Living up to Diamonds - Jeweltree Foundation

Transcription

Living up to
Diamonds
First steps in Canada
Report to Society 2008
De Beers Canada Inc.,
65 Overlea Boulevard, Suite 300,
Toronto, Ontario, M4H 1P1.
Telephone:
Facsimile:
+1 416-645-1710
+1 416-429-2462
e-mail: [email protected]
Introduction
Notes
Approach
Economics
Ethics
Employees
Communities
Operating Highlights
Environment
Assurance
64
De Beers Canada
President and CEO’s message
COO’s message
Year at a glance
Outlook for 2009
Performance indicators
Principles
Polices and practices
Governance, structures and management systems
Financial highlights
Investment in people and infrastructure
Sustained contribution through diversification
Snap Lake Mine
Victor Mine
General Conditions
Safety
Health and wellbeing
HIV/AIDS
Human Rights
Harnessing and developing talent
Social Issues
Stakeholder identification and engagement
Agreements signed
Community, economic, environmental, health and
safety, and social performance
Issues raised, grievances and disputes
Snap Lake Mine
Victor Mine
Exploration
Feedback from communities & stakeholders
Snap Lake Mine
Environment at Snap Lake
Victor Mine
Environment at Victor
Gahcho Kué Project
Exploration
Procurement
Product Responsibility
Environmental stratigies
Biodiversity
Energy and climate
Water management
Materials and waste
Assurance, accuracy and completeness
Best Practice Principles
Diamond exports
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Contents
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GRI
Global Reporting Initiative
Appendix
A. GRI Compliance table
Acronyms
AB
Alberta
AIDS
Acquired Immune Deficiency
Syndrome
EBITDA
Earnings before interest, taxes,
depreciation and amortization
ECoHS
Environment, Community, Health
and Safety
EITI
Extractive Industries Transparency
Initiative
HIV
Human Immunodeficiency Virus
ISO
International Standards Association
LTIFR
Lost Time Injury Frequency Rate
LTISR
Lost Time Injury Severity Rate
NWT
Northwest Territories
OHSAS
Occupational Health and Safety
Assessment Series
ON
Ontario
SHE
Safety, Health and Environment
De Beers Canada
1
2008 REPORT TO SOCIETY
Introduction from the President and Chief Executive Officer
term stability that will enable this
company to strategically plan for the
future. It’s a wonderful combination.
I am pleased to introduce the first
comprehensive and all-inclusive
De Beers Canada Report to Society.
Looking back, 2008 marked two
significant milestones in the 120 year
history of De Beers - the official opening
of two De Beers mines in Canada.
The Snap Lake Mine in the Northwest
Territories is Canada’s first fully
underground diamond mine and
De Beers’ first mine outside of Africa.
The Victor Mine is the first diamond
mine in Ontario and the first in Canada
south of 60° latitude. Opening both of
these mines marked a shift from being
2
De Beers Canada
It has been a long road to get to this
point. With almost 50 years of
exploration experience in Canada, we
have demonstrated our commitment
to the potential we believe exists in this
country. I feel Canada still remains a
largely unexplored region with exciting
possibilities. De Beers has developed a
robust database on kimberlite in
Canada, but even more importantly,
we have developed both friendships
and partnerships from coast to coast to
coast. As we reflect on the changes of
the past 50 years and plan for the next
50 years, our commitment to our
an exploration company to instantly
becoming the only company in Canada employees, the environment and the
with two diamond mines in production. communities in which we work will
remain our top priorities.
It also strengthened Canada’s position
as the third largest diamond producer
Thank you for sharing in our diamond
in the world by value.
dreams.
Snap Lake and Victor also provide a
Sincerely,
unique balance for De Beers Canada.
As an open pit with extremely high
quality carats available immediately,
Victor has the good fortune to be able
to come out of the gate quickly and
make an immediate impact. Snap Lake
James K. (Jim) Gowans
has double the current 10-year life of
mine at Victor and provides a long-
Forward from the Chief Operating Officer
De Beers Canada is extremely proud to
have safely and successfully
transitioned to the production phase
at both our Snap Lake and Victor
operations in 2008. We set aggressive
development and start up targets for
our teams in each location, focusing
on the optimization of our
commissioning program to share
knowledge between teams and
implement best practices in every
area. We continued to invest in
systems for managing risk, shared
accountability and safety leadership in
line with our goal of continuous
improvement.
I’m proud to say that we successfully
managed the transition from
commissioning into full production
achieving more than 1.8 million hours
without a Lost Time Injury. This
included introducing and training
more than 475 new employees to
work safely. Also, my congratulations
to the Exploration team for receiving
the Canadian Mineral Exploration
Industry Safety Award for a second
year in a row.
to maximize efficiencies and ensure
rigorous cost controls across the
organization. This approach enabled
De Beers Canada to quickly provide
product to our clients and begin our
generation of revenue. Our flexibility
as an organization was a critical
element in our ability to respond
immediately to the changing
conditions in the industry and the
overall global economy in Q4 of 2008.
Moving forward, De Beers Canada will
continue to keep the safety of our
employees at the forefront while we
build on our position as Canada’s
premier diamond company. We remain
enthusiastic about the future of our
operations and the diamond industry
as a whole and the important role
Snap Lake and Victor mines will play in
that success.
Sincerely,
Chantal Lavoie
The Snap Lake and Victor mines also
committed to continuous
improvement and the refinement of
management and operating systems
De Beers Canada
3
Year at a glance
Timmins in the James Bay Lowlands,
Victor became Ontario’s first diamond
mine in 2008. Similar to Snap Lake,
Victor transitioned from construction
to commissioning in late 2007 with the
first diamond recovered in the process
plant during commissioning on
The transition from construction to
December 26, 2007. Operations began
commissioning for both mines began
in 2007, with the start up of production on January 20, 2008 and full
production was achieved on July 26th.
following quickly in both cases.
Production continued for the
remainder of the year, with the mine
Snap Lake Mine is the third diamond
taking a two-week break over
mine in the Northwest Territories and
Christmas and New Year’s. Work on the
is located approximately 220
new Bulk Sample Plant encountered
kilometres northeast of Yellowknife.
some start-up issues, with the majority
The official start of commercial
production for Snap Lake was January of these resolved by the year end to
allow potential resource samples to be
16, 2008. Production continued to
ramp up for the balance of the year as fed through for assessment.
employees worked to streamline
Exploration during 2008 was primarily
bottlenecks in the plant, reduce
dilution and resolve unique challenges focused around the Victor Mine in
Ontario to target previously identified
of mining underneath a lake. By the
end of the year, considerable progress deposits that may extend the life of
the mine. Additional exploration took
had been made in all areas.
place in the High Arctic on Victoria
Island where work was undertaken to
Originally discovered in 1987
approximately 515 kilometres north of fulfil Exploration Permit requirements.
2008 was a turning point in the
maturity of De Beers Canada, marked
by the opening of the company’s first
diamond mines – the Snap Lake Mine
and the Victor Mine.
Outlook for 2009
With two mines shifting from
construction to the production phase,
the company was transforming from a
purely exploration company to an
integrated mining operation.
The unexpected worldwide economic
slowdown in the second half of 2008 –
particularly Q4 - provided challenges
to all sectors and the diamond industry
was not immune. Focusing on agility
and adaptability, De Beers Canada
implemented a revised strategy and
vision without delay, adjusting
production to meet the new client
demand while maximizing cash flow
and organizational efficiencies across
the company. Costs were reduced,
non-critical activities and capital
expenditures were either reduced,
postponed or cancelled. Regrettably,
there were impacts on people as the
use of non-essential contractors was
halted and the total number of
De Beers Canada personnel reduced.
Going forward, De Beers Canada
believes strongly in the long-term
future of diamonds. We have
aggressively positioned our company
to lead the industry through the
current challenges and to take
advantage of the recovery in the
market. De Beers Canada will continue
to actively search for methods of
shortening the project development
timelines, focussing exploration
efforts, examining acquisition,
divestment and joint venture
strategies, and building a strong group
of sustainable projects.
Living up to diamonds
About this report
Three guiding Principles define the
way we do business, inform our understanding of what is right and wrong,
and describe what is important to us.
This is the first complete report to
stakeholders for the whole of De Beers
Canada. There have been earlier SocioEconomic reports for Snap Lake in
each of 2005, 2006, 2007 and 2008, as
well as Environmental Reports for
Snap Lake for each of 2005, and 2006
(2007 is in preparation). The Snap Lake
Reports were produced in compliance
with the regulatory requirements for
the Snap Lake Mine. Similar reports on
the environment are in preparation for
Victor for 2006, 2007 and 2008. In the
future, the statutory reports will
continue to be produced, and will also
be linked to this report in the web
based version by hyperlinks. This
report covers the period January 1,
2008 to December 31, 2008.
These are supported by an extended
set of specific Principles that cover the
economic, ethics, environment,
employees, and community aspects of
our activities.
Sustainable development through
partnership
The De Beers Family of Companies is
committed to operating in accordance
with national legislation and towards
the goal of sustainable development.
This means that we consider and take
responsibility for the longer term
economic, social and environmental
implications of the decisions we make
today, both for our business and the
broader societies in which we operate.
Diamonds are a finite resource. We
work with our partners in government
to ensure that these precious natural
resources are transformed into
economic wealth and improved
quality of life and wellbeing for all
people who are touched by our
business along the diamond pipeline.
Diamonds dreams and development
We work to address the poverty and
socio-economic deprivation that
affects many of the communities
where we operate.
Acting in unison with members of the
diamond industry, civil society and
governments, the De Beers Family of
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De Beers Canada
Companies remain deeply committed
to the eradication of conflict
diamonds. We also work meticulously
through the Kimberley Process, the
industry's system of warranties and
our own Principles to ensure conflict
diamonds are eliminated from world
diamond flows. In addition, De Beers
continues to commit resources and
expertise so that diamonds may
continue to provide a source of hope
and prosperity for producer countries.
The Principles Assurance Program
translates our Principles into practise
and provides a framework for
measuring continuous improvement
in performance over time. Through
peer review across the Family of
Companies, we will help each other
achieve our goals.
The implementation, monitoring and
reporting of these Principles through
the Assurance Programme, and also
through third party verification,
ensures that our stakeholders are able
to rely on our high standards and gives
them confidence that we are “living up
to diamonds”.
The report is laid out with sections
addressing economics, employees,
communities, operations at the two
mines, exploration, the environment,
procurement, product responsibility
and assurance. Subheadings indicate
different sections within these main
sections.
This report provides a high level
summary of De Beers Canada’s
activities in Canada. It is also available
on the De Beers Canada website at
www.debeerscanada.com. The webbased version is linked to additional
information that is hosted on the De
Beers Canada website. This printed
version also contains the relevant
web links.
Material for inclusion in this report
was selected on the basis of
requirements for both the Global
Reporting Initiative (GRI) and the draft
ISO 26000 guidance document.
Since this is the first such report for
De Beers Canada, there have been no
changes from measurement methods
used in previous years. There are no
re-statements of information from
earlier reports as there are no earlier
reports. The intention is for these
reports to be issued on a calendar
year basis in the future.
Joint Ventures are reported upon and
statistics are included where De Beers
Canada is the operator. Where De Beers
Canada is not the operator, or where it is
a minority partner, statistics are not
included. Statistics are also not included
where De Beers Canada has an unexercised option or retains a gross
overriding royalty in a former property
that has not reached the feasibility
stage of development. Currently there
seven such properties and these are
considered to have a possible but
currently un-quantifiable potential.
A GRI compliance table is attached as
Appendix A. This report is also in
general conformance with the draft
ISO26000 requirements (Working
draft 4.2).
De Beers Canada uses the Bruntland
definition for ‘sustainable
development’, namely “ensuring that
activities today meet the needs of the
present without compromising the
ability of future generations to meet
their own needs”.
APPROACH
APPROACH
Performance indicators
Company Profile
De Beers Canada is the reporting
organization: it is a diamond
exploration and mining company
operating in Canada, and it is the
Canadian arm of the De Beers Family
of Companies. De Beers Canada
consists of three divisions: corporate,
exploration and mining.
The corporate division is based in
Toronto and provides financial and
other centralized services.
The exploration division is also based
in Toronto, and has a processing
facility in Sudbury, Ontario (ON). The
exploration division is responsible for
exploring, discovering or locating and
testing new diamond deposits. There
are a number of exploration projects in
different parts of Canada. Currently
exploration work is focused on
exploration in Ontario and Nunavut.
There is one joint venture, the Gahcho
Kué Project, currently in the analytical
phase of the permitting process in the
Northwest Territories.
The mining division consists of the two
mines, the Snap Lake Mine in the NWT
and the Victor Mine in Ontario. Snap
Lake is an underground mine, while
Victor is an open pit mine. While De
Beers Canada’s head office is located in
Toronto, there are offices in
Yellowknife (NWT) supporting the
Snap Lake Mine, in Timmins (ON)
supporting the Victor Mine, and in
Sudbury (ON) supporting the
exploration activities.
8
De Beers Canada
All De Beers’ Canadian production is
sold under contract to the Diamond
Trading Company (DTC) in the United
Kingdom. Through an undertaking
with the Government of the Northwest
Territories, up to 10 per cent of the
production, based on value, from Snap
Lake is made available for purchase by
sightholders in the NWT who are
GNWT approved. There is a similar
agreement with the Government of
Ontario whereby 10 per cent of the
production, based on the value is now
available for sale by the Diamond
Trading Company to sightholders in
Ontario. All sightholders are approved
by the province or territory and the
Diamond Trading Company. For a list
of all DTC sightholders, please visit
www.dtcsightholderdirectory.com.
De Beers Canada is a wholly-owned
subsidiary of De Beers Société
Anonyme which has three
shareholders: the Government of
Botswana (15 per cent), the Central
Holdings Group, representing the
Oppenheimer family (40 per cent), and
Anglo American plc (45 per cent).
De Beers Canada’s activities started in
the early 1960s and have been
dedicated to the exploration for
diamonds, and more recently to the
mining of diamonds. From an initial
staff of four people in Canada, the
company has grown to its current staff
level of 857 full-time employees and
53 part-time and seasonal workers at
the end of December 2008.
Principles
Currently there is one joint venture in
the permitting process, the Gahcho
Kué Project, formerly known as
Kennady Lake, in the NWT. It is a joint
venture between De Beers Canada (51
per cent) and Mountain Province
Diamonds Inc. (“MPV”; MPV 49 per cent).
See also www.mountainprovince.com.
All mining operations undertaken by
De Beers Canada have undergone
Environmental Assessments in
accordance with the applicable
Canadian legislation prior to the
commencement of construction and
operations.
This report is based on the Global
Reporting Initiative (GRI) Mining and
Metals Sector Supplement (draft
Sector Supplement for Public
Comment version 6.0 of 12 January
2009) and the 2006 version of the
Reporting Guidelines.
De Beers Canada subscribes to the
De Beers Family of Companies’
“Purpose, Vision and Values”.
While the assessments in 2006 and
2007 produced a few minor noncompliances and opportunites for
improvement, there were no material
In addition, from a business perspective, non-conformances or non-compliances
De Beers Canada subscribes to the
reported during 2008 for the previous
principles of accountability,
year (2007).
transparency, ethical behaviour, respect
for the rule of law, respect for
Policy statements for anti-money
international norms of behaviour and
laundering and combating terrorist
respect for human rights.
financing, environment, managing
human resources, occupational health
Policies and practices
and safety, social investment,
De Beers Canada, as a member of the
sustainable development and working
De Beers Family of Companies,
with Aboriginal communities can be
participates in the Diamond Trading
found at www.debeerscanada.com.
Company Best Practice Principles (BPP) Many other policies are in place and
Assurance Program. This monitors
are hosted on the company intranet.
economic, ethical, environmental,
Specific policies are also in place at
human resources including health and each mine to address unique aspects
safety aspects of De Beers Canada’s
of that particular mine that are not
activities in Canada. It also
addressed by the corporate policies or
incorporates corporate governance,
to accommodate specific provincial or
code of business conduct, human
territorial requirements.
rights, anti-bribery and corruption,
anti-money laundering, combating
Governance structure and
terrorist financing, as well as
management systems
compliance with the ‘Kimberley
De Beers Canada has a Board of
Process Certification Scheme’ for rough Directors consisting of five members.
diamonds, and the World Diamond
As at December 31, 2008, the
Council’s ‘System of Warranties’.
Directors were:
The BPP Assurance Program is a selfassessment that is then subject to the
company’s Internal Audit department,
and later externally assessed by an
independent third party, currently
SGS. De Beers Canada underwent an
external assessment in each of 2006,
2007 and 2008 for the previous year,
and a physical assessment in 2006.
* Independent, non-executive member.
Mr. Jonathan Oppenheimer,
Chairman, De Beers Canada Inc.
Mr. Robert L. Shirriff*,
Q.C., Fasken Martineau LLP (senior
legal counsel for De Beers Canada)
Mr. James K. Gowans,
CEO, De Beers Canada Inc.
Mr. Steven J. Thomas,
CFO, De Beers Canada Inc.
Mr. Robin Mills,
Technical Director, De Beers
Consolidated Mines Ltd.
An independent member is
considered to be an individual that has
no financial interest or other potential
interest that could constitute a conflict
of interest. An Executive member is
considered to be an individual that is a
Director of the company and who
holds an Executive Management
position within De Beers Canada or
within the De Beers Family of
Companies. A non-Executive Director
is an individual who is a Director but is
not an Executive of either De Beers
Canada or any of the De Beers Family
of Companies.
The Chairman, Jonathan Oppenheimer
is the Chair of the De Beers Canada
Board: he is not employed by De Beers
Canada, but he is an employee of the
parent company De Beers Société
Anonyme where he is the Head of
Chairman’s Office De Beers Group.
There is an Executive Committee that
reports to the Board of Directors for De
Beers Canada, and in addition, each of
the Snap Lake and Victor Mines has its
own Executive Committee that reports
to the main corporate Executive
Committee. There is an Internal Audit
function across the entire De Beers
Family of Companies, and De Beers
Canada has its own Internal Audit
function and a newly appointed Audit
Committee (23 November 2008). This
Committee reports to the De Beers
Société Anonyme Audit Committee
De Beers Canada
9
APPROACH
and to the De Beers Société Anonyme
Board. Other than an Audit
Committee, De Beers Canada does not
have any other committees under the
Board of Directors that are responsible
for setting strategy or for oversight of
the organization.
Executive compensation consists of a
base salary and a performance-related
bonus. This bonus is linked to the
achievement of key performance
indicators. There is also a long-term
incentive plan relating to the
achievement of the company’s long
term objectives.
There is an internal ‘Code of Business
Conduct and Ethics’ (revised in April
2008), which is available upon
request, and all employees review
during the hiring process. In 2009, all
employees will be required to read
and sign this as part of the annual
performance appraisal.
Each of the De Beers subsidiary
companies is represented on the main
De Beers Société Anonyme Board so
that they may provide
recommendation or direction to the
Board of Directors. The De Beers
Société Anonyme Board provides
overall direction and
recommendations to all parts of the
De Beers Family of Companies,
including De Beers Canada. James K.
(Jim) Gowans, President & CEO of
De Beers Canada, sits on this Board.
10
De Beers Canada
APPROACH
The following includes a summary of
the decision-making principles that
guide how we delegate decision rights:
» Final accountability for
performance, and therefore full
authority for decisions is delegated
to individuals (not committees) to
give single-point accountability.
» Committees can approve, provide
input or recommend. The De Beers
Société Anonyme Board and the De
Beers Société Anonyme ExCo
(executive committee) retain
decision rights.
» Decision-makers should seek input
and recommendations from key
individuals and only convene
committees when absolutely
necessary.
» Recommendations should include
an evaluation of several alternative
options but should always include
the preferred option. If individuals
wish to consider or decide on an
option not included in the
recommendation, they should ask
the recommender to evaluate it first.
» Decisions are final. Individuals and
committees must commit fully and
visibly to supporting decisions once
decision-makers have made them.
» Decisions only deliver when
implemented. It is important to
deliver/implement decisions and
hold the decision-makers
accountable.
Full risk assessments are undertaken
by De Beers Canada twice a year. Each
mine and each department
undertakes risk assessments at least
twice a year and in most instances,
these are updated quarterly. All risk
assessments are reported to the
De Beers Canada Board and to the
main Board of Directors for De Beers
Société Anonyme. Risk analyses are
used to highlight areas of concern that
could materially affect the operations
of the mines or the exploration
projects, and the risk assessment
findings help us identify mitigation
steps to reduce the risk to our
activities, and to provide alternatives
for different scenarios.
De Beers Canada
11
ECONOMICS
ECONOMICS
Economics
De Beers Canada contributes through
its own two mines (Snap Lake and
Victor) to both the economics of the
De Beers Family of Companies and
contributes to the socio-economic
wellbeing of Canada, particularly in
Ontario and NWT where our mines are
located.
Table 2.1 shows the economic goals
for 2008, and summarizes the main
successes and shortcomings. The
major risks and opportunities for the
company are summarised in table 2.2.
Note that all financial figures are
rounded to the nearest thousand
dollars. All amounts are in Canadian
dollars, unless noted otherwise.
Diamond production during the
period was 1.45 million carats made
up of 810,000 carats from Snap Lake,
and 640,000 carats from Victor. The
total net receipts from the sale of 1.45
million carats to the Diamond Trading
Company was US$347 million.
All of the production was sold to the
Diamond Trading Company, 10 per cent
of the carats by value from Snap Lake
were offered for sale to local Canadian
sightholders in the NWT for cutting by
local sightholders under an agreement
between De Beers Canada and the
Government of the NWT. A similar
arrangement is in place for Ontario
whereby 10 per cent of the carats by
Economic goals, successes
and shortcomings.
Economic goal
Degree to which
achieved
Successes
Shortcomings
Table 2.1
Complete
construction and
commissioning
of Snap Lake Mine
on time and on
or below budget
Construction
completed;
commercial
production
commenced 16
January 2008;
Dilution greatly
reduced by year
end
Delayed permanent
accommodations
Complete
construction and
commissioning of
Victor Mine on
time and on or
below budget
Construction
completed;
commercial
production
commenced
1 August 2008
Production brought
forward
approximately 8
months
Commissioning work
on the bulk sample
plant still in progress
at year end
Optimise production • 40% increase in
and reduce operating productivities
costs for Snap Lake
• More than 10%
reduction in fuel
consumption
• Development rate
• Heat recovery and
vehicle consumption
Optimise production More than 10% increase Exceeded nameplate
and reduce operating in MTP throughout
costs for Victor
Major risks and opportunities
for De Beers Canada
Table 2.2
12
De Beers Canada
Additional
remarks
Production
reducedby40%
in November
Waste stripping
Production
reducedby40%
in November
Risk
Opportunity
Snap Lake Mine
water quality and quantity
hydro and wind power
Victor Mine
stripping and winter road access
resource extension
value from Victor to be offered to
sightholders for cutting under an
agreement between De Beers Canada
and the Government of Ontario.
Expenditure during the reporting
period for all goods, materials and
services for Snap Lake totalled
$295,870,967, while expenditure for
Victor totalled $104,622,000.
Expenditures for exploration on all
goods, materials and services totalled
$2,402,000.
payments totalling $1,754,541 were
made during 2008. Out of the 857
employees only 44 are within a
defined benefit plan and this is not
material for this report.
All contracts were paid in accordance
with agreed terms, excluding any
agreed penalty arrangements.
No corporate, federal, or provincial
taxes were paid in 2008 as the
company was in a loss position for tax
purposes in 2008. In future years there
are accumulated pooled tax allowances
from exploration that will reduce tax
payments for a while. A total of
$33,119,633 was paid in federal and
provincial income taxes on the payroll,
Canada Pension Plan contributions
and employment insurance.
Total payroll and benefits, including
wages, pension other benefits, and
redundancy payments consisted of
$22,158,728 for the corporate and
exploration divisions, $54,601,230 for
Snap Lake and $31,878,063 for Victor
for a grand total of $108,638,021 for
Canada. In addition, redundancy
Financial Highlights
Four Impact Benefit Agreements are in
place for the Snap Lake Mine, and
there are two Impact Benefit
Agreements and one Working
Relationship Agreement in place for
the Victor Mine. A third Impact Benefit
Agreement for the Victor Mine has
Financial Summary Table 2.3
Distributions to providers of capital
were as follows: Table 2.4
(‘000s CAD)
Revenues
(440,587)
Operating Costs (excluding wages) 289,899
Employee wages and benefits
60,755
Operating Assets Amortization
110,584
Payments to Providers fo Capital
77,886
Payments to Government
Non-Operating Costs (excluding wages) 52,688
Employee wages and benefits
17,352
Non-operating Assets Amortization
6,283
Interest on debt & borrowing
Dividends on shares
Dividends of preferred shares
Arrears of preferred dividends;
Total
$77,656,000
$Nil
$Nil
$Nil
$Nil
been agreed to in principle and is
currently awaiting ratification. Each
agreement is slightly different,
reflecting the needs and priorities of
the individual groups. Total payments
to the six Aboriginal communities with
ratified and signed Impact Benefit
Agreements and the Working
Relationship Agreement totalled
$3,497,000 during 2008. These
payments include components for
compensation, environmental
monitoring, scholarships and the like,
but exclude financial benefits related
to business opportunities through the
supply of goods and services.
Table 2.5
Contribution through salaries
and wages
$22,159,00
$31,878,00
Corporate/
Exploration
Snap Lake
$54,601,00
Victor
Total $108,638,000
De Beers Canada
13
ECONOMICS
ECONOMICS
Investment in people and
infrastructure
People are our greatest asset. It is their
shared diamond dreams that locate
and responsibly harvest these rare
treasures of nature that benefit our
employees and the communities in
which we operate. All employees are
included in an annual performance
appraisal system. Training is available
to all employees annually to help each
individual to grow and advance
through self-improvement.
The focus of investment is on the
development of business opportunities,
employment and training. This will
better assist employees and their
communities to acquire the skills and
businesses to become more sustainable
in the long-term.
Corporate social investment is focused
on (i) health, (ii) education and youth,
(iii) environment, (iv) general
community development, (v), arts,
culture and heritage, (vi) housing, (vii)
policy and advocacy, (vii) small business
development, and (viii) sports.
Disbursements totalled $3.6 million
including cash, in-kind and staff time.
Table 2.6 summarizes corporate social
investment expenditures.
Sustained contribution through
diversification
The diversity of the De Beers Canada
labour force is one of its strengths. The
variety of nations represented
provides many different views and
approaches to problem solving that is
stimulating for all involved. This
enables the company to integrate
traditional ecological knowledge into
our planning and project design.
Incorporation of both traditional and
“conventional western science”
ensures that we arrive at an optimal
design for our mines and our
exploration projects.
Traditional knowledge, with its long
history of experience in the areas
where we work is a tremendous asset
and we have much to learn from our
Aboriginal partners. Incorporating this
traditional knowledge helps to
demonstrate to the Aboriginal
communities with whom we work that
we respect and acknowledge their
history and knowledge. We also
enable our community partners to
participate and collaborate in the
project designs and implementation.
Corporate Social Investment in 2008 Table 2.6
Small Business
Development
Policy & Advisory
Housing
Arts, Culture,
Heritage
General
Community
Development
Environment
14
De Beers Canada
$116,222
$21,500
$5,000
$350,710
Sports
Other
Health
Education,
Training and
Youth (Literacy)
$7,500
$28,850
$31,348
$2,825,492
$234,801
$5,000
De Beers Canada
15
ETHICS
EMPLOYEES
Ethics
Ethical behaviour is expected of all
De Beers employees and contractors.
All employees are required to abide
by the Code of Business Conduct and
Ethics, as well as a range of policies
addressing corruption, anti-money
laundering, and bribery. All transactions
are transparent, with respect for the
rule of law, respect for international
norms of behaviour, and respect for
human rights. In addition, fair
operating practices and consumer
issues are part of our ethics.
There is no formal consumer issues
Employees
policy as De Beers Canada has a single
consumer, the Diamond Trading
Company in London, and this is a
related company. If the marketing
arrangements change in the future, we
will review whether a formal consumer
policy is required.
Fair operating practices are relevant
because these deal with the way we
deal with other organizations that we
may do business with, whether they
are government, non-government
organizations, other companies,
Communities of Interest or stakeholders.
Observance, promotion and
encouragement of standards of ethical
behaviour are key components, and
performance is assured through our
Code of Business Conduct and Ethics.
Fair competition, respect for the rule
of law and adherence to ethical
standards including accountability
and transparency are essential. These
are reinforced by our policies on anticorruption, prevention of money
laundering and bribery.
Although young in operational years,
De Beers Canada has a unique
dynamic within its workforce that
brings together De Beers industryleading diamond expertise,
experienced Canadian miners and
local community members entering
this exciting field for the first time.
The Aboriginal component of our
labour force is drawn for the most part
from the communities closest to our
two mines. This forms a significant part
of our contribution to the sustainability
of these communities through
employment, skills development and
work experience program.
De Beers Canada has a combined
approach to consideration of
environment, communities,
occupational health and safety, which
are dealt with collectively. In the
interests of transparency, the
individual components are safety,
health and wellbeing, HIV/AIDS,
human rights and harnessing and
developing the talent of our
employees. Environmental matters are
dealt with in the environmental
section below. Note that all references
to Aboriginal employees and
Aboriginal workers in this section
refers to those who have self-identified
as being of Aboriginal ancestry. These
figures are likely underreported as
some individuals choose not to
self-identify themselves.
There were no strikes or lockouts
during 2008 at any mine, exploration
projects or operations.
Table 3.1.
Employment Statistics for Snap Lake Mine at end December 2008*.
Aboriginal
Employees*
Non-Aboriginal
Employees*
Total*
De Beers Canada
66
292
358
Contractors
112
259
371
Total
178
551
729
Table 3.2.
Employment Statistics for Victor at end December 2008.
Aboriginal
Employees**
Non-Aboriginal
Employees**
Total**
De Beers Canada
158
205
363
Contractors
84
85
169
Total
242
290
532
For detailed Snap Lake employment data, view the 2008 Snap Lake Socio-Economic Report available
on www.debeerscanada.com
* Please note the Snap Lake Mine figures above are based on person-years. In 2008, it was expected
that over a full year, an employee would work 2,184 hours or an average of 182 hours per month.
** Victor Mine figures are based on a full-time equivalent basis
De Beers Canada
17
EMPLOYEES
EMPLOYEES
Employment statistics at the end December 2008. Table 4.1
18
De Beers Canada
Turnover
Corporation
Number at start
of year
75
21
Number at end
of year
57
Net gain
(loss)
(18)
Exploration
43
18
26
(17)
Snap Lake Mine
351
106
440
89
Victor Mine
174
38
334
160
There were no fatalities during the
reporting period.
De Beers Canada has a policy on
HIV/AIDS in the workplace effective
since November 2003 providing
guidelines for minimizing the risk of
employees contracting HIV/AIDS in the
workplace as well as the protection of
human rights and dignity of
employees with HIV/AIDS.
Table 4.2 outlines the average overall
training provided to employees in
2008 which is dependent upon their
banding position. 2008 was a year
where the training focus was on
60
55
50
45
47
40
32
28
30
A-BAND
0
B-BAND
0
CL-BAND
10
CU-BAND
20
DL-BAND
24
DU-BAND
A combined Joint Occupational Safety
Heath and Environmental Committee
(JOSHEC) operated throughout the
reporting period at the Toronto office.
All other offices and both mines had
regional JOSHEC Committees. All
committees had both management
and worker representation.
Best Practice Principles assessments, a
random sample of employees was
questioned about discrimination,
including equal opportunities. Each of
the mines have negotiated impact
benefit and/or socio-economic
monitoring agreements that outline
the requirement for, and monitoring
of, preferred hiring criteria for
Aboriginal people and residents from
local communities in which De Beers
Canada operates.
Table 4.2
EL-BAND
There was a restructuring at the
corporate and exploration office in
April and May 2008 when the
Significant progress was made in
company moved from construction to
employing Aboriginal workers from
operations at the two mines and a
nearby communities, despite the
revised exploration strategy was
limited pool of labour and competition introduced.
from the other two diamond mines in
the region. Steps will continue to
Although De Beers Canada has
increase the numbers, and to also
freedom of association, no collective
increase the number of Aboriginal
bargaining agreements were in place
workers in skilled, supervisory and
during the reporting period.
management positions.
There was minor restructuring at the
Victor Mine
Snap Lake and Victor Mines during the
year. Changes in complement
operations saw a reduction in the
reflected increases in personnel as the
numbers of contractors and temporary mines reached their planned
workers on site, and an increase in
complements at the commencement
permanent employees. At the year
of commercial production.
end, a total of 357 were employed
at Victor.
General Conditions
Occupational accidents and diseases
are recorded in accordance with
governing Canadian legislation of
respective Workplace Safety and
Insurance Boards and/or Workers’
Compensation Boards, as appropriate
in the geographic region of our
operations. The respective Boards set
the basis upon which the Mining
Industry’s occupational accidents,
injuries and diseases are recorded
and reported.
EU-BAND
Good progress was made in employing
Aboriginal workers from nearby
communities. Steps will continue to
increase the numbers, and to also
increase the number of Aboriginal
workers in skilled, supervisory and
management positions.
F-BAND
Snap Lake Mine
operations saw a reduction in the
numbers of contractors and temporary
workers on site, and an increase in
permanent employees. Employment at
the Snap Lake Mine was 729 people on
a full-time equivalent basis for the year.
This total includes 178 self-identified
aboriginal workers and 551 nonaboriginal workers.
N/A
0
Average Number of Hours Per Employee
certifying new operations staff for job
specific training for the first year of
operations.
All members of the Board of Directors
are male, however the Executive team
and corporate governance bodies
include 50 employees of which 11 are
female. There are currently no Aboriginal
people on the senior management
team. A management and supervisors
program is in place to help develop
management capacity within the
workforce.
De Beers Canada offers a
Equal opportunity is assured through a comprehensive benefit package that
exceeds legally mandated requirements
company policy on the intolerance of
any form of discrimination. During the and is competitive within the market
EMPLOYEES
place. A full benefit package review was scheduled to be established at the
completed in 2006, and is continually
Victor Mine site in 2009.
reviewed for improvements through
relevent market comparisons.
All De Beers Canada operations have
health and safety management systems
in place based on the requirements of
A Joint Consultative Committee
comprised of representation from
OHSAS 18001 standard for
management and workers meets
occupational health and safety.
regularly at the Snap Lake Mine site to
discuss issues and resolve concerns
Currently there are no formal
that are identified by both
agreements with any trade unions or
other bona fide employee
management and the workforce. A
representatives covering health and
Joint Consultative Committee is
EMPLOYEES
safety other than through the Joint
Committees. The JOSHEC covers all
employees.
The key to De Beers Canada training
programs is to engage in active
collaboration with all departments to
review their training needs. This is to
ensure that all training is targeted to
support essential operational
requirements. All Managers and
Supervisors are involved to identify,
define and refine departmental
training needs within the training
matrix to prioritize outcomes. This
review serves to ensure Ministry and
regulatory compliance. Successful
delivery of training programs provides
employees with skills that are useful in
the workplace, and can also be
transferred to the communities or to
other jobs after the mines close. The
development of skills is an important
component of the benefits provided
by the company.
Some of programs being offered include:
» Delivery of Operational Readiness
Training to all employees.
» Access to a Ministry of Education
approved e-Learning Platform on
site as well as the Marc Guevremont
Training Centre in Attawapiskat for
those who wish to work towards
High School grade 12 standing.
» Strengthened linkages with
Aboriginal Affairs staff to ensure
closer collaboration in meeting
training requirements in respect to
impact and benefit agreement
training commitments as well as
establish closer ties with
community contacts.
» Aurora College underground mine
training and student placement
program.
» Ongoing training programs.
Skills Management Programs include:
» Accident/Incident Reporting for
Supervisors.
» Confined Spaces – Entry Supervisor.
20
De Beers Canada
»
»
»
»
»
»
Cross Cultural Awareness.
Drug and Alcohol Awareness.
Train the Trainers.
Supervisor Certification Exams.
Supervisory Tools.
Workplace Harassment and
Discrimination.
Lifelong Learning Programs include:
» General Equivalency Diploma
(equivalency to high school
diploma).
» Microsoft Office.
» Trades Entrance Preparation.
» Trade Manuals.
De Beers Canada has a Human Rights
policy that is based on clear principles
that confirm an individual’s right to
dignity, respect and protection; for
working conditions and practices that
do not infringe on inherent dignity;
freedom from any form of harassment
whether manifests in behaviour,
language, or gesture; freedom from
abuse whether corporal punishment,
mental or physical; and the right to
belong to any cultural, religious or
linguistic community and not be
denied the right to practice their
religion or their culture.
In addition, individuals have freedom
of association for the protection of
their interests and to bargain
collectively if they so wish, but are not
compelled to do so.
statutory remuneration levels;
individuals have freedom of movement
and shall not be unreasonably or
unnecessarily restricted.
No child labour under the age of 18 is
permitted on a mine site, and no
person under the age of 16 shall be
employed elsewhere. Also as part of
the hiring process, new employees
have to provide evidence of their age
with photo identification.
No discrimination on the basis of race,
colour, religion, political opinion,
gender orientation, national extraction
or social origin is tolerated and there is
equal pay for work of equal value. The
exception is where the company has
been granted permission for priority
hiring practises to ensure Aboriginal
and local hiring priorites.
There are procedures in place to guide
the recruitment of new employees,
allow the reporting of any cases of
unfair discrimination without fear of
redress and to allow employees to be
coached, trained and appropriately
equipped to be skilled, productive and
efficient in their current positions.
Monitoring mechanisms are in place
and any incidents of harassment or
discrimination are investigated and
results reported.
Each De Beers Canada vendor signs a
contract outlining the requirements to
Forced labour is forbidden; overtime is comply with the Law and Policies of De
voluntary and restricted to the national Beers Canada. This includes but is not
permitted levels and at least the
limited to the vendor making
De Beers Canada
21
EMPLOYEES
Both the De Beers Family of
Companies and De Beers Canada have
Human Rights policies that prohibit all
forms of discrimination. Application of
these policies is tracked through the
Best Practice Principles program.
A Whistle Blowing policy exists and is
Table 4.3
5
5
overtime hours worked ensuring no
forced overtime was worked.
5
5
4
3
3
3
3
3
3
2
A-BAND
B-BAND
CL-BAND
CU-BAND
DL-BAND
DU-BAND
EL-BAND
1
EU-BAND
N/A
F-BAND
themselves aware of the United Nations
Universal Declaration of Human Rights;
International Labour Organization
Conventions; Minimum Age Convention,
1973 (No. 138); the Worst Form of Child
Labour Convention, 1999 (No. 182) and
the Forced Labour Convention, 1930
(no.29). In addition, the vendor
covenants in respect of all Child Labour,
between the ages of 16 and 18, that it
will comply with all other requirements
under the Conventions. Further, the
vendor certifies that the workers it uses,
and will use to produce product, provide
services or manufacture or supply
material are present voluntarily and that
they do not nor will not knowingly use
forced labour.
EMPLOYEES
0
Average Number of Hours Per Employee
posted on the intranet. It was also
distributed to all staff to review the
policy and become familiar with the
procedure. A bi-weekly overtime
report is reviewed and the divisions
are required to provide rationale for
Table 4.3 is a breakdown of the
average number of hours of training
by category that each employee has
received concerning aspects of human
rights. De Beers Canada has a formal
complaint procedure as part of its
workplace Harassment and Discrimination
Policy and Procedure. In addition, there
is a separate Issue Resolution Procedure
that includes a review and appeal to
Senior Management.
The grievance processes outlined
above are combined with a whistle
blowing policy and procedure that
includes the non-retaliation against
anyone brining a matter to the
attention of the company.
All Protective Services employees are
trained in the De Beers Human
Resources (HR) and Security Human
Rights Policy (DBGS-GRPS-001).
The policy and documents referred to
in this policy are made available upon
request to our employees for self
study. These documents include the
following:
» The UN Universal Declaration of
Human Rights
» De Beers Purpose, Vision and Values
» Diamond Trading Company
Diamond Best Practice Principles
» The De Beers Code of Business
Conduct and Ethics
» The UN Global Compact
» The Voluntary Principles on Security
and Human Rights
» The UN Code of Conduct for Law
Enforcement Officials
» The UN Basic Principles on the use
of Force and Firearms by Law
Enforcement Officials
In addition to this all Protective Services
employees undergo training irrespective
of previous training or experience.
This training is scheduled as soon as
possible after the employee joins DBC
and relates to federal, provincial and
territorial statutes governing the
security industry.
In summary, De Beers Canada
endeavours to maximize the
participation of Aboriginal people at
our mines and during exploration.
Cross cultural awareness training is
provided to employees to address the
main concerns and issues of Aboriginal
people. De Beers Canada is an equal
opportunity employer, and our strength
is through cultural diversity.
EMPLOYEES
EMPLOYEES
Engagement with Aboriginal peoples is
guided by two policies, “Working with
Aboriginal Peoples”, and the De Beers
Canada “Community Policy”. Both of
these are available from De Beers
Canada offices, and the former policy is
also available on the De Beers’ website.
Initiatives
Safety
Safety is the number one priority at
De Beers Canada. The company has a
combined Occupational Health and
Safety Policy that applies to all parts of
De Beers Canada. The exploration and
mine sites are covered by separate
safety management systems that
conform to the OHSAS 18001
standard, and the intention is to certify
these in 2010 to this standard.
In each workplace and exploration
camp, there is a Joint Occupational
Health Safety and Environmental
Committee (JOSHEC) with
representation from management
and employees. On the mines and
in the offices, the employees’
representatives are elected and the
management members are appointed.
In the exploration camps, where the
numbers of employees are usually
below the threshold for a formal joint
occupational safety and health
committee, employees are
encouraged to participate either by
volunteering or more usually by
selection by co-workers.
Daily safety talks and checks are
undertaken at each mine, in each
mine office, and exploration camps as
the risks are high. In the Toronto,
Timmins and Yellowknife offices,
where the risks are lower, weekly
safety meeting are held.
prepared for all operations, based on
the risk assessment for each mine.
Generic response plans are used by
the exploration teams because of the
number of areas that are prospected.
Where activities are within the area of
interest of a community, the
emergency response plans are
discussed and integrated with those
for the community in question.
Health and Wellbeing
Health and wellbeing of all employees
and contractors is encouraged and
promoted within the company through
fitness facilities and healthy living
programs. Programs and periodic
presentations were made during the
year on diabetes, HIV/AIDS and various
other topics including healthy eating,
diets, exercise.
Our Human Rights policy covers the
right to dignity, respect and protection,
working conditions and practices,
absence of any form of harassment,
absence of corporal punishment,
freedom of religion, freedom of political
choice, freedom of association and
collective bargaining, forced labour,
child labour, non-discrimination,
training and development.
All facilities routinely conduct training
drills and excercises to ensure an
effective response to emergencies.
HIV/AIDS
Unlike many of the countries where
the De Beers Family of Companies
operates, the prevalence of HIV/AIDS
in Canada is much lower. The focus for
De Beers Canada is thus on HIV/AIDS
prevention and awareness. The Global
HIV/AIDS Policy for the De Beers
Family of Companies applies in
Canada, and the current program is
aligned with this, and the approach
is also aligned with the risk.
Harnessing and Developing Talent
Our employees are our greatest
resource. Employees are encouraged to
embrace life long learning so that they
can improve and advance themselves.
Training programs are run at the mines;
employees are encouraged to participate
in courses and funds are budgeted for
each employee for training every year.
There is relevant subject training
inclusive of apprenticeship programs at
the two mines.
Human Rights
De Beers Canada is focussed on
maximizing the rich culture of a
diverse workforce, and providing a
work environment where each
employee is treated fairly, and with
respect; where each employee has the
opportunity to contribute to the
success of the business and to realize
their full potential as individuals.
Human rights of the individual
employee and communities are
protected through our Principles,
application of the Best Practice
Principles, our Protective Services,
our Human Rights Policy and our
comprehensive company policies.
Social Issues
Dialogue is undertaken with affected
communities to ensure that any
mitigating measures for project
related impacts are understood, and
that where possible, are aligned with
the community’s priorities.
The Exploration division received the
“Canadian Mineral Exploration Safe
Day Every Day Gold Award” for the
second year running from the
Prospectors and Developers
Association of Canada for its
performance in 2007.
Combined health and safety statistics
are summarised in Table 4.4.
Emergency response plans are
Table 4.3. Health and safety statistics for 2008
Metric
Fatalities
LTI
LTIFR
LTISR
Safe hours
TIFR
Legend
24
Milestone
Snap Lake
0
0
0
4
Continuous
Improvement
to zero injuries
0.36
0
12.81
N/A
1,439,137
4.2
6.00
LTIFR: Lost Time Injury Frequency Rate
LTISR: Lost Time Injury Severity Rate
De Beers Canada
Victor
0
1
Gahcho Kué
0
0
Exploration
0
0
De Beers Canada 2008
0
5
De Beers Canada 2007
0
5
0.14
5.07
651,720
2.46
0
0
402,961
6.70
0
0
613,115.
7.09
0.25
8.95
1,872,228
4.48
0.17
11.18
593,281
4.48
TIFR: Total Injury Frequency Rate (all injuries except first aids)
Milestone: 2008 target improvement milestone
Safe Hours: Hours worked without an LTI
N/A: Not Applicable
There is a zero-tolerance for bribery
and corruption. De Beers Canada has a
Code of Business Conduct and Ethics,
supported by an Anti-Money Laundering
Policy. These are rigorously enforced,
and are further supported by a Whistle
Blowing Policy. Compliance with these
is mandatory, and each employee is
required to read and sign these policies
acknowledging that they understand
the guidelines in the operation of their
daily job.
De Beers Canada follows the De Beers
Family of Companies’ policy that forbids
contributions to political parties, and
has a code of business conduct and
ethics which supports this concept.
A total of $2,650 was spent on various
politically related activities during
2008. These ranged from attending a
speech by Canada’s special envoy to
the UN on HIV/AIDS in Africa, through
meeting receptions and a concert and
a dinner with several Aboriginal Chiefs.
De Beers Canada was not involved in
any court decisions regarding cases
pertaining to anti-trust and monopoly
regulations during the reporting period.
COMMUNITIES
COMMUNITIES
Communities
Stakeholder identification and
engagement
Formal stakeholder identification and
mapping exercises are undertaken for
each project and for each mine. These
exercises are reviewed periodically to
ensure that the identified stakeholder
lists are accurate and complete.
Stakeholder engagement begins early,
preferably before activities commence
on the ground, and continues through
the life of a project, even after closure.
Frequency of engagement depends
on the nature and duration of planned
activities, and the preference of the
stakeholders or community.
De Beers Canada has a community
policy (available upon request from
[email protected]) that free,
prior, and informed consent is required
before the commencement of any
significant mining operations.
Community engagement continues until
planned activities have been completed,
and De Beers Canada reports back to
the stakeholders on activities.
De Beers Canada has a community
engagement protocol and a draft
community management system to
ensure a consistent approach to all
communities of interest. A policy for
working with Aboriginal communities
governs our engagement with
indigenous communities. This is
available in several languages at
www.debeerscanada.com.
At the operations level, stakeholder
engagement focuses for the most part
on three areas: (i) benefits in the form
of education, training, and business
opportunities as well as any applicable
financial component; (ii) impacts
and monitoring of these related to
the environment; and (iii) impacts
and monitoring associated with
socio-economic impacts.
A Corporate Social Investment Policy
guides investment in other areas
available at www.debeerscanada.com.
Information obtained from stakeholder
engagement is used to ensure that
plans and mitigation programs are
adjusted to accommodate concerns
raised through an adaptive
management process.
The external stakeholders consist of
the communities close to and around
the two mines, and those communities
on whose traditional lands exploration
activities are undertaken; the federal,
provincial and territorial governments
of the jurisdictions where the company
is active are also stakeholders, as are
interested non-government
organizations and the general public.
Internal stakeholders are considered to
include all employees, shareholders
and the De Beers Family of Companies.
A list of the main communities
considered to be stakeholders is
included in Table 5.1.
Dialogue is undertaken with affected
communities to ensure that any
mitigation measures for project
related impacts are understood, and
that where possible, these are aligned
with the community’s priorities.
Both the Snap Lake Mine and the
Victor Mine are remote fly-in sites with
limited winter road access. The closest
community to each of these mines is
Lutsel K’e which is about 130 kms from
Snap Lake, and Attawapiskat which
is about 90 kms away from Victor
respectively.
Table 5.1. List of key stakeholders
Stakeholder
Federal government
Department of Fisheries and Oceans
Indian and Northern Affairs Canada
Natural Resources Canada
Government of the NWT
Ministry of Industry, Tourism and Investment
Ministry of Environment and Natural Resources
Ministry of Education, Culture and Employment
Government of Ontario
Ministry of Aboriginal Affairs
Ministry of Natural Resources
Ministry of Northern Development and Mines
Ministry of Finance
Mining Division
Snap Lake Mine
Lutsel K’e and Kache Dene First Nation
North Slave Métis Alliance
Tlicho Government
Yellowknives Dene First Nations
City of Yellowknife
Victor Mine
Attawapiskat First Nation
Fort Albany First Nation
Kashechewan First Nation
Moose Cree First Nation
Tagwa Tagamou Nation
Mushkegowuk Council
Town of Moosonee
City of Timmins
Town of Cochrane
Exploration Division
Kingfisher Lake First Nation
Wunnumin Lake First Nation
Hamlet of Ulukhaktok
City of Grande Prairie
City of Sudbury
Non-government organizationorganizations
Mining Association of Canada
NWT/Nunavut Chamber of Mines
Ontario Mining Association
Prospectors and Developers Association of Canada
Assembly of First Nations
Canadian Business for Social Responsibility
Canadian Aboriginal Minerals Association
Conference Board of Canada
(Council on Corporate Aboriginal Affairs)
Canadian Institute of Mining and Metallurgy (CIM)
World Wild Life Fund
Canadian Boreal Initiative
Note: C = Corporate; M = Mining; E = Exploration.
Stakeholder
Category
Government – federal
Government – territorial
Government – provincial
Area of
interest
C, M, E,
C, M, E
C, M, E
E, M
E, M
E, M
C, E, M
E, M
E, M
E, M
M
Aboriginal
Aboriginal
Aboriginal
Aboriginal
Aboriginal
Aboriginal
Government – local
C, E, M
E, M
E, M
E, M
E, M
E, M
C, E, M
E, M
E, M
E, M
E, M
M
E, M
E, M
E, M
M
Aboriginal
Aboriginal
Aboriginal
E
E
E
E, (M)
E, M
Industry organization
Aboriginal
C, M, E
C, M, E
C, M, E
C, M, E
C
C
C, M, E
Aboriginal
Aboriginal
Aboriginal
Aboriginal
C
C, M, E
C, M, E
C, M, E
De Beers Canada
27
COMMUNITIES
There are formal impact and benefit
agreements (IBA) with four groups
near the Snap Lake Mine (Tlicho
Government, Yellowknives Dene First
Nation, North Slave Métis Alliance
and the Lutsel K’e and Kache Dene
First Nation).
There are two IBAs in place with
Attawapiskat First Nation and Moose
Cree First Nation for the Victor Mine,
and there is also a third IBA that is
agreed in principle that is awaiting
ratification by Fort Albany First Nation
and Kashechewan First Nation. There
is a Working Relationship Agreement
with a fifth First Nation for the
Victor Mine.
The total financial benefits shared
under all the agreements to date in
2008 was $3,497,000.
Contributions to the local economy
within the affected communities are
also achieved through business
opportunities for the supply of goods,
materials and services, and through
the supply of labour.
Building relationships with the
communities that we work with is an
important long-term goal. Together
we can tackle issues and move
forward. To do this, we have to
develop trust of one another, and work
in a respectful manner that
acknowledges the strengths and
differences that come from different
cultures and diversities. While we are
unable to resolve many issues
28
De Beers Canada
individually, in partnership with
others, we can make a difference.
All of De Beers Canada’s exploration
and mine operations have
Environmental Management Systems
(EMS). One of the basic tenets of the
EMS used by De Beers Canada is
inclusion of both the precautionary
approach, and of adaptive
management. Wherever practical,
traditional ecological knowledge is also
combined with ‘western science’ to
ensure that an optimal work plan can
be derived. The same basic approach is
also followed for social issues.
De Beers Canada is a member of the
Mining Association of Canada, the
NWT/Nunavut Chamber of Mines and
the Ontario Mining Association.
Through its parent company, De Beers
is a signatory to the Millenium goals,
the Extractive Industries Transparency
Initiative (EITI), the Partnership Against
Corruption Initiative (PACI), and the
Global Reporting Initiative and the UN
Global Compact.
Agreements signed
No new Impact Benefit Agreements
(IBA) were concluded during 2008.
One new agreement was ‘Agreed in
Principle’ with the Fort Albany First
Nation and the Kashechewan First
Nation but had not been ratified and
formally signed by the year end.
An agreement was reached with the
Government of Ontario confirming that
10 per cent of any future rough
diamond production, by value, from
the Victor Mine will be made available
by the Diamond Trading Company to
support the local cutting and polishing
factories in Ontario.
Agreement implementation of the
four IBAs for Snap Lake continued
throughout the period, and
implementation of the two completed
IBAs for the Victor Mine also advanced
during the year. Currently there are
signed and ratified agreements with
the Tlicho Government, the North
Slave Métis Alliance, the Yellowknives
Dene First Nation and the Lutsel K’e
and Kache Dene First Nation for Snap
Lake. Agreements are signed and
ratified with the Attawapiskat First
Nation and the Moose Cree First
nation for Victor. In addition, there is a
Working Relationship with the Taykwa
Tagamou Nation for Victor. This relates
to a new hydro line that crosses this
nation’s traditional lands.
Community, economic,
environmental, health and safety,
and social performance
Both the Snap Lake and Victor Mines
have procurement polices with
preference for local suppliers.
At Snap Lake, a total of $939,200,000
was spent on construction contracts;
$642,500,000 of these goods and
services were supplied by “northern
businesses”, and $438, 500, 000 or 68 per
cent of this total has been provided by
Aboriginal suppliers during the three
years of construction. During the first
year of operations (2008), operations
contracts to date with Aboriginal
groups totalled $132,913,417 (60.75 per
cent) of the total expenditure in the NWT.
At Victor, during three years of
construction a total of $745,500,000
was spent on goods and services:
$193,700,000 or 26 per cent of this
total for the goods and services was
supplied by Aboriginal businesses.
During the first year of operations
(2008) operations contracts to date
with Aboriginal groups totalled
$96,700,000 (95 per cent) of the total
was spent on goods and services
supplied by aboriginal businesses.
In the exploration area, opportunities
are much smaller. Nevertheless, De
Beers Canada endeavours wherever
practical and cost effective to involve
local communities in the supply of
goods and services, especially where
this can be done in a fashion that
helps build local capacity.
Methods are continuously being
examined with the communities to
increase local opportunities. One such
method currently considered is to
break down large contracts into
smaller individual segments without
causing a significant increase in costs
to the company.
Project and mine management is
regularly encouraged to find
innovative ways to increase the
opportunities for local participation in
the supply of goods and services. Staff
De Beers Canada
29
COMMUNITIES
members work with external institutions
to help deliver workshops on creating
and enhancing entrepreneurial start
ups, and on future opportunities.
The procurement expenditure by
De Beers Canada and its contractors
with local communities is monitored
on a monthly basis and compared to
the procurement plan. Where there
are negative deviations from the plan,
COMMUNITIES
Issues raised, grievances, and
disputes
The Company’s policy for working with
Internal auditing of progress is
Aboriginal communities is reflected in
undertaken at the end of each month
agreements the company has made
with governments and Aboriginal
and at the end of each quarter by the
mine business development and
communities. Agreements include
aboriginal affairs staff, and by the mine mechanisms for resolution of disputes.
While there are formal grievance
executive committee. Their findings
procedures in place, the Company
are reported to the De Beers Canada
works hard to avoid disputes by
Corporate Executive Committee.
building trust in our relationships.
Most disputes are resolved prior to
implementing formal grievance
procedures. There were some occasions
in the year where the grievance
procedure was advanced to the first or
second formal step. The second step
in the company’s grievance procedure
is to hold a meeting between the CEO
and a Community Leader or Chief to
discuss to issue toward resolution.
corrective actions are initiated to keep
or to return to the plan.
Snap Lake Mine
The Snap Lake mine did not encounter
any significant disputes relating to
land use or customary rights by local
indigenous peoples in 2008.
Victor Mine
At Victor, there were four disputes: one
of these has been resolved and three
are still in the process of being
resolved. One issue that is now
resolved was with the Moose Cree First
Nation over contracts for the Nation
under its IBA. Two other disputes with
the Moose Cree First Nation involve
timber salvage along a new electricity
transmission line and the use of
herbicides along the same
30
De Beers Canada
transmission line. Thirdly, there is a
dispute between a family that uses the
trap line on which the Victor Mine is
situated and the Attawapiskat First
Nation over distribution of
compensation. A fourth Issue raised by
the Attawapiskat First Nation, its
members and interested parties
included an assertion of mercury
pollution related to dewatering the
mine. The mercury issue is discussed
below in the environmental section
for the Victor Mine.
Exploration
There is also one unresolved issue from
2006 involving Muskrat Dam First
Nation. This relates to exploration
activities at Agusk Lake, where the First
Nation asserts interference with its
traditional spring hunt. The First Nation
has declined to meet with De Beers
Canada to discuss this issue, and has
also declined to indicate where its
traditional lands are located. Efforts
will continue to seek resolution of
this issue.
Feedback from communities and
stakeholders
There were no formal feedback
mechanisms in place during 2008 to
solicit feedback for either Aboriginal or
non-Aboriginal interested parties.
During construction, both mines were
constantly changing as different
contractors came and left each site
after performing their respective tasks.
Both sites were in a continuing state of
change. With the start of production, a
more stable environment is in place.
A five year research program is underway to ensure mercury is not
released when dewatering muskeg at Victor. De Beers is funding
$1.4 million and NSERC is also funding $968,000 to this program.
Community dialogue is planned to
measure progress with community
relations, and to use this feedback to
help improve communications and
community relations in general.
De Beers Canada has committed to
the Mining Association of Canada’s
“Towards Sustainable Mining” (TSM)
initiative and within that commitment
is the development of formal feedback
mechanisms for identified
Communities of Interest, both
Aboriginal and non-Aboriginal.
While a formalized system for tracking
all input from affected communities
has not been finalized, informal
feedback from the four communities
associated with the Snap Lake Mine
did occur in 2008. Activities included
hosting Aboriginal communities to site
visits, providing presentations and
updates to communities regarding the
mine and its activities and an opportunity
to raise concerns or have questions
answered. Elders from the
communities have participated in
visits to the mine as part of the Snap
Lake Environmental Monitoring
Agency and an annual Fish Tasting
event is organized with participation
from the community elders annually.
Feedback from thise activites did not
identify any unexpected issues. Most
dialogue was focussed on the
implementation of the IBAs and issues
associated with this. Capacity issues in
some communities made
implementation of scholarship plans
difficult, and the formation of
implementation committees has, in
some instances, been hampered by
lack of community involvement.
At Victor, similar issues occurred.
Dialogue also included concerns by
a segment of the community and
environmental non-governmental
De Beers Canada
31
COMMUNITIES
OPERATING HIGHLIGHTS
Operating highlights
organizations about a potential
mercury issue related to release of
mercury through the dewatering of
the muskeg, and the subsequent
uptake of this mercury by fish, thus
endangering the food chain. A five
year research program has been
started to confirm whether or not this
is a significant issue. The matter was
considered during the federal
Environmental Assessment and was
found during that assessment not to
be a significant issue. In the interests
of public health, wellbeing and safety,
it is sensible to undertake the current
program which commenced in March
2008. This is being funded by De Beers
Canada ($1.4 million) and by a Natural
Sciences and Engineering Research
Council of Canada (NSERC) grant
($968,000) over the five year duration.
Results to date support the
Environmental Assessment. However,
it is still too early in the program to
know whether or not the assertions
are correct (see environmental section
for more details).
Under the IBA with Attawapiskat, two
community meetings are held jointly
with the members of the Senior
Implementation Committee from both
the First Nation and the company to
provide feedback to the community
and to listen to what the community
has to say.
32
De Beers Canada
The 2008 calendar year marked the
completion of the transition of De
Beers Canada from an exploration
company to a fully integrated
exploration and mining operation.
successfully completed their
construction programs and
commissioning. Snap Lake produced
810,000 carats, and Victor produced
640,000 carats. Production reductions
were imposed in November at both
Snap Lake and Victor respectively to
reflect the changing economic climate.
Despite labour shortages, both mines
achieved close to their targeted
recruitment milestones to build highly
skilled permanent workforces.
Status of certification
All the exploration programs and the
mining operations currently are
registered to the ISO14001:2004
Environmental Standard. The
exploration programs are also
compliant with the OHSAS 18001
standard through an integrated SHE
(Safety, Health and Environment)
Management system. Both Snap Lake
and Victor Mines are working to be
compliant with OHSAS 18001 by the
end of 2010, and both mines are
currently working in accordance with
the requirements of OHSAS 18001.
There are no small-scale manual
diamond diggings (i.e. artisanal) or
small-scale mining within either the
Snap Lake or Victor areas of
operations.
De Beers Canada
33
Snap Lake Mine Northwest Territories
within the Snap Lake lease area. There
are no other operations or planned
operations within a protected or
sensitive area. There are no
International Union for Conservation
of Nature (IUCN) Red List species or
habitats in the immediate vicinity of
the Snap Lake Mine.
The totals for materials used at Snap
Lake during 2008 are summarized in
table 6.1
The Snap Lake Mine is an underground
mine. It is developed on a shallowly
inclined kimberlite dyke. This dyke is
about two metres thick, dips at
average of 12 -15 degrees from the
horizontal. Access underground is via a
portal and an incline. Ore is mined at
a number of places underground, is
crushed and then brought to the
surface for processing by a conveyor.
Information on the Snap Lake Mine
can be found on the De Beers Canada
web site at www.debeerscanada.com.
Production commenced on 16 January
2008, and a total of 814,000 carats was
recovered from the commissioning
and production in 2008.
Environment at Snap Lake
The Snap Lake Mine is situated within
Barren Lands of the NWT, an extensive
tundra landscape with till sheets,
extensive boulder fields (felsenmeer)
and outcrops of gneisses,
metavolcanics and granites. There is
some exploration in the region around
the mine by third parties outside the
lease area to explore for minerals.
There is currently no exploration
Table 6.1
Material
Ferrosilicon
Oils & hydraulic fluids
Grease
Oxygen
Argon
Nitrogen
Cleaning solvent
34
De Beers Canada
Unit
tonnes
litres
kgs
litres
litres
litres
litres
Amount
134
150,744
3,615
292,200
317,400
7,456
1,025
How measured
Direct reading
Direct reading
Estimated
Direct reading
Direct reading
Direct reading
Direct reading
No materials were used that were
either processed or unprocessed
wastes from sources external to
De Beers Canada.
Energy use for Snap Lake totalled
7,428,791 KWh, and all of this was
direct energy from diesel generation
on site.
Greenhouse gas emissions were
created by the on-site diesel
generation, from the earthmoving
and light vehicle fleet and incineration.
It is estimated that the CO2 for all
activities at the Snap Lake Mine
totalled 64,411 tonnes, all of which
were direct emissions. There was no
use or emission of ozone-depleting
substances during 2008.
Total water use for mining operations
is shown in table 6.2
The water management system at
Snap Lake is designed to collect,
transport, treat and discharge both
surface and underground water. Mine
Table 6.2
m³
n/a
How measured
Mine dewatering
Potable water (treated)
4,964
Direct reading
Recycled water (processing)
26,782
Direct reading
Table 6.3
Waste
Mine Non-hazardous waste (cubic metres)
Liquid hazardous waste (litres)
Amount
300
3,000
Wastes incinerated (cubic metres)
Toner cartidges (printer)
250
10
water is pumped from multiple collection
sumps underground, through pipelines
which bring the water to surface into
the Water Treatment Plant. There, water
is treated to meet required standards
before release to Snap Lake. Some of
the mine water arriving in the Water
Treatment Plant is recycled for use in
the Main Process Plant, or is used for
surface dust control and concrete
production. Water is also used to
transport fine processed kimberlite
to the North Pile (deposition cell on
Destination
Land fill
Licensed hazardous waste
disposal facility off-site
Incinerator on site
Returned to vendor
surface). All water from the deposition
cell and all surface runoff is collected
and transported to a Water Management
Pond. Water in the Water Management
Pond is pumped to the Water
Treatment Plant before being released
to Snap Lake. Fresh water is withdrawn
from Snap Lake at a pump-house for
potable water use in the camp/
accommodations. This water is treated
to meet health guidelines for human
consumption. Sewage and greywater
from the camp is treated in one of the
Table 6.4
Mine Non-Total land disturbed and not yet rehabilitated (opening balance) in hectares. 180.7 ha
Total amount of land newly disturbed within the reporting period in hectares.
4.5 ha
Total amount of land newly rehabilitated within the reporting period to the agreed
upon end use in hectares.
0 ha
Total amount of land disturbed and not yet rehabilitated (closing balance) in hectares.
185.2 ha
Sewage Treatment Plants on-site to
meet the required standards. It is then
transported to the Water Treatment
Plant for further treatment and then is
released to Snap Lake. Regular sampling
of water occurs at points within the
water management system and at
adjacent water courses throughout
the year. De Beers is currently in
compliance with regulated limits.
Total amounts of waste created during
2008 are shown in table 6.3, together
with the destinations for these wastes.
Lands owned, leased or managed for
the Snap Lake Mine totalled 180.7
hectares. None of this total lies within a
biodiversity-rich habitat. Table 6.4 shows
any changes made to the total amount
of land owned, leased or managed for
production activities or extractive use.
Most of the land leased at Snap Lake is
impermeable: the bedrock consists of
gneisses, metavolcanics and granites
which have very low permeabilities.
These rock units are overlain by a
sequence of glacial tills, and sands
with variable permeabilities.
There were no significant spills of
chemicals, oils or fuels during 2008.
There were nine minor spills and two
moderate spills.
There were no significant environmental
impacts caused by the principle
product, diamond, or by services
related to the mine. Diamond is an
inert and non-toxic form of carbon.
Diamonds have many uses. The waste
De Beers Canada
35
Victor Mine Ontario
from diamond cutting and polishing is
normally re-used in the drilling, cutting
or polishing industries. Diamonds that
are cut as gem stones are occasionally
re-cut with the waste being re-used as
above. Most gem and near-gem quality
diamonds are used in jewellery and are
reclaimable. Industrial quality diamonds
are usually consumed during the
industrial processes that use them.
These processes make use of the physical
properties of diamond (e.g. hardness,
electrical and optical properties). There
are no percentage figures available for
the product that is reclaimable or
reclaimed at the end its life.
challenge. We are dependant on fuel
for the generation of electricity, for the
operation of the heavy equipment
fleet, the light vehicle fleet and for
The buildings at Snap Lake are heated other miscellaneous requirements. Of
primarily using glycol. The mine
these elements, the generators are the
endeavors to recover the maximum
biggest users. Therefore, in order to
amount of waste heat from the diesel
reduce fuel consumption we must
generators in order to reduce the load reduce power consumption. Snap
on the diesel fired glycol heaters. This Lake has begun a series of projects,
is done through the use of heat
such as ventilation optimization and
exchangers which remove the heat
pumping improvements, with the
from the engine coolant, transferring it objective to reduce the electrical
to the glycol. As an initial experiment, consumption on-site by approximately
one exchanger (out of the four) was
one Megawatt. This would allow us to
increased in size. This increase in-turn run only two large generators and
improved the ability of the exchanger would reduce or fuel consumption by
There were no incidents of nonto recover heat by an estimated 30 per 90,000 to 100,000 litres per week.
compliance with any applicable
cent. We have now received the
international declarations, conventions additional parts required in order to
Further, we continuously promote
or treaties, national, regional or local
increase the size of the other three
awareness around the consumption of
regulations associated with
exchangers and are preparing to
fuel and the related emission of
environmental issues.
complete the work. It is expected that greenhouse gases. Through
the additional heat recovery capability awareness we can reduce our
Two 60 metre high, self contained
of the exchangers will reduce or
consumption of fuel by (for example)
wind towers have been installed
eliminate the need to use the diesel
reducing idle time on vehicles,
within the boundaries of the Snap
fired boilers to support the building
reducing the distances that
Lake Mine site. Since September 2008, heating needs, which could reduce or equipment must haul rock and by
these towers have effectively collected diesel fuel consumption by 800,000 to parking or decommissioning
data pertaining to wind speed at site,
1 million litres per year.
redundant equipment.
this is in support of the execution of a Reducing fuel consumption is always a
36
De Beers Canada
feasibility study that will determine
the viability of constructing a wind
farm at the Snap Lake Mine.
The Victor Mine is an open pit
excavated into kimberlite. The
kimberlite is present as two roughly
carrot shaped bodies that pierce the
surrounding rocks which are mostly
limestone. Both the limestone and the
kimberlite are covered by a series of
sediments deposited by the glaciers,
and then capped by muskeg, which
forms a wet peatland. The overburden
is removed and stockpiled for later use
during rehabilitation at the end of
operations; the overlying glacial
sediments are removed and stored in
waste piles, and the kimberlite is
broken by drilling and blasting, and is
then loaded into trucks and
transported to the processing plant
where the diamonds are extracted.
Commercial production commenced
on August 1, 2008, and a total of 640,000
carats was recovered during 2008.
Environment at Victor
The Victor Mine is situated within the
James Bay Lowlands, an area of
extensive wetlands or muskeg, forming
part of the James Bay – Hudson Bay
Lowlands. There is some exploration in
the area around the mine to explore
for, and evaluate, the adjacent
kimberlites for possible resources to
extend the life of the mine. There are
no other operations or planned
operations within a protected or
sensitive area. There are no
International Union for Conservation
of Nature Red List species or habitats
in the immediate vicinity of the
Victor Mine.
No materials were used that were
either processed or unprocessed
wastes from sources external to
De Beers Canada.
There was no use or emission of
ozone-depleting substances during
2008.
Energy use for Victor totalled 7,662,586
KWh. This was all drawn from the
national grid. It is assumed that all of
this power was generated by the Otter
Rapids Hydro-Electric Generating
Station operated by Ontario Power
Generation from water.
Dewatering water is discharged to the
Attawapiskat River. Studies for the
Environmental Assessment indicated
that mixing and dilution occurred in
the receiving body within 150 metres
of the discharge point. Process water is
currently discharged to the Central
Quarry, where part of the water is
recycled. The overflow drains through
the muskeg which traps any remaining
fine solids prior to discharge into
adjacent creeks. Regular sampling of
adjacent water courses throughout
the year has not shown any fine solids.
Greenhouse gas emissions were
created by the onsite diesel
generation, from the earthmoving and
light vehicle fleet, incineration and it is
estimated that the CO2 for all activities
at the Victor Mine totalled 43,463
tonnes, of which 26,395 tonnes were
direct emissions and 17,068 tonnes
were indirect emissions.
Data for materials, waste and water
use during 2008 are not available.
De Beers Canada
37
Gahcho Kué Project
Northwest Territories
Lands owned, leased or managed for
the Victor Mine totalled 6,686 hectares.
None of this total lies within a
biodiversity-rich habitat. Table 6.5
shows any changes made to the total
amount of land owned, leased or
managed for production activities or
extractive use. This total includes the
freight handling yard in Moosonee.
None of the land leased at Victor is
impermeable. The bedrock consists of
dolomitic limestone and carbonates
which have significant permeability.
These rock units are overlain by a
sequence of glacial clays, tills, sands
and gravels with a low permeability
overall. This glacial sediment package
is overlain by a zone of waterlogged
muskeg (peat) which is permeable.
There were no significant spills of
chemicals, oils or fuels during 2008.
There were six minor spills, and no
moderate or major spills.
There were no significant
environmental impacts caused by the
principle product, diamond, or by
services related to the mine. Diamond
is an inert and non-toxic form of
carbon. While diamond has many uses,
the waste from diamond cutting and
polishing is re-used in the drilling,
cutting or polishing industries.
Diamonds that are cut as gem stones
are occasionally re-cut with the waste
being re-used in the drilling, cutting or
polishing industries. Most gem and
near-gem quality diamonds are used in
jewellery and are reclaimable industrial
38
De Beers Canada
quality diamonds are usually consumed
during the industrial processes that use
them. These processes make use of the
physical properties of diamond (e.g.
hardness, electrical and optical
properties). There are no percentage
figures by weight available for the
product that is reclaimable or reclaimed
at the end of its life.
undertaken in conjunction with
experts from AMEC Earth &
Environmental, the University of
Waterloo, Queen’s University, and the
University of Toronto to obtain
additional data for additional
assurance. Early results support the
Environmental Assessment findings,
however the full results for this study
will not be available until 2013 as this
There were no incidents of nonis a five-year program. Professors Dr.
Jonathan Price (Waterloo), Dr. Vicki
compliance with any applicable
international declarations, conventions Remenda (Queen’s) and Dr. Brian
or treaties, national, regional or local
Branfireun are recognized experts in
regulations associated with
their respective fields, and they are
environmental issues.
leading this program. These stronger
concerns about peat decomposition in
At Victor, NGOs raised concerns about ‘dewatered areas’ and the potential for
mercury from dewatering muskeg
the release of increased amounts of
(from methyl mercury) polluting the
methyl mercury were raised. In
potable water supply and the food
response to these concerns, and based
chain through disposal into the
on updated hydrogeological
Attawapiskat River system where there modelling, predictions of expected
is a pre-existing high natural level of
rates of increased total and methyl
mercury. This issue was considered
mercury were developed by our
extensively during the mine’s federal
environmental consultants (AMEC
Comprehensive Study level
Earth & Environmental) and submitted
Environmental Assessment and was
as part of the permit application
found not to be a significant impact.
packages for the Ontario Ministry of
Nevertheless, further studies are being the Environment for well field
Table 6.5
Mine Non-Total land disturbed and not yet rehabilitated (opening balance) in hectares.
472.0 ha
Total amount of land newly disturbed within the reporting period in hectares.
62.0 ha
Total amount of land newly rehabilitated within the reporting period to the agreed
upon end use in hectares.
30.0 ha
Total amount of land disturbed and not yet rehabilitated (closing balance) in hectares. 504.00 ha
dewatering. The most recent
predications indicate only very slight
increases in mercury release that
would be difficult to detect within the
context of natural background
variation. The mercury concentration
levels in the receiving waters are still
expected to be well within federal and
provincial water quality guidelines for
the protection of acquatic life,
consistent with the Comprehensive
Study Report predictions.
Opportunities are being reviewed for
the use of renewable energy sources
and to increase energy efficiency at
the Victor Mine.
The Gahcho Kué Project is a joint
venture between De Beers Canada
(51 per cent) and Mountain Province
Diamonds Inc. (49 per cent). Details
on Mountain Province Diamonds
Inc. can be found at
www.mountainprovince.com
2,245 carats and updated diamond
revenue and carat estimates were
issued to the joint venture partners.
Diamond recoveries from the 2007
Summer/Fall mini-bulk sample of
5034N were completed and the results
were issued. Work at the exploration
camp site during the summer focussed
Advancement of the Gahcho Kué
on site remediation. The field activities
Project during the year focused on
for the Gahcho Kué Project have been
completion of the Tuzo Kimberlite Bulk successfully completed and the camp
Sampling program and considerable
was placed on care and maintenance
progress toward the completion of The in October 2008 as planned.
2006 Gahcho Environmental Impact
Statement.
In 2005 De Beers Canada initiated the
permitting process required to
A total of 402,000 man hours of work
construct the Gahcho Kué diamond
were completed for the Gahcho Kué
mine at Kennady Lake. In October
Project in 2008 without a lost time
2007 the Mackenzie Valley Impact
injury or reportable environmental
Review Board, released the terms of
incident.
reference for an Environmental Impact
Statement. The document is organized
Resource drilling of the Tuzo kimberlite by seven key lines of inquiry and 18
was successfully completed with 1,713 subjects of note as determined by the
carats recovered in total. This brings
Gahcho Kué Environmental Impact
the total carats recovered from Tuzo to Review Panel responsible for the
De Beers Canada
39
Exploration
assessment of the project. The
requirement that the key lines of
inquiry and subjects of note be
organized as stand alone sections with
minimal cross referencing required
significant additional time and steps to
develop the Environmental Impact
Statement. In December 2008, the
company notified the Mackenzie
Valley Environmental Impact Review
Board (MVEIRB) that while work was
continuing on preparing the
submission of the Environmental
Impact Statement for the proposed
project, it would not be submitted in
2008 as further studies and risk
assessments were being undertaken.
With the global impact also affecting
the diamond industry, a management
decision was made to slow production
at both operating mines and to slow
the advancement of the Gahcho Kue
Project. This was in order to ensure
the company’s cash flow position was
positive and the company could
monitor the impact of the global
economy on its business.
Applications to renew the existing
land use permit and water license for
the exploration camp were made to
the Mackenzie Valley Land and Water
Board. The applications were referred
for further study, requesting information
from De Beers Canada and the
Department of Indian and Northern
Affairs Canada. In the interim, an
authorization was granted to store the
items associated the exploration camp
on the land while the applications are
being considered. De Beers Canada
has since provided the information
requested to the Mackenzie Valley
Land and Water Board.
The Exploration Division of De Beers
Canada has an ISO14001 certified
Environmental Management System
(EMS). The scope of this EMS includes
processes associated with diamond
exploration including office activities,
sediment sampling, drilling,
geophysics and sediment and bulk
sample processing.
The management system underwent
three external surveillance audits in
2008 for our field operations within
the Victor Resource Extension project,
the Sudbury Sample Treatment Plant
and the Toronto Exploration Office.
There were no major findings
associated with these audits.
There was one non-compliance issue
relating to taking water in excess of a
permitted daily volume for winter road
construction.
40
De Beers Canada
De Beers Canada
41
Procurement
De Beers Canada starts its activities with
exploration and there is no upstream
impact as this is the start of the
diamond supply chain. Downstream
impacts relate to the marketing of the
rough diamonds produced from its
mines, and the impacts of its
exploration and mining activities.
All suppliers of goods and services are
expected to comply with the basic
tenets of the Best Practice Principles.
The Best Practice Principles program
provides confidence and assurance
that the participants are acting and
operating in a responsible manner,
and are adhering to good practices
with regards to ethics, business
conduct, legal requirements, human
rights, safety, health and environment
and general security. Those individual
businesses that provide a significant
Product Responsibility
percentage (>10 per cent) of the
goods and services are required to
provide a written statement that they
are adhering to Best Practice
Principles.
At Snap Lake, only two vendors
supplied goods or services totalling
more than 10 per cent of the total
spend. These were Imperial Oil
Industrial with sales to De Beers
Canada of $30,929,000 and the Ke Te
Whii/Procon Joint Venture with sales of
$36,428,000. At Victor, only one vendor
supplied goods and services totalling
more than 10 per cent of the total
spend. This was Lockerbie & Hole
Eastern Inc. with sales totalling
$30,397,000.
The BPP program helps to provide
assurance and confidence to customers
of the Diamond Trading Company that
the diamonds marketed by the
Diamond Trading Company have been
produced in an ethically,
environmentally and socially
responsible manner. De Beers Canada
provides very limited services to related
companies and these services have to
be provided within the framework and
expectations of the Best Practice
Principles Assurance program.
The only non-core expenditure in 2008
was a contribution towards a new
training facility in Attawapiskat. This is
an extension to the Vezina Secondary
School. The contribution totalled $1
million and was directed towards the
physical building, furniture and a
training simulator for heavy
equipment operators.
Diamond is a non-hazardous, nontoxic inert substance. No policies or
procedures are in place to provide
guidance on preserving customer
health or safety as these are
considered unnecessary. There are
therefore no monitoring programs.
De Beers Canada has a single
customer, which is a related company.
No product information or labelling
is required as the raw materials
produced, namely diamonds, are
considered non-hazardous, non-toxic
and inert.
De Beers Canada has one single major
client/customer that purchases all of
its production from each mine. Up to
10 per cent of the production, by
value, from each mine is then available
for sale to DTC sightholders in the NWT
(Snap Lake Mine) and Ontario (Victor
Mine) which are GNWT and Ontario
Government approved manufacturers
in their respective territory and province.
A similar agreement has been reached
with the Government of the Northwest
Territories once the Gahcho Kué Project
begins production. De Beers Canada’s
customer is a related company. As with
most companies it is the practice not
to disclose any information about
customers without their prior consent,
unless instructed to do so by a court
of law.
No complaints were upheld by any of
the regulatory or similar bodies that
oversee health and safety of product
and services.
One award for occupational health
and safety performance was received
by the Exploration division from the
Prospectors and Developers
Association of Canada in March 2008
for the year 2007. No other awards or
recognitions were received during the
reporting period.
and the Exploration division are
certified to the ISO14001:2004
standard.
There have been no instances of noncompliance with regulations
concerning product information and
thus no fines or penalties have been
assessed. All diamonds produced have
been exported in accordance with the
Kimberley Certification process and
World Diamond Council System of
Warranties and in compliance with
applicable legislation.
De Beers Canada has a single major
customer and two indirect customers
(measured by both volume and value).
No complaints have been received
from these customers, and there has
been periodic dialogue to ensure that
all the customers are satisfied.
No instances occurred of non-compliance
with regulations concerning customer De Beers Canada does not have
health and safety, and no penalties or
policies regarding anti-competitive
fines were levied for any such breaches. behaviour and is not in a position to
exert undue influence in any
commercial setting in this regard
because it has a single customer,
which is a related company, for its
product.
The De Beers Family of Companies
voluntarily complies with the
following codes and standards and
De Beers Canada is aligned with this.
» The De Beers Family of Companies
» Global Reporting Initiative (GRI
Mining supplement)
» Millennium Goals
» EITI
» PACI Partnering Against Corruption
Initiative
» Voluntary Principles on Security and
Human Rights
» UN Global Compact
» Universal Declaration of Human
Rights
In addition, De Beers Canada also is
moving to compliance with the Mining
Association of Canada’s ‘Towards
Sustainable Mining’ initiative within
three years of the commencement of
commercial production (by the end of
2010).
There were no breaches of advertising
or marketing regulations during 2008.
Any advertising is aligned with the
De Beers Family of Companies
guidelines.
There have been no complaints
regarding breaches of consumer
privacy.
De Beers Canada
43
ENVIRONMENT
Environment
Table 7.2
The company Environmental Policy is
available at www.debeerscanada.com.
Both mines and the exploration
division have Environmental
Management Systems that are
certified to ISO14001:2004. Part of the
Management System requirements are
that there be training and awareness
plans in place, and implemented. All
new hires undergo environmental
awareness training. More specific
training related to their job and the
environmental risk is provided where
appropriate according to a training
matrix that forms part of the individual
environmental management system.
Currently the training programs for
both mines are on track to reach their
targets for training by early in 2009.
Table 7.1
Metric
Milestone
2008
ENVIRONMENT
Hours
Worked
(million)
Major
0
Incidents1
Moderate
0
Incidents2
Minor
Incidents3
AEIFR4
5.3
Snap
Lake
2008
Victor
2008
Gahcho
Kué
2008
Exploration
2008
De Beers
Canada
2008
De Beers
Canada
2007
-
-
-
-
4.0
5.9
0
0
0
0
0
0
0
0
0
0
0
3
111
111
1
3
226
177
-
-
-
-
11.3
6.1
1
Major Incident:
A reportable environmental incident associated with widespread, long-tem, irreversible negative
ecological or social impacts with a high risk of legal liability: also contains all of the following
aspects: complete disruption of natural systems, high degree of irreversibility (>5 years), non-compliant
with legislation and high likelihood of prosecution, significant negative public perception, and
reportable to the authorities in terms of relevant legislation.
2
Environmental Strategies
The overarching environmental
strategy is to work in a responsible
manner, using the precautionary
principle and adaptive management
techniques to minimize negative
impacts, to prevent adverse
environmental effects, including
preventing pollution, to protect and
enhance biodiversity where we work,
and to manage energy consumption
and minimize greenhouse gas
emissions to reduce the negative
impact on climate. Water use is to be
minimized and recycling maximized:
material use is to be to be minimized
and wherever practical reuse and
recycling is encouraged. Waste
production is to be managed and
production of wastes minimized;
hazardous wastes are to be managed
44
De Beers Canada
Moderate Incident:
An incident associated with a widespread or localized, medium-term, reversible significant ecological
or social impact and/or has a risk of legal liability: also contains all of the following aspects: an impact
on the natural system, reversible impact within 5 years, non-compliant with legislation, reasonable
likelihood of prosecution, potentially negative public perception, incidents likely to be reportable to
the authorities in terms of legislation.
3
Minor Incident:
An incident limited to the immediate area of occurrence associated with a short-term ecological
disturbance or environmental nuisance or a transgression of an internal standard including complaints
from interested and affected parties: also is entirely reversible impact after once-off intervention,
limited impact on natural system, non-compliant with legislation but a low likelihood of prosecution,
insignificant or no negative public perception.
4
AEIFR: major + moderate+ minor incidents per 200,000 hours
appropriately and disposed of in
accordance with legislation and good
operating practices. Legal compliance
with legislation is imperative.
to recycle many materials. All
hazardous wastes are removed from
the sites for disposal at licensed
hazardous waste disposal sites.
Both of the mines operated by De Beers
in Canada are remote, with seasonal
access by road for less than 90 days. The
short time for access and the distance
to recycling depots make it challenging
The largest volumes of wastes
produced are waste rock from the
mining and processed kimberlite
material in the form of coarse sand to
gravel sized particles, and a fine sand-
Material
Snap Lake
Aircraft fuel (Litres)
8,438
Diesel (litres)
22,516,526
Electricity Purchased (kWh)
0
Heavy Fuel oil (Litres)
0
Intermediate fuel oil (litres)
0
LPG & Liquid fossil-fuel gases (tonnes)
20
Natural gas & fossil-fuel gases (cubic metres)
Unleaded gasoline (petrol) (litres)
1,470
Treated potable water (cubic metres)
65,302
Natural potable water (cubic metres)
0
Non-potable water including
5,056
reused / recycled water (cubic metres)
Reused / recycled water (cubic metres)
429,872
Ferrosilicon - FeSi (tonnes)
683
Grease (kgs)
8,144
Hydrochloric acid (litres)
Oils & Hydraulic fluid (litres)
330,390
Sulphuric acid (litres)
18,000
Reused oil/grease (litres)
0
Cans sent for recycling (tonnes)
0
Cardboard/paper sent for recycling (tonnes)
0
Contaminated water (litres)
0
Drums sent for recycling/reuse (number)
0
Earthmoving tyres sent for recycling (number)
0
Electrical and electronic items sent
0
for recycling/reuse (Kgs)
Glass sent for recycling (tonnes)
0
Lead acid batteries sent for recycling/
18
reuse (number)
Light vehicle tyres sent for recycling (number)
0
Liquid hazardous waste (litres)
9,500
Non-hazardous waste to land-fill
1,100
(cubic metres)
Plastic sent for recycling/reuse (tonnes)
2
Reused oil/grease (litres)
0
Scrap metal sent for recycling (tonnes)
0
Solid hazardous waste (cubic metres)
0
Toner\Ink Sent for Recycling/ Reuse (number)
30
Used oil/grease sent for recycling/reuse (litres)
0
Waste incinerated (cubic metres)
850
Victor
78,720
9,154,569
77,580,645
0
0
2
0
12,259
43,301
0
N/A
Exploration
52,205
30,898
383,040
11
30
0
93,019
1,715
16.479
0
5,038
Total
139,363
31,701,993
77,963,685
11
30
22
93,019
15,444
125,082
0
10,094
N/A
700
N/A
0
0
0
0
0
0
0
0
0
0
2,317,845
75
55
4
185
0
0
1
1
35
15
0
15
2,747,717
1,458
8,199
4
330,575
18,000
0
1
1
35
15
0
15
0
N/A
1
0
1
18
0
N/A
N/A
4
4
52
4
9,504
1,152
0
0
0
0
0
N/A
N/A
3
0
0
1
115
60
0
5
0
0
1
145
60
850
n/a = Not available
De Beers Canada
42
45
ENVIRONMENT
ENVIRONMENT
sludge. Transport costs from the mine
site to other potential users precludes
reuse of this material. Where practical,
inert waste rock may be crushed and
used as aggregate or fill for construction
and road building locally.
Management systems are used to
manage and control our approach to
the environment. Risks are regularly
assessed and reviewed, and are used
in identifying environmental
management plans. Traditional
ecological knowledge is gathered in
collaboration with affected
communities and combined with
‘western science’ to reach optimal
management plan design.
conduct activities in barren-ground
caribou calving areas in the NWT and
Nunavut.
Energy and climate
Energy use and management surveys
have been undertaken at Snap Lake
and are scheduled for Victor. One
outcome of the Snap Lake survey is a
wind generation pilot project to
establish the feasibility of using wind
power to reduce the amount of energy
produced by diesel-fired generators
and thus reduce emissions.
Other studies underway include the
possible use of ground source heat
from the mine dewatering at both
mines to supplement seasonal heating
Biodiversity
and cooling, and the use of waste heat
The current activities do not endanger from compressors underground. Waste
the biodiversity of the mine areas
heat from the Snap Lake generators is
significantly because the mine area is a already reused.
small part of a much larger
biodiversity region. Currently no
Water management
specific biodiversity management
Waste water from mine dewatering at
plans are in place. This issue will be
both sites requires careful
revisited and reviewed in 2009 to
management. Water is essential to the
consider the areas around each mine,
health and wellbeing of all plants and
including the mine itself. If or when a
animals including humans. Water
measurable impact is foreseen,
management falls into several
appropriate biodiversity plans will be
categories: (i) water produced by
prepared and implemented as part of
dewatering of the mine workings; (ii)
the adaptive management strategy.
disposal of water from mine
Plans for monitoring caribou migration dewatering, which may require preare in place, and should any impacts
treatment prior to discharge to bring
on migration patterns be noted, this
the outflow to an acceptable quality
would be addressed through adaptive level; (iii) supply of potable water: (iv)
management plans. The company
disposal of ‘grey water’; (v) supply of
gave a commitment to the World Wild water for the process plant (including
Life Fund on 24 October 2008 not to
recycling); (vi) disposal of process
water (including recycling), and in
the case of Victor (vii) supply of
supplementary water to existing
waterways to ensure that they are
not adversely affected by the mine
dewatering activities.
review and periodic update to ensure
that they remain current. Performance
bonds are in place to cover the costs of
closure for both mines.
Currently life-cycle assessment is not
undertaken. Processes to improve the
Materials and waste
recyclability, material reuse, energy
Both the Snap Lake Mine and the Victor use and reduction of material and
energy use are all reviewed on a
Mine have closure plans as required by
the applicable legislation. These closure regular basis, together with a review of
the environmental impacts. Scientific
plans address the environmental
research into rehabilitation, specifically
aspects of the mines. Economic and
for revegetation, is supported. Materials
labour transition plans will be
formulated in consultation with affected stewardship is thus in its early stages of
communities and are subject to annual development. See table 7.2
The largest waste stream is waste
rock. Opportunities to reduce this
appreciably are relatively small, and
there are no realistic uses for these
wastes as both mines are remote and
transport costs would be prohibitive.
Nevertheless, continual improvement
in efficiencies and sustainability
remains a goal.
During the Environmental Assessment,
the nature of all overburden, rock,
processed materials, tailings and
sludges or residues was characterised,
and the risks associated with these
was assessed. Mitigative measures
De Beers Canada
47
ENVIRONMENT
were put in place as part of each
mine’s environmental management
system to manage these materials in a
responsible manner and to minimize
any residual risks associated with
them. Ongoing monitoring of
the materials during operations
ENVIRONMENT
confirms whether or not actual
operational results are as predicted.
Adaptive management is used, in
conjunction with consultation with
affected communities and regulatory
bodies, to adjust mitigable measures
as required.
Storage of waste rock and processed
kimberlite
Storage facilities for processed
kimberlite and waste rocks are
designed in accordance to the
Canadian Dam Association and the
Mining Association of Canada
recommendations. All storage facilities
are subject to at least an annual
inspection by a suitably qualified
certified external geotechnical
engineer, and slopes for retaining walls
are monitored continually.
The potential for metal leaching is
assessed during the Environmental
Assessment for each mine. Where such
potential is present, periodic monitoring
is undertaken to monitor actual
conditions and compare these to
predictions. Run off water from
stockpiles, the waste rock and
processed kimberlite containment areas
is periodically tested and monitored for
metal leachates. Results are reported to
the regulatory bodies, and are included
in an annual Environmental Report.
Adaptive management will be used to
adjust mitigation plans for any
unpredicted adverse effects where
necessary. Risks are higher at Snap Lake
than Victor due to the carbonate rocks
at the latter providing a natural
neutralizing buffering.
The hazardous potential and
properties of any of the overburden,
rock, tailings or sludges/residues are
characterised during the
Environmental Assessment prior to
each mine being developed. Periodic
monitoring during development and
operations compares the actual
properties with the predicted ones.
These results are submitted to the
regulatory authorities and are
included in an annual Environmental
Report. To date, no unpredicted
48
De Beers Canada
hazardous properties have been
recognized. If any unpredicted
hazardous materials were observed,
adaptive management would be used
to design and implement appropriate
mitigable steps.
and there was no instance where any
contaminant reached a water body.
Product Lifecycle
Product lifecycle management is
controlled by the end user of the
product.
Environmental legal compliance
There were no instances of legal noncompliance at either mine during 2008.
Environmental Incidents, Accidents
and Near Hits
There were no major environmental
incidents or accidents at either the
Snap Lake or Victor Mines during 2008.
There were 15 minor incidents and
two moderate incidents, all of which
were reportable under environmental
legislation. In each instance, spills were
cleaned up effectively and completely,
De Beers Canada
49
ASSURANCE
ASSURANCE
Assurance
Assurance is provided by a
combination of the Best Practice
Principles (BPP), internal audits and
external audits of the environmental,
health and safety management
systems. Further verification is planned
under the Mining Association of
Canada’s Towards Sustainable Mining
initiative. De Beers Canada will selfdeclare under this initiative by the end
of 2009, and should undergo an
external verification assessment in
2010. In addition, there are separate
assurance programs to ensure that the
requirements are met for the
Kimberley Process Certification
Scheme and the World Diamond
Council System of Warranties.
Assurance accuracy and
completeness
Under the Best Practice Principles,
there are three levels of assurance in
use at De Beers Canada.
First party assurance
The corporate division, both mines
including their respective town-based
offices, the exploration division and
the Sudbury facility each completed
50
De Beers Canada
Best Practice Principles assurance
workbooks to ensure adherence to the
company’s Best Practice Principles.
Results were subject to scrutiny by
the De Beers Canada Internal Audit
section. Several opportunities for
improvement were noted, and no
major or minor non-compliances or
non-conformances were noted.
Workbook Quality
Initial reviews were conducted for all
workbooks – this revealed that all
workbooks submitted were completed
in full with relevant, and detailed
commentary to support the 1st party
ratings identified.
Workbook Review
As part of the workbook reviews, SGS
Second party assurance
raised a small number of queries
The De Beers Family of Companies
against a sample of questions for each
Internal Audit section provided a
workbook submitted under the De Beers
second party assurance of the
Canada business unit. These queries
workbooks. No findings against any
were raised electronically via the
of the entities were noted.
De Beers Best Practice Principles Extranet
awaiting responses from the applicable
Third Party Assurance
individual/s responsible for Best Practice
SGS Group was retained by the De Beers Principles within the Business Unit.
Family of Companies to provide third
However the detailed commentary
party assurance for all of the workbooks accompanying the workbook submissions,
submitted by the De Beers Family of
together with the shared policies and
Companies. The text for the ‘2008
procedures across the De Beers Canada
Cycle Summary’ from their assessment business unit, allowed the SGS reviewer
report for De Beers Canada is
to raise few queries and requests for
reproduced in full below.
supporting evidence than typically
experienced.
All workbooks for De Beers Canada
Where queries were raised they were
facilities were submitted in a timely
manner and within set deadlines. In fact, generally responded to in a timely
this business unit was the first to submit manner and in full.
all workbooks for this cycle.
Results of Workbook Review
The workbook reviews resulted in just
a single Improvement Opportunity
and maintained De Beers Canada’s
status as fully compliant with the Best
Practice Principles.
3rd Party Verification
Due to the high level of confidence in
the 1st party assessment process of
this business unit, no 3rd party
verification visits were made in 2008 to
any De Beers Canada sites.
Diamond exports
All diamonds produced were exported
to the Diamond Trading Company in
compliance with the Kimberley
Process Certification Scheme and the
World Diamond Council System of
Warranties. The export certificates
were audited by Deloitte and Touche
to ensure compliance with the
Kimberley Process Certification
Scheme and World Diamond Council
System of Warranties.
Verification of this report
No verification of the content of this
report to stakeholders has been made.
De Beers Canada
51
APPENDIx
Performance Indicators –
GRI (G3) Sustainability Reporting Guidelines
APPENDIx
Page reference
Extent
Statement from the most senior decision maker
about the relevance of sustainability to the
organization and its strategy.
2,3
•
1.2
Description of key impacts, risks and opportunities.
4-5, 10-15
2.1
Name of the organization.
8
2.2
Primary brands, products and/or services.
8, 42
2.3
Operational structure including main divisions,
operating companies, subsidiaries, joint ventures.
8, 39-40
2.4
Location of organization’s headquarters.
8
2.5
Number of countries where the organization
operates, names of countries with major operations
or that are specifically relevant to the sustainability
issues covered in the report.
8
2.6
Nature of ownership and legal form.
8-10
2.7
Markets served (geographic breakdown, sectors
served, and types of customers/beneficiaries).
8, 34-42
2.8
Scale of the organization, including number of
employees, net sales, total capitalization broken
down in terms of debt and equity, and quantity of
products produced.
4, 8, 12-17
2,9
Significant changes during the reporting period
regarding size, structure or ownership.
4, 12-13, 18
1.1
2.10 Awards received in the reporting period.
3, 24, 43
Report profile
3.1
Reporting period (e.g. fiscal/calendar year)
for information period.
7
3.2
Date of most recent previous report (if any).
7
3.3
Reporting cycle (annual, biennial).
7
3.4
Contact point for questions regarding the report or
its contents.
back cover
52
De Beers Canada
Extent
Report scope and boundary
3.5
Process for defining report content, including:
determining materiality; prioritizing topics within
the report; identifying stakeholders the organization
expects to use the report.
26-27
3.6
Boundary of the report (countries, divisions,
subsidiaries, leased facilities, joint ventures, suppliers).
7-8
3.7
State any specific limitations on the scope or boundary
of the report.
7-8
3.8
Basis for reporting on joint ventures, subsidiaries,
leased facilities outsourced operations, and other
entities that can significantly affect comparability
from period to period and/or between organizations.
7-8
3.9
Data measurement techniques and the bases of
calculations underlying indicators and other
information in the report.
7
◐
••
•
••
••
•
•
•
•
••
•
Page reference
3.10 Explanation of the effect of any re-statements
of information provided in earlier reports and the
reasons for such re-statement ( e.g. mergers
/acquisitions, change of base years/periods, nature
of business, measurement methods).
n/a
3.11 Significant changes from previous reporting periods
in scope, boundary, measurement methods applied
in the report.
n/a
GRI content index
3.12 Table identifying the location of the Standard
Disclosures in the report.
52-63
Assurance
3.13 Policy and current practice with regard to
seeking external assurance for the report. If not
included in the assurance report accompanying
the sustainability report, explain the scope and
basis of any external assurance provided. Also
explain the relationship between the reporting
organization and the assurance provider(s).
7, 50-51
•
•
•
•
•
•
•
•
•
De Beers Canada
53
APPENDIx
APPENDIx
Page reference
Governance
4.1
Governance structure of the organization, including
committees under the highest governance body
responsible for specific tasks, such as setting strategy
organizational oversight.
9-10
4.2
Indicate whether the Chair of the highest
governance body is also an executive officer
(and, if so, their function within the organization’s
management and the reasons for this arrangement.
9-10
4.3
For organizations that have a unitary board
structure, state the number of members of the
highest governance body that are independent
and/or non-executive members.
9-10
4.4
Mechanisms for shareholders and employees to provide
recommendations or direction to the highest governance body.
31
4.5
Linkage between compensation for members
of the highest governance body, senior
managers and executives.
9-10
4.6
Process in place for the highest governance
body to ensure conflicts of interest are avoided.
9-10
4.7
Process for determining the qualifications and
expertise of the members of the highest
governance body for guiding the organization’s
strategy on economic, environmental and social topics.
9-10
4.8
Internally developed statements of mission or values,
codes of conduct, and principles relevant to the
economic, environmental, and social performance
and the status of their implementation.
6, 9-10, 19,
21-23, 25,
42-43, 50
4.9
Procedures of the highest governance body for
overseeing the identification and management of
economic, environmental, and social performance,
including relevant risks and opportunities, and
adherence or compliance with international agreed
standards, codes of conduct, and principles.
10
4.10 Processes for evaluating the highest governance
body’s own performance, particularly with respect
to economic, environmental and social performance.
54
De Beers Canada
Extent
•
•
•
•
•
•
•
•
•
Page reference
Extent
Commitment to external initiatives
4.11 Explanation of how the precautionary approach is
addressed by the organization.
9-10
4.12 Externally developed economic, environmental,
and social charters, principles or other initiatives
to which the organization subscribes or endorses.
6-10, 31,
48-50
4.13 Memberships in associations (such as industry
associations) and/or national/international
advocacy groups in which the organization: has
positions in governance bodies; participates in
projects or committees; provides substantive
funding beyond routine membership dues; or
views membership as strategic.
28, 31, 50
Stakeholder engagement
•
•
•
•
4.14 List of stakeholder groups engaged by the
organization. Examples of stakeholder groups are:
communities, civil society; customers; shareholders
and providers of capital; suppliers; and employees,
other workers and their trade unions.
26-27
4.15 Basis for identification and selection of
stakeholders with whom to engage.
26-27
4.16 Approaches to stakeholder engagement,
including frequency for engagement by type and group.
26-27
4.17 Key topics and concerns that have been raised
through stakeholder engagement and how the
organization has responded to those key topics
and concerns, including through its reporting.
26-27, 6
16, 31
•
•
•
13, 15, 28, 42
◐
Economic Performance Indicators
Aspect: Economic Performance
9-10
•
EC1 Direct economic value generated and
distributed, including revenues, operating costs,
employee compensation, donations and other
community investments, retained earnings and
payments to capital providers and governments.
De Beers Canada
55
APPENDIx
APPENDIx
Page reference
Extent
EC2 Financial implications and risks/opportunities to
the organization’s activities due to climate change.
44, 46
◐
EC3 Coverage of the organization’s defined benefit
pension plan obligation.
13, 18
EC4 Significant financial assistance received from government.
n/a
◐
_
EC6 Policies, practices and proportion of spending on locally
based suppliers at significant locations.
42, 28-30
EC7 Procedures for local hiring and proportion of
senior management hired from the local community.
17, 19, 28
EC8 Development and impact of infrastructure investments
and services provided primarily for public benefit
through commercial, in-kind or pro bono engagement.
12, 15, 21,
25-26, 42
EC9 Understanding and describing significant indirect
economic impacts, including the extent of impacts.
_
◯
•
•
◐
◯
Enviromental Performance Indicators
Aspect: Materials
EN1 Materials used by weight or volume.
34, 45, 47
EN2 Percentage of materials used that are recycled input materials.
34-35, 44-45
◐
◐
Aspect: Energy
34, 36
EN4 Indirect energy consumption by primary source.
n/a
EN5 Energy saved due to conservation and efficiency improvements.
44
EN6 Initiatives to provide energy-efficient or renewable
energy based products and services and reductions
in energy requirements as a result of these initiatives.
36, 46
EN7 Initiatives to reduce energy consumption and reductions achieved.
36
De Beers Canada
◐
◐
◐
◐
•
Extent
Aspect: Water
EN8 Total water withdrawal by source.
30, 34-35
EN9 Water sources significantly affected by withdrawal of water.
41, 46-47
EN10 Percentage and total volume of water recycled and reused.
35, 44
Aspect: Biodiversity
EC5 Range of ratios of standard entry level wage compared
to local minimum wage at significant locations of operations.
56
Page reference
◯
Aspect: Market presence
EN3 Direct energy consumption by primary energy source.
◐
◐
•
•
•
EN11 Location and size of land owned, leased, managed in,
or adjacent to, protected areas and areas of high biodiversity
value outside protected area.
34-35, 38
EN12 Description of significant impacts of activities, products
and services on biodiversity in protected areas and areas of
high biodiversity value outside protected areas.
34-35, 38
EN13 Habitats protected or restored.
–
EN14 Strategies, current actions, and future plans for managing
impacts on biodiversity.
44, 46
EN15 Number of IUCN Red List species and national conservation
list species with habitats in areas affected by operations.
Aspect: Emissions, effluents and waste
34, 36
EN16 Total direct and indirect greenhouse gas emissions by weight.
34, 36. 44
EN17 Other relevant indirect greenhouse gas emissions by weight.
36
EN18 Initiatives to reduce greenhouse gas emissions and
reduction achieved.
44, 46
EN19 Emissions of ozone-depleting substances by weight.
34, 36
EN20 NO, SO and other significant air emissions by type and weight.
34, 36-37, 44, 46
EN21 Total water discharge by quality and destination.
34, 37, 46
EN22 Total weight of waste by type and disposal method
34-38, 45-47
EN23 Total number and volume of significant spills.
34, 38, 48
EN24 Weight of transported, imported, exported or treated waste
deemed hazardous under the terms of the Basel Convention and
percentage of transported waste shipped internationally.
35, 44-45
◐
◐
◐
◐
EN25 Identity, size, protected status, and biodiversity value of
water bodies and related habitats affected by the reporting
organization’s discharges of water and runoff.
34, 37, 46
◐
◐
◐
•
◐
◐
◐
•◐
De Beers Canada
57
APPENDIx
APPENDIx
Page reference
Extent
Aspect: Products and services
35, 38-40, 46
◐
EN27 Percentage of products sold and their packaging materials
that are reclaimed by category.
n/a
◯
Aspect: Compliance
_
•
Aspect: Transport
EN29 Significant environmental impacts for transporting products
and other goods and materials.
n/a
◯
Aspect; Overall
EN30 Environmental protection expenditures and investment
by types.
38, 44
(no $ amounts)
◐
Labour Practices and Decent Work Performance Indicators
Aspect: Employment
LA1 Total workforce by employment type, employment
contract and region.
17, 19
LA2 Total number and rate of employee turnover by age
group, gender and region.
13, 18
LA3 Benefits provided to full-time employees that are not
provided to temporary or part-time employees, by
major operations.
13, 18
•
•
•
LA4 Percentage of employees covered by collective
bargaining agreements.
20
•
LA5 Minimum notice period(s) regarding operational
changes, including whether it is specified in collective agreements.
–
◯
De Beers Canada
Extent
•
•
LA6 Per centage of total workforce represented in formal
joint management-worker health and safety committees
that help monitor and advise on occupational health
and safety programs.
19, 24
LA7 Rates of injury, occupational diseases, lost days and
absenteeism and number of work-related fatalities by region.
19, 24, 39
LA8 Education, training, counselling, prevention and risk
control programs in place to assist workforce members , their
families or community members regarding serious diseases.
19-21, 24, 44
◐
LA9 Health and safety topics covered in formal agreements
with trade unions.
–
◯
Aspect: Training and education
LA10 Average hours of training per year per employee by
employee category.
18
LA11 Programs for skills management and lifelong learning
that support the continued employability of employees and
assist them in managing their career endings.
20-22
LA12 Percentage of employees receiving regular performance
and career development reviews.
15
Aspect: Diversity and equal opportunity
LA13 Composition of governance bodies and breakdown of
employees per category according to gender, age group,
minority group membership and other indicators of diversity.
15, 19
LA14 Ratio of basic salary of men to women by category.
n/a
•
•
•
•
•
Human Rights Performance Indicators
Aspect: Labour management relations
58
Page reference
Aspect: Occupational health and safety
EN26 Initiatives to mitigate environmental impacts of products
and services and extent of mitigation.
EN28 Monetary value of significant fines and total number of
non-monetary sanctions for non-compliance with
environmental laws and regulations.
Aspect: Investment and procurement practices
HR1 Percentage and total number of significant investment
agreements that include human rights clauses or that have
undergone human rights screening.
42
◐
HR2 Percentage of significant suppliers and contractors that
have undergone screening on human rights and actions taken.
22, 42
◐
De Beers Canada
59
APPENDIx
HR3 Total hours of employee training on policies and
procedures concerning aspects of human rights that are
relevant to operations, including the percentage of
employees trained.
APPENDIx
Page reference
Extent
22
•
Aspect: Non-discrimination
HR4 Total number of incidents of discrimination and
actions taken.
21
Page reference
Aspect: Corruption
SO2 Percentage and total number of business units
analyzed for risks related to corruption.
9, 50-51
SO3 Percentage of employees trained in organization’s
anti-corruption policies and practices.
18-19
SO4 Actions taken in response to incidents of corruption.
–
Aspect: Public policy
Aspect: Freedom of association and collective bargaining
HR5 Structure including main divisions, operating companies,
subsidiaries, joint ventures.
18
Aspect: Child labour
HR6 Operations identified as having significant risk for incidents of
child labour and measures taken to contribute to the elimination
of child labour.
21-22
Aspect: Forced and compulsory labour
HR7 Operations identified as having significant risk for incidents
of forced or compulsory labour and measures to contribute to the
elimination of forced or compulsory labour.
21-22
•
19
•
Aspect: Security practices
HR8 Personnel trained in the organization’s policies or procedures
concerning aspects of human rights.
•
•
Aspect: Indigenous rights
HR9 Total number of incidents of violations involving rights of
indigenous people and actions taken.
–
◯
Society Performance Indicators
60
De Beers Canada
_
SO6 Total value of financial and in-kind contributions to
political parties, politicians and related institutions by country.
25
Aspect: Anti-competitive behaviour
SO7 Total number of legal actions for anti-competitive
behaviour, antitrust, and monopoly practices and their outcomes.
25
Aspect: Compliance
SO8 Monetary value of significant fines and total number
of non-monetary sanctions for non-compliance with
laws and regulations.
9
•
•
◯
•
•
•
•
Product Responsibility Performance Indicators
Aspect: Customer health and safety
PR1 Life cycle stages in which health and safety impacts
of products/services are assessed for improvement.
n/a
◯
PR2 Total number of incidents of non-compliance with
regulations and voluntary codes concerning health and
safety impacts of products/services.
n/a
◯
n/a
◯
Aspect: Products and services labelling
Aspect: Community
SO1 Nature, scope, and effectiveness of any programs and practices
that assess and manage the impacts of operations on communities,
including entering, operating, and exiting.
SO5 Public policy positions and participation in public
policy development and lobbying.
Extent
_
◯
PR3 Type of product and service information required by
procedures and percentage of significant products and
services subject to such information.
De Beers Canada
61
APPENDIx
APPENDIx
Page reference
Extent
PR4 Total number of incidents of non-compliance with
regulations and voluntary codes concerning product and
service information and labelling, by type of outcomes.
–
◯
PR5 Practices related to customer satisfaction, including
results of surveys measuring customer satisfaction.
42-43
◐
Aspect: Marketing communications
PR6 Program for adherence to laws, standards and voluntary
codes related to marketing communication.
16
◐
PR7 Number of incidents of non-compliance with regulations
and voluntary codes concerning marketing communications.
–
◯
Aspect: Customer privacy
PR8 Total number of substantiated complaints regarding
breaches of customer privacy and losses of customer data.
43
Aspect: Compliance
PR9 Monetary value of significant fines for non-compliance
with laws and regulations concerning the provision and
use of products and services.
n/a
Revised MMSS as at 12Jan09
•
•
MM1 Amount of land (owned or leased, and managed
for production activities or extractive use) disturbed or
rehabilitated.
35
•
MM2 The number and percentage of total sites identified
as requiring biodiversity management plans according to
stated criteria, and the number (percentage) of those sites
with plans in place.
46
◐
MM3 Total amounts of overburden, rock, tailings, and
sludges presenting potential hazards.
49
MM4 Number of strikes and lockouts exceeding one
week’s duration, by country.
17
MM5 Total number of operations taking place in or
adjacent to Indigenous People’s territories, and number
and percentage of operations or sites where there are
formal agreements with Indigenous Peoples’ communities.
28
62
De Beers Canada
Page reference
Extent
•
•
MM6A Number and Description of significant disputes relating
to land use, customary rights of local communities and
indigenous peoples.
30-31
MM6B The extent to which grievance mechanisms were used to
resolve disputes relating to land use, customary rights of
local communities and indigenous peoples, and their outcomes.
30-31
MM7
Number (and percentage) of company operating sites
where artisanal and small-scale mining (ASM) takes place on,
or adjacent to, the site; describe the associated risks and the
actions taken to manage and mitigate these risks.
n/a
◯
MM8
List sites where resettlements took place, the number
of households resettled in each, and how their livelihoods were
affected in the process.
n/a
◯
MM9
Number and percentage of operations with closure plans.
47
MM10 Significant incidents involving communities in which
grievance mechanisms have been invoked to address them,
together with their outcomes.
30-31
•◐
MM11 Number and description of incidents affecting employees,
communities, or the environment in which emergency
preparedness procedures were activated.
n/a
◯
MM12 Programs and progress reports relating to materials stewardship.
46
◐
•
•
•
De Beers Canada
63
Living up to
Diamonds
First steps in Canada
Additional Information
Additional information may be obtained by any of the following means:
(i)
contacting any of the individuals listed below;
(ii)
by going to the De Beers Canada website and following links to
the Report to Stakeholders; or
(iii)
by submitting a request to: [email protected]
For further information, please contact one of the following:
De Beers Canada Inc., Corporate division, Exploration division & Mining division:
65 Overlea Boulevard, Suite 300, Toronto, Ontario, Canada, M4H 1P1.
Telephone:
Facsimile:
+1 416-645-1710
+1 416-429-2462
Ms Cathie Bolstad – Director of External and Corporate Affairs, NWT Projects
Suite 300, 5102 50th Avenue, Yellowknife, NT, XIA 3S8
Telephone:
+1 867-766-7300
Facsimile:
+1 867-766-8347
Mr Tom Ormsby – Director of External and Corporate Affairs,
65 Overlea Boulevard, Suite 300, Toronto, Ontario, Canada, M4H 1P1.
Telephone:
+1 416-645-1710
Facsimile:
+1 416-429-2462
Web site:
Related web sites:
http://www.debeerscanada.com
http://www.debeersgroup.com ; http://www.dtc.com/
Environmental Information
This report is printed on Chorus art gloss, made from 50 per cent recycled fibre
and 25% post consumer waste. All pulps are Element Chlorine Free and acid
free. Use of the Forest Stewardship Council (FSC) logo identifies products that
contain wood from well-managed forests
certified in accordance with FSC rules.
Acknowledgments
Prepared and produced by De Beers Canada in partnership with imike.ca.
Design: imike.ca
Printing: Markham Litho Ltd.

Living up to Diamonds - Jeweltree Foundation

Transcription

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