Diavik Diamond Mine sustainable development report

Transcription

1 Diavik Diamond Mine 2014 sustainable development report

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3 Contents Introduction Welcome Sustainable development Rio Tinto Dominion Diamond Corporation Rio Tinto Diamonds Diavik s northern commitments Diavik at a glance Operations A21 development approved construction begins Mining and production targets exceeded Mine life Increase to ore reserves Proven and probable reserves Winter ice road successful Economic prosperity Socio-economic highlights Employment Operations employment A21 opportunities Building a northern underground mine team PKC project hires northern Employment history by ethnicity (individuals) Employment history by residency (individuals) Spending majority northern Operations spending Total cumulative spending Annual spending New partnership with Aboriginal business Spending by category and priority group Social well-being Grants and sponsorships Coast Guard launches Diavik Discovery rescue vessel Community contributions Northerners awarded scholarships Events volunteering in the community Health, safety, and environment Creating a healthy workplace Key performance indicators Energy programs reducing greenhouse gas emissions Fuel consumption Wind farm surpasses targets wind farm results Results since start up Artifacts could be 2,600 years old Mine rescue team Environmental compliance Inspection and enforcement Environmental management system Environmental Monitoring Advisory Board Traditional knowledge panel Water usage Water monitoring Wildlife monitoring Caribou monitoring Closure planning Verification activities Environmental monitoring programs Appendix Employment data Training Mine Training Society a partnership Mining Industry Human Resources Council Eleven new journeypersons Skilled trades Apprenticeship training by priority group Workplace learning centre Top marks Site-based training Northern Leardship Development Program Cover: For eight months of the year, ice surrounds the island-based Diavik Diamond Mine, located 300 kilometres northeast of Yellowknife, Canada. 01

4 Introduction Welcome Welcome to our 2014 sustainable development report, our 15th. This year we have amalgamated our annual sustainable development report and our socio economic monitoring report, required by the Government of the Northwest Territories. This combined report provides a comprehensive look at our operations from the past year was a very important year for Diavik. Our skilled, professional team safely mined and processed over two million tonnes for the second consecutive year from our underground mining operations, confirming our success as a fully underground mine. This achievement did not come easily and I am extremely proud of everyone at Diavik. The true success of these achievements is the fact the Diavik team achieved these results safely. Demonstrating our commitment to safely excel beyond expectations was instrumental in the decision to expand our operations. In November, our hard work was rewarded with the announcement that we will proceed with the development of our fourth kimberlite pipe, A21. The development of A21 will further increase our ability to provide long-term benefits to the people and communities of the North. Our accomplishments in 2014 set the foundation for our business to be successful through to As a successful business we will be able to continue to deliver training, employment, and business benefits to local communities, meet our commitments to environmental protection, and generate economic prosperity for our investors. In closing, please place safety first in all that you do at work and at home. Each of us at Diavik knows that reaching and surpassing targets is meaningless if a co-worker is injured or seriously hurt. Everyone at Diavik places safety first and it is our most important value. There is a powerful connection between safety and sustainability. By working safely and believing Zero Harm is possible, by incorporating safety into all we do, we continue to build a stronger and healthier business a sustainable business, which delivers benefits today and for many years to come. Marc Cameron President and Chief Operating Officer Diavik Diamond Mines (2012) Inc. 02

5 Sustainable development At Diavik, sustainable development is integrated into everything we do. Our operations provide benefits and opportunities for local communities, businesses, and governments. We work with all our stakeholders to deliver substantial and lasting benefits. Through a responsible approach to mineral development we ensure we maintain our licence to operate. This also creates the opportunity to plan, implement, and deliver sustainable contributions to social well-being, environmental stewardship, and economic prosperity, within strong governance systems. By continually engaging with communities, governments, employees, customers, and businesses, we continue to ensure our business is safe, healthy, and strong. Rio Tinto fosters a culture of innovation, where people are proud to achieve and are always learning. With headquarters in the UK, the Group comprises Rio Tinto plc a London and New York Stock Exchange listed company, and Rio Tinto Limited which is listed on the Australian Securities Exchange. Rio Tinto is strongly represented in Australia and North America, and also has significant businesses in Asia, Europe, Africa, and South America. Businesses include open-pit and underground mines, mills, refineries, smelters and power stations, research and service facilities, railways, ports, and ships. Major products are aluminium, copper, diamonds, gold, industrial minerals (borates, titanium dioxide, and salt), iron ore, thermal and metallurgical coal, and uranium. For more than 140 years, Rio Tinto has been unlocking the wealth held in the Earth s mineral resources. Some of its mines have been in operation and generating value for more than a century. Introduction Rio Tinto Rio Tinto is a leading global mining group that focuses on finding, mining, and processing the Earth s mineral resources. Supporting world-class assets is a world-class workforce of 60,000 people working in over 40 countries. Their safety is always our first concern. Our vision is to be a company that is admired and respected for delivering superior value, as the industry s most trusted partner. We work with local communities to create benefits. As a global resource industry leader, we are always looking for new answers to the complex global and local challenges, including resource scarcity, climate change, community employment, and regional economic development. 03

6 Introduction Dominion Diamond Corporation Dominion Diamond Corporation is a Canadian diamond mining company with ownership interests in two major producing diamond mines. Both mines are located in the low political risk environment of the Northwest Territories in Canada. The company operates the Ekati Diamond Mine through its 88.9 per cent ownership, as well as a 65.3 per cent ownership in the surrounding areas containing additional resources, and also owns 40 per cent of the Diavik Diamond Mine. It supplies rough diamonds to the global market through its sorting and selling operations in Canada, Belgium, and India, and is the world s third largest producer of rough diamonds by value. The company maximizes the sales value of its rough stones from the Diavik and Ekati mines, and maintains a preferred position as a supplier of rough diamonds to the world s diamond manufacturers (cutters and polishers) by dealing directly with them and tailoring rough diamond parcels to the client s particular needs. Rio Tinto Diamonds Through its 100 per cent control in the Argyle mine, 60 per cent of the Diavik mine, and a 78 per cent interest in the Murowa mine, Rio Tinto Diamonds is one of the world s major diamond producers. Rio Tinto Diamonds share of the production from these mines are sorted and prepared for sale at its sales and marketing headquarters in Antwerp, Belgium. Rio Tinto Diamonds sales and marketing group aims to differentiate itself by: Providing the right customer with the right assortment of diamonds Tailoring its approach to serve each customer Creating long-term, mutually beneficial business relationships Retaining the flexibility to respond to market opportunities It maintains an extensive industry intelligence network and a high level of customer and product support, and also believes in supporting consumer confidence in its diamonds and plays an active role in addressing key industry issues around product integrity and sustainable development. Rio Tinto Diamonds is a founding member of the Responsible Jewellery Council. Established in 2005, the council is a notfor-profit industry organization with a mandate to promote responsible, ethical, social, and environmental practices throughout the diamond and gold jewellery supply chain from mine to retail. Additionally, Rio Tinto Diamonds has taken an active leadership role in the World Diamond Council, which represents the diamond industry in the Kimberley process. More recently, Rio Tinto Diamonds has partnered with the Diamond Empowerment Fund, an international notfor-profit organization supporting education initiatives in diamond producing countries, on a number of programs aimed at raising awareness of the positive impact diamonds have around the world in the communities in which they are mined. 04

7 Introduction Diavik s northern commitments Diavik Diamond Mines (2012) Inc., located in Yellowknife, Northwest Territories, Canada, is committed to ensuring local communities benefit from the sustainable development of its mine. Commitments are formalized through individual participation agreements with the Tlicho Government, the Yellowknives Dene First Nation, the North Slave Metis Alliance, the Kitikmeot Inuit Association, and the Lutsel K e Dene First Nation. In 2014, Diavik and the Lutsel K e Dene First Nation renewed their participation agreement. This followed renewals completed with the other four community partners. These long-term renewals ensure local Aboriginal partners will continue to benefit from training, employment, and business opportunities at Diavik. Diavik also has a socio-economic monitoring agreement with the Government of the Northwest Territories, which was signed by Aboriginal partners. Regulatory requirements and an environmental agreement between Diavik, Aboriginal partners, and federal and territorial governments formalize Diavik s environmental protection commitment. The Environmental Monitoring Advisory Board, created under the environmental agreement, and the socio-economic monitoring agreement allow communities and governments to monitor Diavik s environmental commitments. 05

8 Wind Farm NORTH Waste Transfer Area A21 Access Road A21 Location Coronation Gulf Kugluktuk Coppermine River Bathurst Inlet Umingmaktok Satellite image 23 August Diavik at a glance A21 development approved US $350 million budget for four year dike construction Four ore bodies A21, A154 South, A154 North, and A418 Spending (2000 to 2014) C $6.4 billion ($4.6 billion northern, of which $2.4 billion was Aboriginal) Operations workforce (31 December 2014) 948 (448 northern) Total mine life 16 to 22 years (currently in year 13) 2014 rough diamond Diavik Diamond Mine production 7.2 million carats Reserves 18.1 million tonnes at 2.9 carats per tonne (31 December 2014) NORTHWEST TERRITORIES YELLOWKNIFE C A N A D A Northwest Territories Wha Ti Fort Providence Gameti Hay River Winter Road Behchoko N dilo Arctic Circle Wekweeti Lac de Gras Yellowknife Dettah Great Slave Lake Mackay Lake Fort Resolution Jericho Diamond Mine Tahera (closed) Contwoyto Lake Ekati Diamond Mine Dominion Diamond Corporation Snap Lake Diamond Mine De Beers Lutsel K e Nunavut Diavik Diamond Mine Rio Tinto/Dominion Diamond Corporation Gahcho Kue De Beers/Mountain Province

9 A21 development approved construction begins In November, Rio Tinto announced a major investment in Diavik US $350 million for development of the A21 kimberlite ore body, to be funded by the joint venture. The development includes construction of a water retention rockfill dike, which will allow safe open-pit mining of the A21 kimberlite ore body. Over a four-year period, members of Diavik s own workforce, supported by specialized contractors, will construct the dike. This will be the largest construction project managed exclusively by the Diavik team. The addition of the A21 open pit to the mine plan is not expected to extend mine life, but will offset decreasing underground output, ensuring a continuation of existing production levels. With the development, Diavik will add to its strong community benefits. Dike construction will generate construction employment for northerners and Diavik will work with these individuals to pursue full-time operations employment opportunities. The A21 construction workforce will be around 115 in 2015 and grow to up to an estimated 235 people in Open-pit mining, due to begin in late 2018, will add 80 to 100 people to total employment. Operations For the dike, Diavik will utilize the same innovative design and engineering technologies used to construct its two other dikes. Diamond production is scheduled to begin in late 2018 and continue through A21 diamonds are of similar quality to those produced from the A154 South pipe high-end, gem-quality diamonds. A21 work scheduled for 2015 includes crushing rock, surveying and constructing the access road, dredging lakebed silt and removing boulders, constructing dike abutments, and installing dewatering pipelines. Future year s work includes dike construction in 2016, with dewatering and prestripping in 2017 and It will take four years to build the A21 dike, with first diamonds scheduled for fourth quarter

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12 Operations Mining and production targets exceeded In 2014, Diavik s underground mining and ore processing teams continued to deliver results beyond expectations. For the year, Diavik safely mined 2.1 million tonnes of ore from its underground mine, up from 1.9 million tonnes the year before. 2.3 million tonnes of ore was processed, including all underground production and about 200,000 tonnes of stockpiled ore. Diamond production was 7.2 million carats; unchanged from the previous year. Mine life A154 open-pit A418 open-pit A154/A418 underground A21 open-pit Mine schedule subject to market conditions, further resource evaluation, continued mine planned, etc. Increase to ore reserves To support the annual mineral resources and ore reserves review process detailed in Rio Tinto s 2014 annual report, Rio Tinto Diamonds has declared an increase of its Diavik Diamond Mine ore reserves, resulting from the completion of studies and evaluations. The update is based on a rigorous examination of the identified resources, mining options, and operations planning for Diavik, resulting in: the addition of a new open-pit mining development from the fourth kimberlite pipe, A21, to be mined with the existing underground production from the A154N, A154S and A418 pipes, and production from A21, which will bring open-pit mining back into the mine plan, adding important incremental production to ongoing underground output to sustain the current total production rate over the existing mine life. The updated ore reserve and current mine plans indicate production continuing to Remaining mineral resources are available and are being evaluated, and may have potential to be added to the mine plan in due course. Diavik s fourth kimberlite pipe, A21, is located on the mine site near the other three pipes currently in production. During the fourth quarter of 2014, Rio Tinto approved a positive feasibility proposal to add A21 to the existing mine plan. An implementation team is in place and construction activities began immediately. Reserves expanded 11% Development includes site preparation, earthworks, water management, and pre-production overburden stripping. First ore production from A21 is expected in Proven and probable reserves 31 December 2014 Pipe Tonnes (millions) Carats/ tonne Carats (millions) A A154S A154N A Stockpile Total Further detail supporting Diavik s ore reserves was released to market on 6 March 2015 and can be accessed at These reserves reflect the available technical information and are current at the time of publication of this report. Some numbers may not add due to rounding. 10

13 Operations Winter ice road successful Constructed annually for mine resupply, the Tibbitt to Contwoyto Winter Road is the world s longest heavy haul ice road, extending 600 kilometres when built into Nunavut. Eighty-five per cent of the road is constructed over frozen lakes connected by 65 land portages. Open for approximately eight weeks each winter, the ice road is a joint venture managed by Diavik Diamond Mines (2012) Inc., Dominion Diamond Ekati Corporation, and De Beers Canada Inc. The road opens to light loads and full weight capacity when ice thickness reaches 0.71 metres and 1.04 metres respectively. In 2014, Diavik trucked 3,149 loads (111,659 tonnes) of fuel, cement, explosives, equipment, and other materials over the winter road. Total northbound loads and tonnes for 2014 were 7,069 and 243,

14 Economic prosperity Socio-economic highlights Diavik provides significant training, employment, and business opportunities to the Northwest Territories and the West Kitikmeot region of Nunavut. These commitments have been formalized through the Diavik socio-economic monitoring agreement, and in individual participation agreements concluded with five Aboriginal groups the Tlicho Government, the Yellowknives Dene First Nation, the North Slave Metis Alliance, the Kitikmeot Inuit Association, and the Lutsel K e Dene First Nation. Employment Diavik continues to focus on maximizing hiring and training northerners. Investment in A21 and the proven success of the underground mine will ensure opportunities continue. The transition to a fully underground mine in 2012 required Diavik to adapt its business to ensure it remained sustainable. This required the company to examine all aspects to its business to raise efficiency and reduce costs. Ore mined tonnages and processing rates as well as energy reduction (information on which is included in this report) are examples of how the business adapted. 12

15 Part of this strategy included adjusting the total workforce numbers to reflect new operating conditions. While Diavik s overall employment has been trending down, it has been very successful in hiring northern and Aboriginal peoples and training them as underground miners. The processed kimberlite containment dam raise construction project and ice road construction projects are other examples of employment opportunities, but the benefits do not end when these projects conclude Operations Employment Total 948 (31 December 2014) 53% southern (500) 18% northern Aboriginal (171) 29% other northern (277) Diavik has been successful in working with these individuals to identify opportunities to transition them from term employment to full-time positions within its workforce. A21 construction is another opportunity for northerners to gain term employment and transition to full-time permanent roles at the mine. A21 opportunities Development of the A21 ore body will require a construction team. In fact, hiring has begun and the size of the workforce will vary over the project. It will take four years to build the rockfill dike. In 2015, it is projected that the A21 workforce will grow to around 115 people, then up to 235 in When A21 begins production in 2018, Diavik will require an additional 80 to 100 permanent employees to open-pit mine A21. These roles will be an addition to current employment levels. Economic prosperity 13

16 Economic prosperity Building a northern underground mine team Diavik is extremely proud of its efforts to develop a northern underground mine team. The success is the result of training and employment efforts over several years. At year-end, the underground production group included 181 people, of whom 109, or 60 per cent, are northern, of whom 72 people, or 40 per cent, are Aboriginal. The 109 people were northern at time of hire, as opposed to moving north when hired. When Diavik began mining initial ore from underground in 2010, the North did not have trained, experienced underground miners to hire. Diavik was tasked with training and developing a new northern underground mine workforce. The solution was a graduated system, with a group comprised of seasoned underground miners (Miner 5s and Miner 4s) and entry level northerners (Miner 1s). As the northerners gained experience, they moved up where opportunities became available. This created entry-level opportunities for more northerners to begin their careers in mining. For its part, Diavik dedicated time and effort to train and build its northern underground production team. A very important part of the process is the influx of trainees from the North s Mine Training Society, which Diavik supports. Today, the system is sustainable and successful as it provides training and employment opportunities to northerners. Underground mine production team Northern Aboriginal 72 40% Other northern 37 20% Total northern % Southern 72 40% Total % 14

17 PKC project hires northern In 2014, despite the fact that Diavik was not expanding its mining operations, it still was able to offer new employment opportunities to northern residents, specifically through its processed kimberlite containment, or PKC, dam raise construction project. Diavik recognized this was an opportunity to employ northerners and transfer them to potential permanent site-based jobs. In 2014, Diavik hired 50 people for the PKC construction project. Northern hiring was 76 per cent. Of the 38 northerners, Diavik transitioned 15 individuals to fulltime employment at its mine site. Additionally, six people transferred to seasonal winter road employment. Of the total of 21 people, 16 are northern, of which 14 are northern Aboriginal. The PKC is an engineered structure constructed for waste rock generated by ore processing. The dam raise is a $30 million, three-year project scheduled to conclude in PKC hires Northern Aboriginal Other northern 6 11 Total northern Southern 9 12 Total Economic prosperity Employment by ethnicity (individuals) * 2013* 2014* Aboriginal 313 (28%) 238 (22%) 236 (24%) 229 (24%) Non-Aboriginal 824 (72%) 649 (61%) 645 (64%) 610 (64%) Unknown** (17%) 116 (12%) 109 (11%) Total 1,137 1, Employment history by residency (individuals) Northern Aboriginal*** 313 (28%) 206 (19%) 202 (20%) 194 (20%) Other northern 329 (29%) 302 (28%) 283 (28%) 254 (27%) Total northern 642 (56%) 508 (47%) 485 (49%) 448 (47%) Southern 495 (44%) 563 (53%) 512 (51%) 500 (53%) Total 1,137 1, * 2012 onwards data is based on improved data collection process. ** Declaration is voluntary. At year-end, ethnicity of 109 individuals was not known; this includes 87 individuals who chose not to declare and 22 individuals declarations that had not been received. However, from 2012 onwards, residency data for all individuals is known through the newly implemented data collection system. *** Includes all northern Aboriginal peoples residing in the Northwest Territories or West Kitikmeot. 15

18 Economic prosperity Northern spend 76% Spending majority northern In 2014, Diavik raised its focus on northern businesses and, in so doing, ensured major benefits flowed to local firms, many of which are Aboriginal. For the year, Diavik achieved its highest percentage northern spend since Seventy-six per cent of spending was with local businesses. Of the $251 million northern spend, $110 million was with Aboriginal business. Since 2000, Diavik has spent $4.6 billion with local businesses, or 72 per cent of the total businesses spend of $6.4 billion. Of the $4.6 billion in northern spend, $2.4 billion has been spent with northern Aboriginal businesses and their joint ventures Operations Spending $140.9 million 43% other northern $81.2 million 24% southern $110.0 million 33% northern Aboriginal 16

19 MILLIONS OF DOLLARS $6,500 $6,000 $5,500 $5,000 $4,500 $4,000 $3,500 $3,000 $2,500 $2,000 $1,500 Total Cumulative Spending $2,416 $2,177 $1,783 Total northern spend $4.6 B Economic prosperity $1,000 $ Northern Aboriginal Other Northern Other Canadian Annual Spending $1,200 $1,100 $1,000 $604 MILLIONS OF DOLLARS $900 $800 $700 $600 $500 $400 $300 $200 $100 0 $270 $ (Capital) $66 $120 $58 $71 $84 $76 $197 $112 $101 $224 $155 $108 $276 $245 $206 $254 $256 $ $145 $143 $144 (Operations) $113 $147 $105 $125 $178 $135 $115 $180 $143 $116 $146 $101 $110 $141 $81 Northern Aboriginal Other Northern Other Canadian 17

20 Health, safety, and environment New partnership with Aboriginal business Early in 2014, Diavik announced that Det on Cho Logistics, a Yellowknives Dene First Nation company, had been awarded Diavik s jet passenger service contract. The venture builds upon Diavik s existing business partnership with the Yellowknives Dene First Nation, which includes catering and accommodations services company Bouwa Whee. Spending by category and priority group Category Outsourced labour Freight, cargo, transport Construction Human resources services Consumables Accommodations services Drilling, blasting Professional services Telecommunications Passenger transport Environmental services Fuels, lubricants Other Total spend Northern Aboriginal Other northern Subtotal northern Subtotal Other Overall Total Category % % 77% 7% 84% 16% % 37% 63% 99% 1% % 9% 71% 80% 20% % 0% 0% 0% 100% % 15% 39% 54% 46% % 0% 89% 89% 11% % 96% 0% 96% 4% % 1% 19% 20% 80% % 0% 75% 75% 25% % 97% 3% 100% 0% % 37% 38% 75% 25% % 0% 100% 100% 0% % 18% 48% 66% 34% % 33% 43% 76% 24% Under the contract, Det on Cho Logistics, in partnership with Summit Air and First Air, will manage the transportation of mine site employees travelling to the Diavik Diamond Mine from Edmonton. 18

21 Mine Training Society a partnership Diavik is a founding member of the NWT s Mine Training Society (MTS) and continues its support. The underground miner training program includes a sitebased training component where trainees complete six, two-week rotations. In 2014, two groups of underground miner trainees completed on-site training at the Diavik mine. Eight underground candidates (all northern Aboriginal) were offered six-month training positions. Of these eight, four were offered and will transition to full-time positions, and the other four will complete their practicums in This past year, Diavik s safety team also worked with the MTS to complete the society s industrial safety training program. Over the year, about 1,000 northerners have completed this two-week training. For this initiative, Diavik provided industrial workplace related materials and input. This program is approved by the North s three operating diamond mines as well as the Workers Safety and Compensation Commission. It is also part of the underground miner training program. Together with the Mine Training Society, Diavik celebrated the 1,000th person to be employed under MTS trainingto-employment projects. Conan Zoe, an employee with Diavik, was celebrated at a presentation with Employment and Social Development Minister Jason Kenney, along with representatives of Diavik, Aurora College, Government of the Northwest Territories, and MTS. Training 19

22 Training Mining Industry Human Resources Council (MiHR) certification In 2014, Diavik continued its participation in the Mining Industry Human Resources Council s (MiHR) national certification programs for underground miners and mineral processors. Through these programs, individuals who achieve certifications demonstrate they have the skills that meet national standards, which have been developed by MiHR and the mining industry. Diavik has supported the MiHR certification, a national standardized certification program, since inception in Diavik underground miners were the first in Canada to be certified under this program. At year-end, 46 members of Diavik s workforce have achieved MiHR underground miner certifications and 56 individuals have achieved MiHR mineral processor certifications. Eleven new journeypersons Since operations began, Diavik has supported numerous apprentices in their efforts to become trained trades journeypersons. In 2014, 11 Diavik apprentices completed their apprenticeships, achieving journeyperson certifications from the Government of the Northwest Territories. The group includes: Craig Crawford, instrument technician Kyle Lavoilette, welder John-Earle MacPhee, parts technician Trevor Bower, parts technician Dwayne Rombs, steamfitter/pipefitter Dennis Park, heavy duty equipment technician Timothy Vyse, heavy duty equipment technician Nickolus Minde, machinist Jesse Beaulieu, millwright Nathan Joy, parts technician Brian McKay, electrician Under its world-class apprentice program, Diavik continues to pay its apprentices while they complete academic requirements associated with their apprenticeships. Other benefits include providing $2,500 loans per year and covering costs for books during each level/year of study. Apprenticeships often take four years to complete, with academics taking one to three months per year. 20

23 Skilled trades Diavik has committed to train between eight and 18 apprentices annually. Diavik s apprenticeship program increases skills and provides opportunities for employees. At year-end, Diavik supported 34 apprentices, with 29 being northerners; of the 29 northerners, 15 are northern Aboriginal. Two Diavik apprentices are working towards dual journeyperson certifications. Since 2003, 45 apprentices have successfully completed their apprenticeships at Diavik and achieved journeyperson certifications from the Government of the Northwest Territories. Apprenticeship training by priority group Northern non-aboriginal 14 Northern Aboriginal 15 Northern subtotal 29 Southern subtotal 5 Total 34 Workplace learning centre Diavik maintains a workplace learning centre at the mine site. The centre is intended to help employees build their skills in tasks directly related to their daily work role as well as assist employees in upgrading education through GED preparation and GED exam invigilation. Employees writing exams for other courses can do so at the mine site under supervision in the learning centre. A training adviser is available to provide learning support to apprentices preparing to attend technical training. The learning centre is the first point of contact for new employees and contractors. Site-based training For all employees and contractors, Diavik provides extensive health and safety training, including: Job hazard analysis Workplace hazardous materials information system Transportation of dangerous goods Fire extinguisher Work area orientations Isolation and arc flash Fall protection Confined space Overhead cranes Rigging and hand signals Diavik also provides training for safe operation of 200 pieces of equipment, including underground haul trucks and scoops, surface haul trucks, graders, dozers, loaders, and excavators. All employees and contractors complete work-related training. Often, this totals over 40 hours per person each year. Northern Leadership Development Program To help increase the number of qualified Aboriginal peoples at the supervisory and management level, Diavik developed an Aboriginal development program in partnership with SAIT Polytechnic and Aurora College. The program includes Diavik and contractors. As well as covering the customized curriculum, which is based on Rio Tinto leadership competencies, participants are matched with a Diavik supervisor for mentoring. Since 2005, 76 individuals have completed the program. All graduates receive a certificate from SAIT recognizing their achievement. In 2010, Diavik expanded the program and made it available to De Beers Canada. In 2011, the program transitioned to Aurora College. In 2014, four Diavik employees participated in the program. Training Top marks In 2014, five Diavik s apprentices were recognized with certificates from the Government of the Northwest Territories. These awards are given each year to the apprentices who achieve the highest marks in their respective disciplines/ levels. Diavik apprentices presented certificates included: Michael Sibbald, instrument technician (level 3) Dwayne Rombs, steamfitter and pipefitter (level 3) Scott Metcalfe, industrial mechanic millwright (level 2) Craig Crawford, instrument technician (level 4) Tristan Campbell, industrial mechanic millwright (level 1) 21

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26 Social well-being Grants and sponsorships Diavik continues to support the North through its community contribution program, which includes grants for community champions, community safety, and healthy school programs. Other support includes diamond donations and scholarships. The community contributions initiative builds upon existing programs, all of which are focused on improving the quality of life for local residents. Examples of community support include: Multi-year super soccer funding partnership; approximately 1,300 youth from 25 schools across the North compete in this event Funding to assist the Canadian Coast Guard Auxiliary s Yellowknife Marine Rescue Unit upgrade its search and rescue watercraft Continued support for the Diavik Community Scholarship Fund administered by the Yellowknife Community Foundation Healthy schools funding for Weledeh school playground equipment project In total, Diavik s 2014 sponsorships, scholarships, and diamond donations totalled $270,000 in local community investment. Through a copper recycling effort, Diavik collected 12 tonnes of copper at its mine site $55,906 was raised for the Hay River BMX recreation facility. In partnership with Crossworks Manufacturing, polished Diavik diamonds were donated to community organizations, including the Yellowknife Community Foundation and the Yellowknife Seniors Society. These organizations significantly increased the value of the diamonds through an auction and a raffle, with proceeds supporting these organizations community initiatives. In June, the Kimberlite Career and Technical Centre, a training facility located in Yellowknife, celebrated its 10th anniversary. At the event, Diavik was recognized for its long-term support. Since 2003, Diavik has contributed over $280,000 in funding support for the centre s pre-trades courses, which improve skills levels among northerners. In 2003, Diavik s initial contribution for the centre s welding program was $75,

27 Coast Guard launches Diavik Discovery rescue vessel To assist the Canadian Coast Guard Auxiliary s Yellowknife Marine Rescue Unit in its efforts to upgrade their search and rescue watercraft, Diavik donated $30,000. The upgraded vessel, named the Diavik Discovery, includes transfer of self-righting equipment and engines, along with state-of-the art navigation, from the previous vessel. Just two hours after the dedication ceremony, the crew of the Diavik Discovery rescued four people from a sinking boat 30 kilometres south of Yellowknife. The Coast Guard Auxiliary is very much like the Diavik mine site emergency response team; always there to help if needed. Social well-being Community contributions Community YCF scholarship $35,000 Coast Guard $30,000 Chief Jimmy Bruneau School $25,000 Super Soccer $15,000 Stanton Territorial Hospital Foundation $15,000 Weledeh School playground $15,000 Lutsel K e fish habitat $10,700 Kimberlite Career and Technical Centre $10,000 $141,000 in scholarships awarded Northerners awarded scholarships In 2014, four northerners were recipients of the Diavik Community Scholarship Fund. The Diavik Community Scholarship Fund was announced in 2013, with initial funding of $25,000. In 2014, at the Foundation s annual gala event, Diavik added $35,000. Diavik s scholarship program includes funding for participation agreement scholarships, the Diavik employee dependent scholarships program, and the Community Scholarship Fund administered by the Yellowknife Community Foundation. In 2014, scholarship funding totalled $167,400. Events volunteering in the community Diavik staff volunteered at various community events in 2014, including: North Slave Metis Alliance fish fry NWT and Nunavut Chamber of Mines miners picnic Gameti career fair Hay River career fair The recipients and their areas of study are: Monique Chapman, Bachelor of Science in Marine Biology, Dalhousie University Sydney Friesen, Bachelor of Engineering, University of Victoria Martha Hamre, Bachelor of Engineering, University of Guelph Bryana Matthews, Bachelor of Science in Biology and diploma in Environmental Restoration, University of Victoria By adding to its scholarship fund, which is administered by the Yellowknife Community Foundation, this past year, Diavik continued to improve the sustainability of the fund, meaning a longer-term legacy. This will allow the foundation to award more scholarships to deserving young northerners. 25

28 Health, safety, and environment Creating a healthy workplace Diavik has numerous initiatives focusing on employee health and providing a healthy working environment. The Diavik Diamond Mine site main accommodations complex includes cafeteria, recreational facility, medical facility, and private rooms. The dining room offers employees hot breakfasts and dinners. Other features include a coffee bar, sandwiches, pastries, and fruits and vegetables. Meals are provided and the menu has an array of options, including heart-smart meals. On-site recreational facilities ensure everyone can maintain a fit and healthy lifestyle. The facilities include a basketball court, squash court, and running track as well as treadmills, stationary bikes, stair masters, rowing machines, weights, and sauna. Private rooms in the accommodation complex include full bath, television, phone, Wi-Fi, large windows, and darkening shades. The mine s medical facility is staffed by physician assistants on call 24-hours a day. These aspects make up the various parts of the main accommodations. Beyond this, to ensure workers health is not affected by the workplace, Diavik, which is an industrial workplace, monitors its workplace for longer-term health risks. Monitoring programs focus on diesel particulate, silica, welding fumes, and noise levels. Diavik medical surveillance programs include pulmonary (lung) and audiometric (hearing) testing. As well, the mine has an employee occupational health and safety committee. In 2014, Diavik focused on a mental wellness program and conducted a working on wellness survey of employees to develop a program based on employee feedback. Additionally, Diavik recently highlighted the many health and wellness programs available in its new and improved employee value proposition. 26

29 Key performance indicators Lost time injuries 3 3 Lost time injury frequency rate* Medical treatments 7 3 All incident frequency rate** Significant potential incidents 7 3 Health and safety non-compliances 0 0 Environmental regulatory non-compliances 1 1*** Significant environmental incidents 0 0 Environmental management system Maintained ISO Maintained ISO Greenhouse gas emissions (+CO 2 equivalent)**** 192, ,427 Closure security***** $159.0 million $150.7 million Health, safety, and environment * Lost time injury frequency rate (injuries x 200,000 hours total hours worked). ** All incident frequency rate (lost time injuries + medical treatments x 200,000 hours by hours worked). *** A single sample from the north inlet water treatment plant exceeded grease/oil limits; investigation was unable to determine the cause. **** Multiple energy management initiatives resulted in the majority of the five per cent reduction in greenhouse gas emissions; see page 28. ***** Under the Diavik environmental agreement, a security deposit for the performance of the joint venture s reclamation obligations is required. Diavik is progressively reclaiming the site, which results in the lowering of this amount. 27

30 Health, safety, and environment Energy programs reducing greenhouse gas emissions Diavik implemented numerous energy management initiatives in 2014, which played a key role in reducing greenhouse gas emissions by five per cent in 2014 compared to Several key programs that were completed in 2014 include: Adjusting underground mine temperature set points to four degrees Celsius from five degrees Celsius Installation of energy efficient engines on the underground haul truck fleet Optimizing the glycol heat recovery system in power house 2, which resulted in reducing boiler plant use Additional programs included the installation of a waste oil boiler, which generates heat for the backfill plant, and the completion of energy audits on various buildings around the mine. Site teams drove these initiatives and delivered the results. These efficiencies, which required total capital investment of approximately $250,000, resulted in a net gain of approximately $1 million. For the year, emissions were reduced by just over 10,000 tonnes CO 2 equivalent. This is especially noteworthy because Diavik increased the amount of ore it mined by ten per cent and the total ore processed by eight per cent. With these higher mining and processing rates, an overall increase in diesel fuel would have been anticipated. The majority of the year-over-year greenhouse gas emissions reduction was the result of these programs, with the wind farm, operational in both 2013 and 2014, playing a role as well. In 2014, total diesel fuel usage decreased by three per cent compared to 2013, largely due to the energy savings initiatives. Last year, Diavik required 64.7 million litres of diesel fuel compared to 70.0 million litres in 2013, representing a reduction of 40 fully loaded fuel trucks on the winter road. Diesel fuel and the wind farm generate electrical power required to operate the Diavik Diamond Mine. Diesel is also required for mobile equipment and heating. MILLIONS OF LITRES CO 2 reduced 5% Fuel Consumption Fuel consumption (litres) Mining 21,480,972 24,035,288 17,568,558 13,023,945 8,405,605 9,861,181 Boiler 4,953,133 10,158,733 12,574,541 9,853,483 16,338,517 13,562,993 Electricity 22,439,133 33,314,930 38,416,210 41,401,957 41,813,068 40,802,087 Construction 12,841,125 1,489, , , , ,804 Total 61,714,542 68,998,748 69,431,559 64,612,821 66,999,171 64,693,06 28

31 Wind farm surpasses targets In 2014, site fixed plant teams raised the wind farm s efficiency to an impressive 97.5 per cent wind farm results Energy produced 19.9 gigawatt hours* Health, safety, and environment This demonstrates the renewable energy facility is being operated at an extremely high level of efficiency and its four 2.3 megawatt turbines were available almost the entire year to generate energy when wind was available. % availability 97.5% Diesel offset 4.9 million litres CO 2 -e offset 14,068 tonnes Fuel savings ~$6 million Project to date efficiency is 89.7 per cent. 11% of mine s power Diavik, remote and off-grid, remains a global leader in cold climate renewable energy and fixed plant teams operate the world s largest wind-diesel hybrid power facility. * 19.9 gwh would power 37,300 sixty watt light bulbs for 1 year. Results since start up* Diesel fuel offset for the year was 4.9 million litres, a 29 per cent improvement from the previous year. Power produced, at 19.1 gigawatt hours, was up 25 per cent year over year. Energy produced 38.9 gigawatt hours % availability 89.7% Diesel offset: 9.6 million litres Carbon CO 2 -e offset 27,367 tonnes Fuel savings ~$11.5 million Peak power penetration 55% 10% of mine s power needs * October 2012 to December

32 Health, safety, and environment Artifacts could be 2,600 years old Artifacts found during a Diavik caribou monitoring program, including several stone tools, are estimated to be between 1,300 and 2,600 years old. The tools, including knives and adzes (axes), are in exceptional condition. A stone hearth was also found at the site. Community representatives from the Tlicho were installing a remote camera system to help monitor the caribou when the find was made near Contwoyto Lake in Nunavut. It is believed they were cached or were used as part of a ceremony by Aboriginal peoples travelling across the tundra to hunt caribou. Buried under silt and hidden by the tundra s small, but abundant, vegetation, evidence suggests that the tools were exposed by grizzly bears digging into the earth to locate the dens of arctic ground squirrels. The find was reported to the Nunavut Government, who sent an archaeologist to formally study the area and collect the artifacts. Diavik conducts low-impact behavioural monitoring surveys at varying distances from the mine to help assess the effectiveness of its environmental mitigation strategies. A return archaeological field trip to the site was planned for 2014, but was cancelled due to poor weather. Community representatives assist Diavik s environment department to carry out the monitoring program and help assess if the mine is having any impact on migrating caribou populations. 30

33 Health, safety, and environment 31

34 Health, safety, and environment Mine rescue team Diavik s emergency response skills were again put to the test during the annual mine rescue competition, organized by the Workers Safety and Compensation Commission of the Northwest Territories. The two-day competition, held in June in Yellowknife, saw five teams from four mines demonstrate surface and underground response and rescue skills. Diavik competed in the underground competition against two other mines from the Northwest Territories, and won the rope rescue event. Diavik has a group of around 70 individuals who volunteer their time to undertake training to deal with emergency incidents at the mine. Eight members of this team were selected to compete in this year s mine rescue event. 32

35 Environmental compliance As part of its commitment to the environment, Diavik is a signatory to an environmental agreement with local Aboriginal groups, and the federal and territorial governments. Finalized in March 2000, the agreement formalizes Diavik s environmental protection commitments, establishes reclamation security requirements, and provides transparency and oversight to local communities. Regulatory requirements are governed by a variety of environmental acts and regulations that set specific conditions through various permits, licences, and authorizations as well as the environmental agreement. For example, the water licence establishes effluent criteria for waste water discharge to protect the water. Fish and fish habitat are protected, monitored, and managed in accordance with the requirements of fisheries authorizations. Environmental management system To manage its environmental protection commitments, Diavik has implemented an internationally certified Environmental Management System (EMS) that: Identifies and priorities environmental risks Identifies activities to protect the environment Ensures employees are properly trained Anticipates and avoids environmental problems Ensures regulatory compliance and due diligence Ensures consistency with corporate environmental policy Certified under the internationally acknowledged ISO14001 standard, Diavik s EMS is designed to be simple, understandable, easy to implement, and adaptable. Diavik s EMS includes protection for wildlife, water, and fish habitat issues of particular concern raised by local communities. Health, safety, and environment Land leases outline the requirements for responsible land management practices, including provisions for infrastructure, and waste and hazardous materials management. The public can view these various documents at a public library in the Environmental Monitoring Advisory Board s office in Yellowknife and/or through the Wek eezhii Land and Water Board public registry (online and library). Inspection and enforcement Government inspections provide assurances that Diavik remains in environmental compliance. In 2014, regular inspections were conducted by the federal Department of Aboriginal Affairs and Northern Development Canada (AANDC), and following devolution by the territorial Lands Department, which holds primary responsibility for enforcement and inspection of the legal provisions of permits and licences related to land and water use and waste management. Eleven inspections were conducted by the AANDC/GNWT inspector in Environment Canada conducted one inspection during the year. Inspection reports are included in the Wek eezhii Land and Water Board online registry, which can be sourced from its web site (wlwb.ca). Environmental Monitoring Advisory Board In March 2000, the environmental agreement (EA) was signed by Diavik, the Tlicho Government, the Yellowknives Dene First Nation, the Lutsel K e Dene First Nation, the Kitikmeot Inuit Association, the North Slave Metis Alliance, the Government of the Northwest Territories, and the Department of Indian Affairs and Northern Development. Through the EA, the Environmental Monitoring Advisory Board (EMAB) was established as a not-for-profit organization that works independently and at arm s length from Diavik and the other parties to the EA. EMAB s mandate is to assist with the implementation of the environmental agreement. EMAB also serves as an external reviewer of Diavik s environmental performance. 33

36 Health, safety, and environment Traditional knowledge panel input on closure planning The Diavik traditional knowledge panel, comprised of local community representatives, was established by the Environmental Monitoring Advisory Board (EMAB). The current panel began meeting in Administration of the panel transferred to Diavik from EMAB in The panel s focus includes reviewing closure options and providing recommendations to be considered in the development of the mine closure plan. Based on panel guidance, Diavik organized the seventh session as a sitebased, revegetation workshop in August. The five-day workshop included field work and breakout meetings, with the goal being to identify ways to keep wildlife safe when passing through the mine area after closure. The panel considered suitable habitat, plant and movement options that would support this goal. The concept of revegetation was difficult for many members to consider; largely based on a fundamental belief that nature is powerful and will heal itself, and that interfering with this process is disrespectful. After much discussion, many panel members acknowledged that there is value in assisting the revegetation process, given that disturbance from mining is more extensive than flooding, for example. Participants worked together to identify areas around the mine site where wildlife and plant growth should or should not be encouraged. Panel members also identified their preferred design option for site roads after closure, favouring flattened berms that extend further out from the existing road base. The panel is also interested in creating safe access for caribou over site infrastructure such as the waste rock pile. This generally translated to providing access ramps that would connect specific areas. However, they see value in reviewing traditional caribou trail maps from Diavik s baseline work to confirm the best route for which to encourage caribou use. Members of the panel concluded that a smooth surface and slope of the capped test rock pile would be acceptable for safe wildlife passage, largely because there were no exposed large boulders that could injure caribou hooves and legs. At the panel s request, a traditional knowledge literature review was completed. The review includes identifying existing traditional knowledge on vegetation. This could assist with Diavik s closure plan. It could also be used as a reference for the panel and for communities when considering ecosystem needs at closure. 34

37 Water usage (m 3 )* Fresh water used Fresh water for plant 400, ,018 Potable water 67,774 72,175 Dust management 39,365 50,494 Fresh water, other 0 0 Total* 508, ,687 Underground dewatering 11,838,632 11,737,313 Effluent discharged to Lac de Gras Collection ponds to Lac de Gras (clean water) 0 0 North Inlet to Lac de Gras (water treated through North Inlet Water Treatment Plant) 12,616,049 11,438,537 Total 12,616,049 11,438,537 Recycled/reused water within plant Recycled processed kimberlite containment water 1,806,263 1,259,135 Recycled North Inlet water** 275,730 1,190,855 Treated sewage effluent 66,064 70,945 Collection ponds to PKC (silty water) 894, ,558 Total 3,042,387 2,722,493 * 1 m 3 = 1,000 L ** Includes batch and backfill plants. Health, safety, and environment 35

38 Health, safety, and environment Water monitoring Diavik s water quality monitoring system includes a surveillance network program for monitoring water in and around the mine site, and an aquatic effects monitoring program, which measures changes in the Lac de Gras aquatic environment. Results from water quality monitoring programs are collated and reviewed to identify the need for any follow-up action. Wildlife monitoring Diavik monitors the potential effects of the mine on wildlife and wildlife habitat. Monitoring is done to help Diavik determine if the predictions made in its environmental assessment are accurate and to help assess the effectiveness of mitigation strategies. Currently, Diavik conducts caribou, raptor, wolverine, grizzly bear, and other wildlife monitoring programs. Caribou monitoring Caribou are a key indicator species because of their cultural and economic value to northern residents as well as being of ecological importance. Diavik conducts low impact behavioural surveys of caribou at varying distances from the mine. Closure planning As a requirement of Diavik s Type A water licence, environmental agreement, and land leases, a report is prepared annually to report on progress, research results, and ongoing alterations or changes to the interim closure and reclamation plan. The progress report is externally reviewed and approved. 36

39 Verification activities Area External Rio Tinto Internal Environment Social Economic Environmental monitoring advisory board Inspections by government regulators and inspectors Facility inspections Health and safety audits by government regulators and inspectors Socio-economic monitoring advisory board monthly review Participation implementation committee performance review Socio-economic monitoring advisory board Independent financial audits Audits by government regulators Independent technical audits, plus Rio Tinto environmental standards review Annual health and safety management audits against Rio Tinto safety standards Best-practice audits Annual review Environmental management system audits Facility inspections Workplace health and safety audits Workplace safety interactions Human resource system audits Financial audits Health, safety, and environment 37

40 Health, safety, and environment Environmental monitoring programs Dust monitoring Meteorological Water quality Water quality compliance Aquatic effects Wildlife Wildlife habitat (vegetation loss) Fisheries Reclamation research Re-vegetation test plots Country rock test piles Purpose of monitoring Determine if environmental assessment predictions are accurate. Measure/detect meteorological trends. Determine influences on site water balance. Provide design and construction information to operations. Measure levels, limits, and sources of water use, as established in water licence. Monitor effluent limits as required by water licence. Collection of information to determine the short and long-term effects in the aquatic environment resulting from the project. Determine if predictions in environmental assessment are accurate. Assess the effectiveness of mitigation strategies. Determine if environmental assessment predictions (linked to wildlife program) are accurate. Determine extent of vegetation/ habitat loss. Fisheries authorization requirements. Initiate long-term monitoring programs. To establish research programs related to reclamation research. Information gathered from these programs will be used for closure. Key activities Ongoing notification to operations for dust suppression Summer and winter dust sampling to determine extent of dust dispersion related to operations activities Dust suppressant used on airport apron, taxi-way, helipad, and parking lot Air quality monitoring Measured: horizontal wind speed and direction, and standard deviation of horizontal wind direction ambient temperature relative humidity precipitation rain and snow incoming solar radiation evaporation rates All water used for consumption and operations is metered PKC facility levels monitored All make-up water measured Annual update to water balance Samples collected and analyzed in compliance with the water licence at required SNP locations Samples collected at AEMP sites for water quality, phytoplankton, zooplankton, benthic invertebrates, sediment chemistry, and fish health Caribou monitoring for: 1. numbers on island 2. mitigation effectiveness 3. zone of influence Raptor and waterfowl monitoring Wolverine track survey for presence Grizzly bear hair snagging survey to determine population density Track incidental sightings of most species at the mine site Survey extent of mine footprint related to vegetation loss Vegetation plots are surveyed every three years for changes in plant species population and density Survey dust deposition on lichen at site and control areas Slimy sculpin studies to determine metal concentrations in fish tissue Continue to assess additional closure research needs The test piles research monitoring and maintenance continued in 2014; the Type 1 Pile was deconstructed to allow researchers to collect samples and data from the internal portions of the pile; the rock that was removed was used in the PKC dam raise Phase III of revegetation research program commenced in

41 Health, safety, and environment 39

42 Appendix Socio-economic monitoring agreement employment data For the 2014 reporting period, Diavik combined its sustainable development report, required by Rio Tinto, and its socioeconomic monitoring agreement report, required by the Government of the Northwest Territories and northern Aboriginal groups. Additionally, the signatories to the socio-economic monitoring agreement recently amended the agreement to one annual reporting requirement. The original agreement required full and mid-year reports. Employment data contained in this report is provided as of 31 December Information on annual training, employment, business benefits, and community initiatives is included on preceding pages. The detailed tables in this appendix, required under the socio-economic monitoring agreement, provide Diavik employee and contractor data. Throughout the report, some figures may not add due to rounding. Employment by priority group (individuals) Total workforce 948 Tlicho First Nation % Yellowknives Dene First Nation % North Slave Metis Alliance % Lutsel K`e Dene First Nation 3 0.3% Kitikmeot Inuit 3 0.3% Participation agreement group Aboriginal % Other Canadian Aboriginal, residing in the North % Other northern Aboriginal % Total northern Aboriginal % Canadian Non-Aboriginal, residing in the North % Other Nationality, residing in the North % Unknown status, residing in the North % Total northern non-aboriginal % Total northern Aboriginal* % Total northern non-aboriginal % Northern employees % Other Canadian Aboriginal, not residing in the North % Canadian Non-Aboriginal, not residing in the North % Other Nationality, not residing in the North % Unknown status, not residing in the North % Total non-northern workforce % Aboriginal employment* Participation agreement group Aboriginal* % Other northern Aboriginal* % Other Canadian Aboriginal % Total Aboriginal employment % Unknown status** Do not wish to declare % Have not declared % 40 * Under the socio-economic monitoring agreement, northern Aboriginal is defined as First Nations peoples born in the Northwest Territories or West Kitikmeot region, or a descendant of an Aboriginal person born in the Northwest Territories or West Kitikmeot region. ** Declaration is voluntary. At year-end 2014, ethnicity of 109 people was not known. This includes 87 individuals who chose not to declare and 22 individuals declarations which had not been received.

43 DDMI employment by community, priority group, job category (person years*) Entry level Semi-skilled Skilled Professional Management Subtotal Northern non-aboriginal Northern Aboriginal Yellowknife** Northern non-aboriginal Northern Aboriginal Hay River Northern non-aboriginal Northern Aboriginal Fort Simpson Northern non-aboriginal Northern Aboriginal Fort Smith Northern non-aboriginal Northern Aboriginal Fort Resolution Northern non-aboriginal Northern Aboriginal Behchoko Northern non-aboriginal Northern Aboriginal Wha Ti Northern non-aboriginal Northern Aboriginal Kugluktuk Northern non-aboriginal Northern Aboriginal Other northern totals*** Appendix Northern non-aboriginal Northern Aboriginal Northern total Southern non-aboriginal Southern Aboriginal Southern total Overall total * One person year equals approximately 2,000 hours. ** Includes Dettah and N dilo. *** Northern Aboriginal peoples residing outside the Northwest Territories or West Kitikmeot. 41

44 Appendix DDMI employment by community, priority group, job category (person months*) Entry level Semi-skilled Skilled Professional Management Subtotal Northern non-aboriginal Northern Aboriginal Yellowknife** Northern non-aboriginal Northern Aboriginal Hay River Northern non-aboriginal Northern Aboriginal Fort Simpson Northern non-aboriginal Northern Aboriginal Fort Smith Northern non-aboriginal Northern Aboriginal Fort Resolution Northern non-aboriginal Northern Aboriginal Behchoko Northern non-aboriginal Northern Aboriginal Wha Ti Northern non-aboriginal Northern Aboriginal Kugluktuk Northern non-aboriginal Northern Aboriginal Other northern totals*** Northern non-aboriginal Northern Aboriginal Northern total Southern non-aboriginal Southern Aboriginal Southern total Overall total * One person month equals approximately 168 hours. ** Includes Dettah and N dilo. *** Northern Aboriginal peoples residing outside the Northwest Territories or West Kitikmeot. 42

45 Contractor employment by company, priority group, job category (person years*) Entry level Semi-skilled Skilled Professional Management Subtotal Northern non-aboriginal Northern Aboriginal Tli Cho Logistics Northern non-aboriginal Northern Aboriginal Tli Cho casual Northern non-aboriginal Northern Aboriginal Bouwa Whee Catering Northern non-aboriginal Northern Aboriginal Cementation Northern non-aboriginal Northern Aboriginal Denesoline Northern non-aboriginal Northern Aboriginal Other companies Appendix Northern non-aboriginal Northern Aboriginal Northern total Southern non-aboriginal Southern Aboriginal Southern total Overall total * One person year approximately equals 2,000 hours. 43

46 Appendix Contractor employment by company, priority group, job category (person months*) Entry level Semi-skilled Skilled Professional Management Subtotal Northern non-aboriginal Northern Aboriginal Tli Cho Logistics Northern non Aboriginal Northern Aboriginal Tli Cho casual Northern non-aboriginal Northern Aboriginal Bouwa Whee Catering Northern non-aboriginal Northern Aboriginal Cementation Northern non-aboriginal Northern Aboriginal Denesoline Northern non-aboriginal Northern Aboriginal Other companies Northern non-aboriginal Northern Aboriginal Northern total Southern non-aboriginal Southern Aboriginal Southern total Overall total * One person month equals approximately 168 hours. 44

47 Tlicho Logistics employment by community, priority group, job category (person months*) Entry level Semi-skilled Skilled Professional Management Subtotal Northern non-aboriginal Northern Aboriginal Yellowknife Northern non-aboriginal Northern Aboriginal Hay River Northern non-aboriginal Northern Aboriginal Fort Smith Northern non-aboriginal Northern Aboriginal Fort Resolution Northern non-aboriginal Northern Aboriginal Wha Ti Northern non-aboriginal Northern Aboriginal Wekweeti Northern non-aboriginal Northern Aboriginal Kugluktuk Northern non-aboriginal Northern Aboriginal Other northern totals** Appendix Northern non-aboriginal Northern Aboriginal Northern total Southern non-aboriginal Southern Aboriginal Southern total Overall total * One person month equals approximately 168 hours. ** Northern Aboriginal peoples residing outside the Northwest Territories or West Kitikmeot. 45

48 Appendix Bouwa Whee employment by community, priority group, job category (person months*) Entry level Semi-skilled Skilled Professional Management Subtotal Northern non-aboriginal Northern Aboriginal Yellowknife Northern non-aboriginal Northern Aboriginal Hay River Northern non-aboriginal Northern Aboriginal Fort Smith Northern non-aboriginal Northern Aboriginal Fort Resolution Northern non-aboriginal Northern Aboriginal Other northern totals** Northern non-aboriginal Northern Aboriginal Northern total Southern non-aboriginal Southern Aboriginal Southern total Overall total * One person month equals approximately 168 hours. ** Northern Aboriginal peoples residing outside the Northwest Territories or West Kitikmeot. 46

49 Cementation employment by community, priority group, job category (person months*) Entry level Semi skilled Skilled Professional Management Subtotal Northern non-aboriginal Northern Aboriginal Yellowknife Northern non-aboriginal Northern Aboriginal Other northern totals** Northern non-aboriginal Northern Aboriginal Northern total Southern non-aboriginal Southern Aboriginal Southern total Overall total Appendix * One person month equals approximately 168 hours. ** Northern Aboriginal peoples residing outside the Northwest Territories or West Kitikmeot. Other contractors employment by community, priority group, job category (person months*) Entry level Semi-skilled Skilled Professional Management Subtotal Northern non-aboriginal Northern Aboriginal Yellowknife Northern non-aboriginal Northern Aboriginal Wekweeti Northern non-aboriginal Northern Aboriginal Other northern totals** Northern non-aboriginal Northern Aboriginal Northern total Southern non-aboriginal Southern Aboriginal Southern total Overall total * One person month equals approximately 168 hours. ** Northern Aboriginal peoples residing outside the Northwest Territories or West Kitikmeot. 47

50 Appendix Contractor new hires* by community, priority group, job category (individuals) Entry level Semi-skilled Skilled Professional Management Subtotal Northern non-aboriginal Northern Aboriginal Yellowknife Northern non-aboriginal Northern Aboriginal Fort Simpson Northern non-aboriginal Northern Aboriginal Fort Smith Northern non-aboriginal Northern Aboriginal Behchoko Northern non-aboriginal Northern Aboriginal Wha Ti Northern non-aboriginal Northern Aboriginal Other northern totals** Northern non-aboriginal Northern Aboriginal Northern total Southern non-aboriginal Southern Aboriginal Southern total Overall total * Northern resident more than six months at time of hire. ** Northern Aboriginal peoples residing outside the Northwest Territories or West Kitikmeot. The information in this report that relates to ore reserves is based on information compiled by Calvin Yip, a competent person who is a Fellow of The Australasian Institute of Mining and Metallurgy and a full-time employee of the company. Further information on ore reserves was published by Rio Tinto in its 6 March 2015 media release. 48

51

52 Rio Tinto plc 2 Eastbourne Terrace London W2 6LG United Kingdom riotinto.com T+44 (0) Dominion Diamond Corporation Corporate head office #1102, nd Street Yellowknife, NT Canada X1A 3T1 ddcorp.ca T Diavik Diamond Mines (2012) Inc. #300, th Avenue Northwest Tower 3rd Floor Yellowknife, NT Canada X1A 2P8 diavik.ca T Production: Diavik Diamond Mines (2012) Inc., Yellowknife, Canada Design: Inkit Ltd., Yellowknife, Canada Document control #: CCOM R0 31 March 2015