Chief Jimmy Bruneau School
$25,000
Super Soccer
$15,000
Stanton Territorial Hospital Foundation
$15,000
Weledeh School playground
$15,000
Lutsel K’e fish habitat
$10,700
Kimberlite Career and Technical Centre
$10,000
$141,000 in scholarships awarded
Social well-being
To assist the Canadian Coast Guard Auxiliary’s Yellowknife
Marine Rescue Unit in its efforts to upgrade their search and
rescue watercraft, Diavik donated $30,000.
Coast Guard launches ‘Diavik Discovery’ rescue vessel
The Diavik Community Scholarship Fund was announced
in 2013, with initial funding of $25,000. In 2014, at the
Foundation’s annual gala event, Diavik added $35,000.
Diavik’s scholarship program includes funding for
participation agreement scholarships, the Diavik employee
dependent scholarships program, and the Community
Scholarship Fund administered by the Yellowknife
Community Foundation. In 2014, scholarship funding
totalled $167,400.
Events – volunteering in the community
Diavik staff volunteered at various community events in
2014, including:
• North Slave Metis Alliance fish fry
• NWT and Nunavut Chamber of Mines miners picnic
• Gameti career fair
• Hay River career fair
Northerners awarded scholarships
In 2014, four northerners were recipients of the Diavik
Community Scholarship Fund.
The recipients and their areas of study are:
• Monique Chapman, Bachelor of Science in Marine Biology,
Dalhousie University
• Sydney Friesen, Bachelor of Engineering,
University of Victoria
• Martha Hamre, Bachelor of Engineering,
University of Guelph
• Bryana Matthews, Bachelor of Science in Biology and
diploma in Environmental Restoration,
University of Victoria
By adding to its scholarship fund, which is administered
by the Yellowknife Community Foundation, this past year,
Diavik continued to improve the sustainability of the fund,
meaning a longer-term legacy. This will allow the foundation
to award more scholarships to deserving young northerners.
25
Creating a healthy workplace
Diavik has numerous initiatives focusing on
employee health and providing a healthy
working environment.
The Diavik Diamond Mine site main accommodations
complex includes cafeteria, recreational facility, medical
facility, and private rooms.
The dining room offers employees hot breakfasts and
dinners. Other features include a coffee bar, sandwiches,
pastries, and fruits and vegetables. Meals are provided and
the menu has an array of options, including ‘heart-smart’
meals.
On-site recreational facilities ensure everyone can maintain
a fit and healthy lifestyle. The facilities include a basketball
court, squash court, and running track as well as treadmills,
stationary bikes, stair masters, rowing machines, weights,
and sauna.
Private rooms in the accommodation complex include full
bath, television, phone, Wi-Fi, large windows, and darkening
shades.
26
The mine’s medical facility is staffed by physician assistants
on call 24-hours a day.
These aspects make up the various parts of the main
accommodations.
Beyond this, to ensure workers’ health is not affected by
the workplace, Diavik, which is an industrial workplace,
monitors its workplace for longer-term health risks.
Monitoring programs focus on diesel particulate, silica,
welding fumes, and noise levels. Diavik medical surveillance
programs include pulmonary (lung) and audiometric
(hearing) testing.
As well, the mine has an employee occupational health and
safety committee.
In 2014, Diavik focused on a mental wellness program and
conducted a working on wellness survey of employees to
develop a program based on employee feedback.
Additionally, Diavik recently highlighted the many health
and wellness programs available in its new and improved
employee value proposition.
Lost time injuries
Lost time injury frequency rate*
Medical treatments
2013
2014
3
3
0.24
0.28
7
3
0.81
0.55
Significant potential incidents
7
3
Health and safety non-compliances
0
0
Environmental regulatory non-compliances
1
1***
Significant environmental incidents
0
0
Environmental management system
Maintained ISO 14001
Maintained ISO 14001
192,544
182,427
$159.0 million
$150.7 million
All incident frequency rate**
Greenhouse gas emissions (+CO2 equivalent)****
Closure security*****
Key performance indicators
* Lost time injury frequency rate (injuries x 200,000 hours ÷ total hours worked).
** All incident frequency rate (lost time injuries + medical treatments x 200,000 hours ÷ by hours worked).
*** A single sample from the north inlet water treatment plant exceeded grease/oil limits; investigation was unable to determine the cause.
**** Multiple energy management initiatives resulted in the majority of the five per cent reduction in greenhouse gas emissions; see page 28.
*****Under the Diavik environmental agreement, a security deposit for the performance of the joint venture’s reclamation obligations is required. Diavik is
progressively reclaiming the site, which results in the lowering of this amount.
27
Several key programs that were completed in 2014 include:
• Adjusting underground mine temperature set points to
four degrees Celsius from five degrees Celsius
• Installation of energy efficient engines on the
underground haul truck fleet
• Optimizing the glycol heat recovery system in power
house 2, which resulted in reducing boiler plant use
Additional programs included the installation of a waste oil
boiler, which generates heat for the backfill plant, and the
completion of energy audits on various buildings around the
mine.
Site teams drove these initiatives and delivered the results.
These efficiencies, which required total capital investment
of approximately $250,000, resulted in a net gain of
approximately $1 million.
The majority of the year-over-year greenhouse gas emissions
reduction was the result of these programs, with the wind
farm, operational in both 2013 and 2014, playing a role as
well.
In 2014, total diesel fuel usage decreased by three per cent
compared to 2013, largely due to the energy savings
initiatives. Last year, Diavik required 64.7 million litres
of diesel fuel compared to 70.0 million litres in 2013,
representing a reduction of 40 fully loaded fuel trucks on the
winter road.
Diesel fuel and the wind farm generate electrical power
required to operate the Diavik Diamond Mine. Diesel is also
required for mobile equipment and heating.
CO2 reduced 5%
Fuel Consumption
For the year, emissions were reduced by just over 10,000
tonnes CO2 equivalent.
70
This is especially noteworthy because Diavik increased the
amount of ore it mined by ten per cent and the total ore
processed by eight per cent. With these higher mining and
processing rates, an overall increase in diesel fuel would
have been anticipated.
68
66
MILLIONS OF LITRES
Energy programs reducing greenhouse gas emissions
Diavik implemented numerous energy management
initiatives in 2014, which played a key role in reducing
greenhouse gas emissions by five per cent in 2014 compared
to 2013.
64
62
60
58
56
0
2009
Fuel consumption
(litres)
Mining
Boiler
28
2010
2011
2012
2013
2014
2009
2010
2011
2012
2013
2014
21,480,972
24,035,288
17,568,558
13,023,945
8,405,605
9,861,181
4,953,133
10,158,733
12,574,541
9,853,483
16,338,517
13,562,993
Electricity
22,439,133
33,314,930
38,416,210
41,401,957
41,813,068
40,802,087
Construction
12,841,125
1,489,797
872,250
333,436
441,981
466,804
Total
61,714,542
68,998,748
69,431,559
64,612,821
66,999,171
64,693,06
2014 wind farm results
Energy produced
19.9 gigawatt hours*
% availability
97.5%
This demonstrates the renewable energy facility is being
operated at an extremely high level of efficiency and its four
2.3 megawatt turbines were available almost the entire year
to generate energy when wind was available.
Project to date efficiency is 89.7 per cent.
11% of mine’s power
Diavik, remote and off-grid, remains a global leader in cold
climate renewable energy and fixed plant teams operate the
world’s largest wind-diesel hybrid power facility.
Diesel fuel offset for the year was 4.9 million litres, a
29 per cent improvement from the previous year. Power
produced, at 19.1 gigawatt hours, was up 25 per cent year
over year.
Diesel offset
4.9 million litres
CO2-e offset
14,068 tonnes
Fuel savings
~$6 million
Wind farm surpasses targets
In 2014, site fixed plant teams raised the wind farm’s
efficiency to an impressive 97.5 per cent.
* 19.9 gWh would power 37,300 sixty watt light bulbs for 1 year.
Results since start up*
Energy produced
38.9 gigawatt hours
% availability
89.7%
Diesel offset:
9.6 million litres
Carbon CO2-e offset
27,367 tonnes
Fuel savings
~$11.5 million
55%
Peak power penetration
10% of mine’s power needs
* October 2012 to December 2014.
29
Artifacts could be 2,600 years old
Artifacts found during a Diavik caribou monitoring program,
including several stone tools, are estimated to be between
1,300 and 2,600 years old.
The tools, including knives and adzes (axes), are in exceptional
condition. A stone hearth was also found at the site.
Community representatives from the Tlicho were installing a
remote camera system to help monitor the caribou when the
find was made near Contwoyto Lake in Nunavut.
It is believed they were cached or were used as part of a
ceremony by Aboriginal peoples travelling across the tundra
to hunt caribou. Buried under silt and hidden by the tundra’s
small, but abundant, vegetation, evidence suggests that the
tools were exposed by grizzly bears digging into the earth to
locate the dens of arctic ground squirrels.
The find was reported to the Nunavut Government, who sent
an archaeologist to formally study the area and collect the
artifacts.
Diavik conducts low-impact behavioural monitoring surveys
at varying distances from the mine to help assess the
effectiveness of its environmental mitigation strategies.
A return archaeological field trip to the site was planned for
2014, but was cancelled due to poor weather.
Community representatives assist Diavik’s environment
department to carry out the monitoring program and help
assess if the mine is having any impact on migrating caribou
populations.
30
31
Mine rescue team
Diavik’s emergency response skills were again put to the test
during the annual mine rescue competition, organized by
the Workers’ Safety and Compensation Commission of the
Northwest Territories.
The two-day competition, held in June in Yellowknife,
saw five teams from four mines demonstrate surface and
underground response and rescue skills.
Diavik competed in the underground competition against
two other mines from the Northwest Territories, and won the
rope rescue event.
Diavik has a group of around 70 individuals who volunteer
their time to undertake training to deal with emergency
incidents at the mine. Eight members of this team were
selected to compete in this year’s mine rescue event.
32
Fish and fish habitat are protected, monitored, and
managed in accordance with the requirements of fisheries
authorizations.
Diavik’s EMS includes protection for wildlife, water, and
fish habitat – issues of particular concern raised by local
communities.
Land leases outline the requirements for responsible
land management practices, including provisions for
infrastructure, and waste and hazardous materials
management.
Environmental Monitoring Advisory Board
In March 2000, the environmental agreement (EA) was
signed by Diavik, the Tlicho Government, the Yellowknives
Dene First Nation, the Lutsel K’e Dene First Nation, the
Kitikmeot Inuit Association, the North Slave Metis Alliance,
the Government of the Northwest Territories, and the
Department of Indian Affairs and Northern Development.
The public can view these various documents at a public
library in the Environmental Monitoring Advisory Board’s
office in Yellowknife and/or through the Wek’eezhii Land
and Water Board public registry (online and library).
Inspection and enforcement
Government inspections provide assurances that Diavik
remains in environmental compliance. In 2014, regular
inspections were conducted by the federal Department
of Aboriginal Affairs and Northern Development Canada
(AANDC), and following devolution by the territorial
Lands Department, which holds primary responsibility
for enforcement and inspection of the legal provisions of
permits and licences related to land and water use and waste
management. Eleven inspections were conducted by the
AANDC/GNWT inspector in 2014. Environment Canada
conducted one inspection during the year.
Certified under the internationally acknowledged
ISO14001 standard, Diavik’s EMS is designed to be simple,
understandable, easy to implement, and adaptable.
Environmental management system
To manage its environmental protection commitments,
Diavik has implemented an internationally certified
Environmental Management System (EMS) that:
• Identifies and priorities environmental risks
• Identifies activities to protect the environment
• Ensures employees are properly trained
• Anticipates and avoids environmental problems
• Ensures regulatory compliance and due diligence
• Ensures consistency with corporate environmental policy
Environmental compliance
As part of its commitment to the environment, Diavik
is a signatory to an environmental agreement with
local Aboriginal groups, and the federal and territorial
governments. Finalized in March 2000, the agreement
formalizes Diavik’s environmental protection commitments,
establishes reclamation security requirements, and provides
transparency and oversight to local communities. Regulatory
requirements are governed by a variety of environmental
acts and regulations that set specific conditions through
various permits, licences, and authorizations as well as the
environmental agreement. For example, the water licence
establishes effluent criteria for waste water discharge to
protect the water.
Through the EA, the Environmental Monitoring Advisory
Board (EMAB) was established as a not-for-profit
organization that works independently and at arm’s length
from Diavik and the other parties to the EA. EMAB’s mandate
is to assist with the implementation of the environmental
agreement. EMAB also serves as an external reviewer of
Diavik’s environmental performance.
Inspection reports are included in the Wek’eezhii Land and
Water Board online registry, which can be sourced from its
web site (wlwb.ca).
33
34
Traditional knowledge panel – input on closure planning
The Diavik traditional knowledge panel, comprised of
local community representatives, was established by the
Environmental Monitoring Advisory Board (EMAB). The
current panel began meeting in 2011. Administration of the
panel transferred to Diavik from EMAB in 2013.
The panel’s focus includes reviewing closure options
and providing recommendations to be considered in the
development of the mine closure plan. Based on panel
guidance, Diavik organized the seventh session as a sitebased, revegetation workshop in August. The five-day
workshop included field work and breakout meetings, with
the goal being to identify ways to keep wildlife safe when
passing through the mine area after closure. The panel
considered suitable habitat, plant and movement options
that would support this goal.
The concept of revegetation was difficult for many members
to consider; largely based on a fundamental belief that nature
is powerful and will heal itself, and that interfering with this
process is disrespectful.
After much discussion, many panel members acknowledged
that there is value in assisting the revegetation process,
given that disturbance from mining is more extensive than
flooding, for example. Participants worked together to
identify areas around the mine site where wildlife and plant
growth should or should not be encouraged. Panel members
also identified their preferred design option for site roads
after closure, favouring flattened berms that extend further
out from the existing road base.
The panel is also interested in creating safe access for caribou
over site infrastructure such as the waste rock pile. This
generally translated to providing access ramps that would
connect specific areas. However, they see value in reviewing
traditional caribou trail maps from Diavik’s baseline work to
confirm the best route for which to encourage caribou use.
Members of the panel concluded that a smooth surface and
slope of the capped test rock pile would be acceptable for safe
wildlife passage, largely because there were no exposed large
boulders that could injure caribou hooves and legs.
At the panel’s request, a traditional knowledge literature
review was completed. The review includes identifying
existing traditional knowledge on vegetation. This could
assist with Diavik’s closure plan. It could also be used
as a reference for the panel and for communities when
considering ecosystem needs at closure.
2014
400,961
428,018
Potable water
67,774
72,175
Dust management
39,365
50,494
Fresh water, other
0
0
508,100
550,687
11,838,632
11,737,313
0
0
North Inlet to Lac de Gras (water treated through North
Inlet Water Treatment Plant)
12,616,049
11,438,537
Total
12,616,049
11,438,537
1,806,263
1,259,135
275,730
1,190,855
66,064
70,945
894,330
201,558
3,042,387
2,722,493
Fresh water for plant
Total*
Underground dewatering
Effluent discharged to Lac de Gras
Collection ponds to Lac de Gras (clean water)
Recycled/reused water within plant
Recycled processed kimberlite containment water
Recycled North Inlet water**
Treated sewage effluent
Collection ponds to PKC (silty water)
Total
* 1 m3 = 1,000 L
** Includes batch and backfill plants.
2013
Fresh water used
Water usage (m3)*
35
Water monitoring
Diavik’s water quality monitoring system includes a
surveillance network program for monitoring water in and
around the mine site, and an aquatic effects monitoring
program, which measures changes in the Lac de Gras
aquatic environment. Results from water quality monitoring
programs are collated and reviewed to identify the need for
any follow-up action.
Wildlife monitoring
Diavik monitors the potential effects of the mine on wildlife
and wildlife habitat. Monitoring is done to help Diavik
determine if the predictions made in its environmental
assessment are accurate and to help assess the effectiveness
of mitigation strategies. Currently, Diavik conducts caribou,
raptor, wolverine, grizzly bear, and other wildlife monitoring
programs.
36
Caribou monitoring
Caribou are a key indicator species because of their cultural
and economic value to northern residents as well as being
of ecological importance. Diavik conducts low impact
behavioural surveys of caribou at varying distances from the
mine.
Closure planning
As a requirement of Diavik’s Type A water licence,
environmental agreement, and land leases, a report is
prepared annually to report on progress, research results, and
ongoing alterations or changes to the interim closure and
reclamation plan. The progress report is externally reviewed
and approved.
Verification activities
Area
External
Rio Tinto
Internal
Environment
Environmental monitoring
advisory board
Independent technical audits,
plus Rio Tinto environmental
standards review
Environmental management
system audits
Annual health and safety
management audits against
Rio Tinto safety standards
Workplace health and safety
audits
Inspections by government
regulators and inspectors
Facility inspections
Facility inspections
Social
Health and safety audits by
government regulators and
inspectors
Socio-economic monitoring
advisory board monthly review
Workplace safety interactions
Human resource system audits
Participation implementation
committee performance review
Economic
Socio-economic monitoring
advisory board
Best-practice audits
Financial audits
Annual review
Independent financial audits
Audits by government regulators
37
Environmental monitoring programs
Dust monitoring
Purpose of monitoring
Key activities
Determine if environmental
assessment predictions are
accurate.
• Ongoing notification to operations for dust suppression
• Summer and winter dust sampling to determine extent of dust
dispersion related to operations activities
• Dust suppressant used on airport apron, taxi-way, helipad, and
parking lot
• Air quality monitoring
Meteorological
Measure/detect meteorological
trends. Determine influences on
site water balance.
Provide design and construction
information to operations.
Water quality
Measure levels, limits, and sources
of water use, as established in
water licence.
Measured:
• horizontal wind speed and direction, and standard deviation of
horizontal wind direction
• ambient temperature
• relative humidity
• precipitation – rain and snow
• incoming solar radiation
• evaporation rates
• All water used for consumption and operations is metered
• PKC facility levels monitored
• All make-up water measured
• Annual update to water balance
Water quality
compliance
Monitor effluent limits as required
by water licence.
Aquatic effects
• Samples collected at AEMP sites for water quality,
Collection of information to
phytoplankton, zooplankton, benthic invertebrates, sediment
determine the short and long-term
chemistry, and fish health
effects in the aquatic environment
resulting from the project.
Wildlife
Determine if predictions in
environmental assessment are
accurate.
Assess the effectiveness of
mitigation strategies.
• Samples collected and analyzed in compliance with the water
licence at required SNP locations
• Caribou monitoring for:
1.numbers on island
2.mitigation effectiveness
3.zone of influence
• Raptor and waterfowl monitoring
• Wolverine track survey for presence
• Grizzly bear hair snagging survey to determine population
density
• Track incidental sightings of most species at the mine site
Wildlife habitat
(vegetation loss)
Fisheries
Determine if environmental
assessment predictions (linked to
wildlife program) are accurate.
• Survey extent of mine footprint related to vegetation loss
Determine extent of vegetation/
habitat loss.
• Survey dust deposition on lichen at site and control areas
Fisheries authorization
requirements.
• Slimy sculpin studies to determine metal concentrations in fish
tissue
• Vegetation plots are surveyed every three years for changes in
plant species population and density
Initiate long-term monitoring
programs.
Reclamation
research
To establish research programs
related to reclamation research.
Re-vegetation
test plots
Information gathered from these
programs will be used for closure.
Country rock test
piles
38
• Continue to assess additional closure research needs
• The test piles research monitoring and maintenance continued
in 2014; the Type 1 Pile was deconstructed to allow researchers
to collect samples and data from the internal portions of the
pile; the rock that was removed was used in the PKC dam raise
• Phase III of revegetation research program commenced in 2014
39
Appendix
Socio-economic monitoring agreement employment data
For the 2014 reporting period, Diavik combined its sustainable development report, required by Rio Tinto, and its socioeconomic monitoring agreement report, required by the Government of the Northwest Territories and northern Aboriginal
groups. Additionally, the signatories to the socio-economic monitoring agreement recently amended the agreement to one
annual reporting requirement. The original agreement required full and mid-year reports.
Employment data contained in this report is provided as of 31 December 2014. Information on annual training, employment,
business benefits, and community initiatives is included on preceding pages. The detailed tables in this appendix, required
under the socio-economic monitoring agreement, provide Diavik employee and contractor data. Throughout the report, some
figures may not add due to rounding.
Employment by priority group (individuals)
Total workforce
Tlicho First Nation
948
63
6.6%
Yellowknives Dene First Nation
25
2.6%
North Slave Metis Alliance
13
1.3%
Lutsel K`e Dene First Nation
3
0.3%
Kitikmeot Inuit
Participation agreement group Aboriginal
Other Canadian Aboriginal, residing in the North
3
0.3%
107
11.3%
23
2.4%
Other northern Aboriginal
64
6.8%
Total northern Aboriginal
194
20.4%
Canadian Non-Aboriginal, residing in the North
223
23.5%
Other Nationality, residing in the North
12
1.3%
Unknown status, residing in the North
19
2.0%
Total northern non-Aboriginal
254
26.8%
Total northern Aboriginal*
194
20.4%
Total northern non-Aboriginal
254
26.8%
Northern employees
448
47.2%
Other Canadian Aboriginal, not residing in the North
35
3.7%
Canadian Non-Aboriginal, not residing in the North
364
38.4%
Other Nationality, not residing in the North
12
1.3%
Unknown status, not residing in the North
89
9.4%
500
52.7%
Participation agreement group Aboriginal*
107
11.3%
Other northern Aboriginal*
64
6.8%
Other Canadian Aboriginal
58
6.1%
229
24.1%
Total non-northern workforce
Aboriginal employment*
Total Aboriginal employment
Unknown status**
40
Do not wish to declare
87
9.2%
Have not declared
22
2.3%
* Under the socio-economic monitoring agreement, northern Aboriginal is defined as First Nations peoples born in the Northwest Territories or West Kitikmeot
region, or a descendant of an Aboriginal person born in the Northwest Territories or West Kitikmeot region.
** Declaration is voluntary. At year-end 2014, ethnicity of 109 people was not known. This includes 87 individuals who chose not to declare and 22 individuals’
declarations which had not been received.
Semi-skilled
Skilled
Professional
Management
Subtotal
4.8
39.6
63.7
39.2
14.6
161.8
Northern Aboriginal
1.9
21.0
30.1
4.0
-
57.0
Yellowknife**
6.7
60.6
93.8
43.2
14.6
218.8
1.0
4.0
8.5
2.0
-
15.5
Northern Aboriginal
1.0
15.0
11.0
-
-
27.0
Hay River
2.0
19.0
19.5
2.0
-
42.5
-
-
-
-
-
-
Northern Aboriginal
0.3
-
2.0
-
-
2.3
Fort Simpson
0.3
-
2.0
-
-
2.3
-
-
-
1.0
-
1.0
Northern Aboriginal
-
2.9
4.9
-
-
7.8
Fort Smith
-
2.9
4.9
1.0
-
8.8
-
-
-
-
-
-
Northern Aboriginal
-
1.0
1.0
-
-
2.0
Fort Resolution
-
1.0
1.0
-
-
2.0
-
-
-
-
-
-
Northern Aboriginal
0.3
1.0
-
-
-
1.3
Behchoko
0.3
1.0
-
-
-
1.3
-
-
-
-
-
-
Northern Aboriginal
2.1
-
-
-
-
2.1
Wha Ti
2.1
-
-
-
-
2.1
-
-
-
-
-
-
Northern Aboriginal
-
-
1.0
-
-
1.0
Kugluktuk
-
-
1.0
-
-
1.0
-
0.3
1.0
-
-
1.3
Northern Aboriginal
0.9
4.9
10.2
-
-
16.0
Other northern totals***
0.9
5.2
11.2
-
-
17.3
5.8
43.9
73.2
42.2
14.6
179.7
Northern Aboriginal
6.5
45.8
60.2
4.0
-
116.5
12.3
89.7
133.3
46.2
14.6
296.1
0.3
11.0
197.6
25.5
0.3
234.7
-
1.0
18.0
1.0
-
20.0
Northern total
Southern non-Aboriginal
Southern Aboriginal
Southern total
0.3
12.0
215.6
26.5
0.3
254.7
Overall total
12.6
101.7
349.0
72.8
14.8
550.8
Appendix
Entry level
DDMI employment by community, priority group, job category (person years*)
* One person year equals approximately 2,000 hours.
** Includes Dettah and N’dilo.
*** Northern Aboriginal peoples residing outside the Northwest Territories or West Kitikmeot.
41
Appendix
DDMI employment by community, priority group, job category (person months*)
Entry level
Semi-skilled
Skilled
Professional
Management
Subtotal
8.0
41.0
66.8
38.0
16.0
169.8
Northern Aboriginal
1.8
23.0
31.0
4.0
-
59.8
Yellowknife**
9.8
64.0
97.8
42.0
16.0
229.6
1.0
4.0
9.0
2.0
-
16.0
Northern Aboriginal
1.0
14.0
11.0
-
-
26.0
Hay River
2.0
18.0
20.0
2.0
-
42.0
-
-
-
-
-
-
Northern Aboriginal
1.0
-
1.0
-
-
2.0
Fort Simpson
1.0
-
1.0
-
-
2.0
-
-
-
1.0
-
1.0
Northern Aboriginal
-
3.0
4.0
-
-
7.0
Fort Smith
-
3.0
4.0
1.0
-
8.0
-
-
-
-
-
-
Northern Aboriginal
-
1.0
1.0
-
-
2.0
Fort Resolution
-
1.0
1.0
-
-
2.0
-
-
-
-
-
-
Northern Aboriginal
1.0
1.0
-
-
-
2.0
Behchoko
1.0
1.0
-
-
-
2.0
-
-
-
-
-
-
Northern Aboriginal
2.0
-
-
-
-
2.0
Wha Ti
2.0
-
-
-
-
2.0
-
-
-
-
-
-
Northern Aboriginal
-
-
1.0
-
-
1.0
Kugluktuk
-
-
1.0
-
-
1.0
-
1.0
1.0
-
-
2.0
Northern Aboriginal
2.0
4.0
13.0
-
-
19.0
Other northern totals***
2.0
5.0
14.0
-
-
21.0
9.0
46.0
76.8
41.0
16.0
188.8
Northern Aboriginal
8.8
46.0
62.0
4.0
-
120.8
17.8
92.0
138.8
45.0
16.0
309.5
Northern total
-
10.0
200.5
26.8
1.0
238.3
Southern Aboriginal
-
1.0
17.0
1.0
-
19.0
Southern total
Overall total
-
11.0
217.5
27.8
1.0
257.3
17.8
103.0
356.3
72.8
17.0
566.8
* One person month equals approximately 168 hours.
** Includes Dettah and N’dilo.
*** Northern Aboriginal peoples residing outside the Northwest Territories or West Kitikmeot.
42
Semi-skilled
Skilled
Professional
Management
Subtotal
-
4.0
16.5
-
-
20.5
Northern Aboriginal
4.0
5.0
29.6
0.5
-
39.0
Tli Cho Logistics
4.0
9.0
46.1
0.5
-
59.5
0.3
-
-
-
-
0.3
Northern Aboriginal
3.0
0.9
0.1
-
-
4.0
Tli Cho casual
3.3
0.9
0.1
-
-
4.3
28.1
2.3
3.0
-
-
33.4
Northern Aboriginal
24.0
1.0
1.0
-
-
26.0
Bouwa Whee Catering
52.1
3.3
4.0
-
-
59.4
-
-
3.5
-
-
3.5
Northern Aboriginal
-
1.0
2.0
-
-
3.0
Cementation
-
1.0
5.5
-
-
6.5
-
-
-
-
-
-
Northern Aboriginal
-
-
1.0
-
-
1.0
Denesoline
-
-
1.0
-
-
1.0
-
-
5.2
2.9
1.6
9.7
Northern Aboriginal
-
0.0
0.1
-
-
0.1
Other companies
-
0.0
5.3
2.9
1.6
9.8
28.4
6.3
28.2
2.9
1.6
67.4
Northern Aboriginal
30.9
7.9
33.8
0.5
-
73.1
Northern total
59.3
14.2
62.0
3.4
1.6
140.5
6.3
6.6
184.7
8.0
-
205.6
Southern Aboriginal
1.2
2.0
12.0
-
-
15.2
Southern total
7.5
8.6
196.7
8.0
-
220.8
Overall total
66.7
22.8
258.7
11.4
1.6
361.3
Appendix
Entry level
Contractor employment by company, priority group, job category (person years*)
* One person year approximately equals 2,000 hours.
43
Appendix
Contractor employment by company, priority group, job category (person months*)
Entry level
Semi-skilled
Skilled
Professional
Management
Subtotal
-
4.0
15.0
-
-
19.0
Northern Aboriginal
4.0
5.0
30.0
1.0
-
40.0
Tli Cho Logistics
4.0
9.0
45.0
1.0
-
59.0
Northern non Aboriginal
1.0
-
-
-
-
1.0
Northern Aboriginal
2.0
1.0
1.0
-
-
4.0
Tli Cho casual
3.0
1.0
1.0
-
-
5.0
26.0
3.0
3.0
-
-
32.0
Northern Aboriginal
23.0
1.0
1.0
-
-
25.0
Bouwa Whee Catering
49.0
4.0
4.0
-
-
57.0
-
-
4.0
-
-
4.0
Northern Aboriginal
-
1.0
2.0
-
-
3.0
Cementation
-
1.0
6.0
-
-
7.0
-
-
-
-
-
-
Northern Aboriginal
-
-
1.0
-
-
1.0
Denesoline
-
-
1.0
-
-
1.0
-
-
5.0
3.0
1.0
9.0
Northern Aboriginal
-
-
-
-
-
-
Other companies
-
-
5.0
3.0
1.0
9.0
27.0
7.0
27.1
3.0
1.0
65.1
Northern Aboriginal
29.0
8.0
35.0
1.0
-
73.0
Northern total
56.0
15.0
62.0
4.0
1.0
138.1
9.0
7.8
201.3
9.0
-
227.1
Southern Aboriginal
1.0
2.0
13.0
-
-
16.0
Southern total
10.0
9.8
214.3
9.0
-
243.1
Overall total
66.0
24.8
276.3
13.0
1.0
381.2
44
Semi-skilled
Skilled
Professional
Management
Subtotal
-
3.0
11.0
-
-
14.0
Northern Aboriginal
2.0
3.0
10.0
1.0
-
16.0
Yellowknife
2.0
6.0
21.0
1.0
-
30.0
-
-
3.0
-
-
3.0
Northern Aboriginal
-
-
6.0
-
-
6.0
Hay River
-
-
9.0
-
-
9.0
-
1.0
-
-
-
1.0
Northern Aboriginal
-
-
-
-
-
-
Fort Smith
-
1.0
-
-
-
1.0
-
-
-
-
-
-
Northern Aboriginal
-
-
1.0
-
-
1.0
Fort Resolution
-
-
1.0
-
-
1.0
-
-
-
-
-
-
Northern Aboriginal
1.0
1.0
1.0
-
-
3.0
Wha Ti
1.0
1.0
1.0
-
-
3.0
-
-
-
-
-
-
Northern Aboriginal
-
-
1.0
-
-
1.0
Wekweeti
-
-
1.0
-
-
1.0
-
-
-
-
-
-
Northern Aboriginal
-
-
1.0
-
-
1.0
Kugluktuk
-
-
1.0
-
-
1.0
-
-
1.0
-
-
1.0
Northern Aboriginal
1.0
1.0
10.0
-
-
12.0
Other northern totals**
1.0
1.0
11.0
-
-
13.0
-
4.0
15.0
-
-
19.0
Northern Aboriginal
4.0
5.0
30.0
1.0
-
40.0
Northern total
4.0
9.0
45.0
1.0
-
59.0
-
-
39.0
-
-
39.0
Southern Aboriginal
-
-
-
-
-
-
Southern total
Overall total
-
-
39.0
-
-
39.0
4.0
9.0
84.0
1.0
-
98.0
Appendix
Entry level
Tlicho Logistics employment by community, priority group, job category (person months*)
** Northern Aboriginal peoples residing outside the Northwest Territories or West Kitikmeot.
45
Appendix
Bouwa Whee employment by community, priority group, job category (person months*)
Entry level
Semi-skilled
Skilled
Professional
Management
Subtotal
24.0
3.0
2.0
-
-
29.0
Northern Aboriginal
15.0
-
-
-
-
15.0
Yellowknife
39.0
3.0
2.0
-
-
44.0
-
-
1.0
-
-
1.0
Northern Aboriginal
5.0
1.0
-
-
-
6.0
Hay River
5.0
1.0
1.0
-
-
7.0
-
-
-
-
-
-
Northern Aboriginal
1.0
-
-
-
-
1.0
Fort Smith
1.0
-
-
-
-
1.0
2.0
-
-
-
-
2.0
-
-
-
-
-
-
2.0
-
-
-
-
2.0
-
-
-
-
-
-
Northern Aboriginal
2.0
-
1.0
-
-
3.0
2.0
-
1.0
-
-
3.0
26.0
3.0
3.0
-
-
32.0
Northern Aboriginal
Fort Resolution
Northern Aboriginal
23.0
1.0
1.0
-
-
25.0
Northern total
49.0
4.0
4.0
-
-
57.0
-
-
7.0
1.0
-
8.0
Southern Aboriginal
-
1.0
1.0
-
-
2.0
Southern total
Overall total
-
1.0
8.0
1.0
-
10.0
49.0
5.0
12.0
1.0
-
67.0
46
Semi skilled
Skilled
Professional
Management
Subtotal
-
-
4.0
-
-
4.0
Northern Aboriginal
-
1.0
-
-
-
1.0
Yellowknife
-
1.0
4.0
-
-
5.0
-
-
-
-
-
-
Northern Aboriginal
-
-
2.0
-
-
2.0
-
-
2.0
-
-
2.0
-
-
4.0
-
-
4.0
Northern Aboriginal
-
1.0
2.0
-
-
3.0
Northern total
-
1.0
6.0
-
-
7.0
-
6.7
103.3
2.0
-
112.0
Southern Aboriginal
-
1.0
10.0
-
-
11.0
Southern total
-
7.7
113.3
2.0
-
123.0
Overall total
-
8.7
119.3
2.0
-
130.0
Appendix
Entry level
Cementation employment by community, priority group, job category (person months*)
Other contractors employment by community, priority group, job category (person months*)
Entry level
Semi-skilled
Skilled
Professional
Management
Subtotal
1.0
-
5.1
3.0
1.0
10.1
Northern Aboriginal
1.0
-
2.0
-
-
3.0
Yellowknife
2.0
-
7.1
3.0
1.0
13.1
-
-
-
-
-
-
Northern Aboriginal
-
1.0
-
-
-
1.0
Wekweeti
-
1.0
-
-
-
1.0
-
-
-
-
-
-
Northern Aboriginal
1.0
-
-
-
-
1.0
1.0
-
-
-
-
1.0
1.0
-
5.1
3.0
1.0
10.1
Northern Aboriginal
2.0
1.0
2.0
-
-
5.0
Northern total
3.0
1.0
7.0
3.0
1.0
15.1
9.0
1.1
52.0
6.0
-
68.1
1.0
-
2.0
-
-
3.0
Southern total
Southern Aboriginal
10.0
1.1
54.0
6.0
-
71.1
Overall total
13.0
2.1
61.0
9.0
1.0
86.1
47
Appendix
Contractor new hires* by community, priority group, job category (individuals)
Entry level
Semi-skilled
Skilled
Professional
Management
Subtotal
3
4
5
2
-
14
Northern Aboriginal
3
6
2
-
-
11
Yellowknife
6
10
7
2
-
25
-
-
-
-
-
-
Northern Aboriginal
1
-
-
-
-
1
Fort Simpson
1
-
-
-
-
1
-
-
-
-
-
-
Northern Aboriginal
-
1
1
-
-
2
Fort Smith
-
1
1
-
-
2
-
-
-
-
-
-
Northern Aboriginal
1
-
-
-
-
1
Behchoko
1
-
-
-
-
1
-
-
-
-
-
-
Northern Aboriginal
4
-
-
-
-
4
Wha Ti
4
-
-
-
-
4
-
-
-
-
-
-
Northern Aboriginal
2
1
3
-
-
6
2
1
3
-
-
6
3
4
5
2
-
14
Northern Aboriginal
11
8
6
-
-
25
Northern total
14
12
11
2
-
39
2
3
31
5
3
44
Southern Aboriginal
-
-
3
-
-
3
Southern total
2
3
34
5
3
47
Overall total
16
15
45
7
3
86
* Northern resident more than six months at time of hire.
The information in this report that relates to ore reserves is based on information compiled by Calvin Yip, a competent
person who is a Fellow of The Australasian Institute of Mining and Metallurgy and a full-time employee of the company.
Further information on ore reserves was published by Rio Tinto in its 6 March 2015 media release.
48
Rio Tinto plc
2 Eastbourne Terrace
London W2 6LG
United Kingdom
riotinto.com
Corporate head office
#1102, 4920-52nd Street
Yellowknife, NT
Canada X1A 3T1
ddcorp.ca
Diavik Diamond Mines (2012) Inc.
#300, 5201-50th Avenue
Northwest Tower 3rd Floor
Yellowknife, NT
Canada X1A 2P8
diavik.ca
T+44 (0)20 7781 2000
T 867 669 6100
T 867 669 6500
Production: Diavik Diamond Mines (2012) Inc., Yellowknife, Canada
Design: Inkit Ltd., Yellowknife, Canada
Document control #: CCOM-063-0215 R0
31 March 2015

Diavik Diamond Mine - Dominion Diamond Corporation

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