OVERVIEW
SNAP LAKE MINE
GAHCHO KUÉ PROJECT
NWT SOCIO-ECONOMIC
REPORT 2015
NWT Socio-Economic Report | 2015 1
2
OVERVIEW
We are humbled to play a role in connecting
millions of people around the world to the
diamond dream. Our operations and leadership
position across the global diamond pipeline
enables us to create development opportunities
in the communities where we live and work,
and ensure that people can be proud to wear
a diamond from The De Beers Group of
Companies.
We call this Building Forever – our commitment to create a
lasting positive legacy, and to grow and protect the special
role diamonds play in the lives of consumers.
Partnership is at the heart of this approach.We are proud
to play a part in the development of partner countries and
communities, working together to maximise enduring
value from their finite natural resource. Our collaborations
across industry and beyond set ever higher ethical standards,
providing confidence to generations of consumers.
This is our annual NWT Socio-Economic Report, detailing
De Beers’ work to meet commitments made to the
Government of the Northwest Territories for Snap Lake
Mine and the Gahcho Kué Project. Despite significant
market challenges throughout the year which led to
the difficult decision to place Snap Lake Mine on care
and maintenance in December, this Report reflects the
unwavering commitment of our people to continue Building
Forever.
NWT Socio-Economic Report | 2015
Front cover image: An
aerial view of the Gahcho
Kué Project taken in July
2015 with construction of
the $1 billion mine in full
swing.
OVERVIEW
NWT Socio-Economic Report | 2015 3
TABLE OF CONTENTS
2 Who we are
6 Chief Executive Officer
Introduction
7 2015 by the numbers
8 Economics
12 Employees
18 Communities
22 Employment Data
8
ECONOMICS
We strive to build a positive
legacy from diamonds in the
communities in which we live
and work.
12
EMPLOYEES
COMMUNITIES
Our people are our business and
we invest in them to help them
meet their full potential.
With operations spanning
decades, we look beyond the
life of our mines with a view to
building strong and resilient
communities that thrive into
the future.
18
4
OVERVIEW
NWT Socio-Economic Report | 2015
WHO WE ARE
OUR BUSINESS
AT A GLANCE
Partnership sits at the heart of our business, and across Canada that means working closely
with the communities, residents and businesses close to our operations to maximize the
benefits that result. De Beers Canada owns 100% of Victor Mine in Northern Ontario,
100% of Snap Lake Mine in the Northwest Territories and 51% of the Gahcho Kué Project
in the Northwest Territories. De Beers is the Operator of the Gahcho Kué Project, a joint
venture with Mountain Province Diamonds (49%). De Beers was established in 1888 and is
a member of the Anglo American plc group. It is the world’s leading diamond company,
with unrivalled expertise in the exploration, mining, sorting, valuing, selling and
marketing of diamonds. De Beers has 50/50 joint ventures with the Governments of
Botswana and Namibia, and a 74/26 Black Economic Empowerment Partnership with
Ponahalo Holdings in South Africa.
ANGLO AMERICAN PLC 85%
GOVERNMENT OF THE REPUBLIC OF BOTSWANA 15%
THE DE BEERS GROUP OF COMPANIES
EXPLORATION PRODUCTION
MINING
GLOBAL
EXPLORATION
CANADA
(100%)
ROUGH DIAMOND SALES
BRANDS/RETAIL
GLOBAL
SIGHTHOLDER
SALES
(100%)
FOREVERMARK
(100%)
SUPERMATERIALS
DE BEERS
CONSOLIDATED
MINES (74%)
DEBSWANA
(50%)
NAMDEB
HOLDINGS
(50%)
NAMDEB
DIAMOND
CORPORATION
(LAND-BASED)
DEBMARINE
NAMIBIA
(MARINE-BASED)
Numbers indicate percentage of De Beers’ ownership
1 Exploration is undertaken through a number or wholly-owned and joint venture entities.
ELEMENT SIX:
TECHNOLOGIES
(100%)
ABRASIVES
(60%)
SIGHTHOLDER
SALES SOUTH
AFRICA
(74%)
DTC BOTSWANA
(50%)
NAMIBIA DTC
(50%)
AUCTION
SALES
(100%)
DE BEERS
DIAMOND
JEWELLERS
(50%)
OVERVIEW
NWT Socio-Economic Report | 2015 5
A GLOBAL VALUE CHAIN
A GLOBAL VALUE CHAIN
EXPLORATION
EXPLORATION
PRODUCTION
PRODUCTION
De Beers’ exploration
De Beers has both
Deare
Beers’
exploration underground
De Beers has
activities
currently
andboth
are currently open-pit
underground
focusedactivities
in Canada,
mines in and
Canada,
focused in Canada,
open-pit mines in
Botswana,
South Africa
Botswana,
and South
Botswana, South Africa
Botswana, Canada
and Namibia,
where where
we weAfrica.
and Namibia,
and South Africa.
use highly
use sophisticated
highly sophisticated
We
also
We commercially
also commercially
technologies
to findtoand
technologies
find and
mine alluvial diamonds
determine
the economic
determine
the economic mine alluvial diamonds
in Namibia
using
onshore
in Namibia
using
onshore
viabilityviability
of deposits.
of deposits.
extraction
techniques
extraction
techniques
Approximately 30% of
in sea,
the sea,
and, and,
in the
De Beers’ global
specialised ships.
specialised ships.
exploration budget is
committed to Canada.
Through
Element
Through
Element
Six,Six,
our synthetic industrial
our synthetic
industrial
diamond supermaterials
diamond
supermaterials
business,
we supply
business,
we supply
tool and
application
tool and
drilling across
manufacturers
application
manufacturers
a diverse
range of
acrossglobal
a diverse
range of
markets.
global markets.
ROUGH DIAMOND SALES
ROUGH DIAMOND SALES
De Beers sells its rough
De Beersproduction
sells its rough
diamond
via
diamond
production
via
contract
sales
to customers,
contract sales to customers,
known
as Sightholders and
known as Sightholders and
Accredited
AccreditedBuyers,
Buyers,and
and via
via
rough
diamond
rough
diamondauctions.
auctions.
AsAs
part
ofofour
part
ourlong-term
long-term
contract
contractsales,
sales,the
themajority
majority
Beers’diamonds
diamonds
of of
DeDe
Beers’
aggregatedand
andsold
sold
areare
aggregated
Sights(or selling
(or selling
at at
1010
Sights
events)
eachyear,
year,with
with the
the
events)
each
remainderbeing
beingsold
sold via
via
remainder
online auction.
online auction.
De Beers has sales
CUTTING, POLISHING
CUTTING,
POLISHING
AND MANUFACTURING
AND MANUFACTURING
The cutting and polishing
The
cutting and
polishing
of diamonds
and
the
of
diamonds and the
manufacturing
of
manufacture of diamond
diamond jewellery are
jewellery are concentrated
concentrated
in Belgium,
in
Belgium, Botswana,
Botswana,
China,
India,China,
Israel, India,
Israel, Namibia,
South
Namibia,
South Africa
Africa
theStates.
United
and
the and
United
BRANDS/RETAIL
BRANDS/RETAIL
De Beers markets
De Beers
markets
polished
diamonds to
polished
diamonds
to
consumers
through
consumers through
Forevermark, which
Forevermark, which
promises
a consumer
promises
a consumer
diamond
is
thatthat
theirtheir
diamond
is
beautiful,
rare and
beautiful,
rare and
responsibly
sourced,
responsibly
sourced;
and and
States. In Canada,
retails
diamond
jewellery
retails
diamond
jewellery
We aim to support
De Beers offers up to 10% through De Beers
through De Beers
downstream activities
by value in economically Diamond Jewellers, our
such as cutting and
Diamond Jewellers, our
cuttable in
diamonds
to
independently
managed
polishing
our countries
independently
managed
local
manufacturers.
of production through
50/50
jointjoint
venture
50/50
venture
our beneficiation strategy
with Moët Hennessy
with Moët Hennessy
(see Economics chapter).
Louis Vuitton.
Louis Vuitton.
Deoperations
Beers hasinsales
Belgium,
operations
in Israel,
Belgium,
Hong Kong,
Hong
Kong,and
Israel,
Singapore
the
Singapore
andEmirates.
the
United Arab
United Arab Emirates.
WHERE WE OPERATE
CANADA
1,887,000
carats recovered, 2015
1,354
employees
REST OF WORLD
NAMIBIA
SOUTH AFRICA
BOTSWANA
1,764,000
4,673,000
20,368,000
2,646
4,188
6,812
carats recovered, 2015
employees
carats recovered, 2015
employees
carats recovered, 2015
employees
• 1,824 employees
• Corporate centres in
Luxembourg, South Africa
and the United Kingdom
• Additional sales operations
in Belgium, Hong Kong,
Israel, Singapore, and the
United Arab Emirates
• Forevermark available
in 35 markets
6
OVERVIEW
NWT Socio-Economic Report | 2015
INTRODUCTION AND CHIEF OPERATING OFFICER’S STATEMENT
SUSTAINABLE
LEADERSHIP
KIM TRUTER
Chief Executive Officer
It is my pleasure to provide our NWT SocioEconomic Report for 2015, reporting De Beers’
contributions to the economy and communities of
the Northwest Territories.
This document includes data from both Snap Lake
Mine and the Gahcho Kué Project, reporting on
progress toward commitments for both operations
made by De Beers in socio-economic agreements
with the Government of the Northwest Territories.
As in previous years, De Beers continued to focus on
building sustainable, economically viable operations
that could consistently contribute to the communities
close by.
At Snap Lake Mine, considerable work continued to
develop and implement a mine plan that addressed
the mine’s unique and complex geology, while being
protective of the environment. Efforts included the
trial of a new mining method, and the appointment
of a new General Manager to lead the way.
While these changes were starting to make a positive
impact, the rapid and unexpected decline of the
global diamond market in late 2015 forced De Beers
Canada to make the difficult decision to place Snap
Lake on care and maintenance, effective December
4, 2015. This decision resulted in the suspension of
the Snap Lake Mine socio-economic agreement.
However, in the spirit of cooperation, De Beers is
providing this update.
Following receipt of the permits and licences
required to commence construction, work to build
the NWT’s next diamond mine, the Gahcho Kué
Project, ramped up through the year. Work hit full
stride with a successful winter road season that
included delivery of 2,400 loads of fuel, equipment
and construction materials to the site at Kennady
Lake, approximately 80 km from Snap Lake. At the
same time, the Human Resources team worked to
maximize NWT employment and De Beers worked
closely with construction contractors to identify
opportunities for NWT employment. This effort
included the identification of a number of De Beers’
Snap Lake employees who had the skills and
experience to fill positions at Gahcho Kué.
While the decision to suspend operations at Snap
Lake Mine is unfortunate, De Beers is proud of the
work being done in the NWT and the positive
impacts the company has generated over the years. At
Gahcho Kué, the team is focused on building a
sustainable operation that can contribute to
communities through stable employment, training
opportunities, and social investments throughout the
life of mine.
Kim Truter
Chief Executive Officer : De Beers Canada
“THE TEAM IS
FOCUSED ON
BUILDING A
SUSTAINABLE
BUSINESS THAT
CAN CONTRIBUTE
TO COMMUNITIES.”
Kim Truter
CEO
OVERVIEW
NWT Socio-Economic Report | 2015 7
NWT IN
NUMBERS - 2015
2015 SNAP LAKE MINE NWT
WORKFORCE (PERSON YEARS)
2015 NWT RESIDENTS EMPLOYED AT GAHCHO KUÉ
(PERSON YEARS)*
TOTAL SPEND WITH NWT BUSINESSES1
244
142
$394.7M
PERCENTAGE OF SNAP LAKE WORKFORCE WHO
ARE WOMEN
13%
SNAP LAKE MINE ABORIGINAL
WORKFORCE (PERSON YEARS)
120
1.
(*Construction phase)
PERCENTAGE OF GAHCHO KUÉ WORKFORCE WHO
ARE WOMEN
11%
GAHCHO KUÉ PROJECT ABORIGINAL
WORKFORCE* (PERSON YEARS)
47
(*Construction phase)
Includes NWT spending by Snap Lake Mine and the Gahcho Kué Project
AMOUNT INVESTED IN TRAINING AT
SNAP LAKE MINE DURING 2015
$578k
NWT CORPORATE
SOCIAL INVESTMENT
SPEND
$937,000
8
OVERVIEW
ECONOMICS
NWT Socio-Economic Report | 2015
MAXIMISING
THE VALUE
OF DIAMONDS
Since 2005, De Beers has invested over $2.6
billion to build and operate Snap Lake Mine.
A further $1 billion is being spent by De Beers
and joint venture partner Mountain
Province Diamonds to build the Gahcho
Kué Project. De Beers works closely with
Aboriginal business development corporations
and local businesses to maximize the NWT
purchase of goods and services, multiplying
the impact of our operations on the territorial
economy. In 2015 alone, the combined spend
with NWT businesses by Snap Lake and
Gahcho Kué totalled $395 million.
OVERVIEW
ECONOMICS
In 2015, De Beers spent $394.7 million
with NWT companies to support
operations at Snap Lake Mine and
construction at the Gahcho Kué Project, a
portion of which was funded by joint
venture partner Mountain Province
Diamonds.
This total includes $169.81 million spent
by Snap Lake Mine, which represents
72%% of the $234 million 2015 total
operational spend. The NWT spend for
the year exceeds the commitment
De Beers made to procure locally at least
70% of the total annual value of goods
and services during operations.
At Gahcho Kué, $224.9 million was spent
with NWT businesses to support
construction during 2015. This represents
50% of the total $447.92 million spent
during the year, well above the socioeconomic commitment to procure at least
30% of the total annual value of goods
and services purchased locally during
construction. Aboriginal companies
made up 32% of Gahcho Kué’s Northern
spend at $89M.
De Beers values open, transparent
communication with its business
partners. In addition to regular contact
with Aboriginal community development
corporations and other businesses,
De Beers held two events focused on
engaging NWT businesses during 2015.
In late April at the Yellowknife office, De
Beers held “Let’s Talk Business”, which
saw more than 30 local businesses meet
with members of the De Beers supply
chain team over two days.
In November, the annual NWT Business
Opportunities Breakfast in Yellowknife
was attended by close to 70 businesses,
who heard about De Beers’ plans for the
coming year.
NWT Socio-Economic Report | 2015 9
OUR PERFORMANCE IN 2015
CASE STUDIES:
•Successful winter road
•Supporting NWT Tourism
SEE STORIES ON PAGE 10
TOTAL NWT SPEND BY
SNAP LAKE MINE
PERCENTAGE OF SNAP LAKE SPEND
WITH NWT COMPANIES
(2014: $126M)
(2014: 69%)
$169.8M
72%
NWT SPEND BY THE GAHCHO KUÉ
PROJECT
$224.9M
2
2
(2014: n/a)
PERCENTAGE OF GAHCHO KUÉ SPEND
WITH NWT COMPANIES
50%
22
(SEA Commitment 30%)
2015 KEY ACHIEVEMENTS
•Exceeded NWT procurement commitment at both Snap Lake Mine and the
Gahcho Kué Project
•Let’s Talk Business event allowed local businesses to showcase their capabilities
to supply chain team
•Snap Lake Mine’s NWT procurement increased for second straight year
Image on page 8:
Rod Hobbs, an employee
with Nahanni Construction
uses a remote control to
manoeuvre a concrete
pump at the Gahcho Kué
Project.
1 Total includes procurement of fuel from NWT company.
2 Includes share of capital spending by Gahcho Kué Project joint venture partner Mountain Province Diamonds
10
OVERVIEW
ECONOMICS
NWT Socio-Economic Report | 2015
JAPANESE MOVIE
STAR VISITS
SNAP LAKE MINE
In September, well-known
Japanese movie star Kaho
Minami visited Snap Lake
Mine as part of a week-long
promotional partnership with
DBCI, Forevermark Japan,
Crossworks Manufacturing
and the NWT tourism
industry.
An actress and producer with over
70 film and production credits in her
career, Kaho spent a week in Yellowknife
for a feature in GOLD Magazine, a major
luxury publication in Japan. Having
never visited a mine before, Kaho was
impressed with the focus on safety, the
commitment to the environment and the
hard work that goes into recovering each
diamond. She was also impressed – like
everyone else – with the soft ice cream
machine!
Kaho Minami (fourth from right) at Snap Lake Mine.
2015 WINTER ROAD SUCCESS
Detailed planning and a strong commitment to safety across all teams resulted
in 4,000 truckloads of fuel, equipment and supplies successfully hauled to
De Beers Canada’s NWT operations in 2015. The NWT ice roads opened to
heavy traffic on January 30 and closed on March 31. All winter road programs
were accomplished without harm to people or the environment.
Approximately 56% of the NWT loads were destined for the Gahcho Kué Project
site
Gahcho Kué Project
• 1,716 loads of cargo and heavy equipment
• 482 trucks carrying 23.3 million litres of fuel
• 35 backhauls
Snap Lake Mine
• 632 loads of cargo and equipment
• 1,085 trucks carrying 51.4 million litres of fuel
• 67 backhauls
OVERVIEW
ECONOMICS
Above - Jonathan
Squirrel, an
underground miner at
Snap Lake Mine, shows
off a remote-controlled
mini-dozer purchased
for the trial of
long-hole stoping, part
of the capital
investment into a new
mining method at
Snap Lake.
NWT Socio-Economic Report | 2015 11
SNAP LAKE MINE SPEND - 2005-2015
Aboriginal Companies
Other NWT Companies
Non-NWT Companies
Total
$909,198,318
$1,013,727,538
$764,790,219
$2,687,716,075
34%
38%
28%
72%
SNAP LAKE MINE SPEND - 2015
ALL WINTER ROAD
PROGRAMS WERE
ACCOMPLISHED
WITHOUT HARM
TO PEOPLE OR THE
ENVIRONMENT.
Aboriginal Companies
Other NWT Companies
Non-NWT Companies
Total
$45,988,495
$123,877,482
$64,511,366
$234,377,342
20%
53%
27%
73%
GAHCHO KUÉ PROJECT SPEND - 20152
Aboriginal Companies
Other NWT Companies
Non-NWT Companies
Total*
$66,058,284
$158,893,453
$223,000,231
$447,951,969
* The total capital investment in the Gahcho Kué Project was budgeted at $1 billion.
2 Includes share of capital spending by Gahcho Kué joint venture partner Mountain Province Diamonds
15%
35%
50%
50%
12
OVERVIEW
EMPLOYEES
NWT Socio-Economic Report | 2015
INVESTING IN
OUR EMPLOYEES
At De Beers, supporting our
world-class team of employees
is critical to the success of our
operations.
EMPLOYEES
OVERVIEW
De Beers’ NWT Human Resources (HR) team
focused on recruiting and retraining NWT
employees with the skills and experience
necessary for jobs at Snap Lake Mine and the
Gahcho Kué Project.
In 2015, each operation had a dedicated HR
team, based at the respective sites supported
by team members working from the
Yellowknife office.
For Snap Lake Mine, recruitment efforts were
focused on replacing employees who left the
operation and increasing the capability of the
mining team.
The Gahcho Kué Project team’s task was
to fill positions required for the ramp-up
of production in the second half of 2016.
Recruitment efforts were initially focused
on filling the mining team, who supported
construction activities at site.
The Gahcho Kué program was successful
in building an operations team comprised
of 51% NWT residents by the end of 2015,
testament to the number of Northerners with
heavy equipment skills required for an open
pit operation.
Advertising for positions at both operations
was focused on ads placed in NWT News/
North, supported by an enhanced online
presence thanks to development of a
recruitment portal on the De Beers Group of
Companies website.
Newspaper ads included job-specific
recruitment posting and general interest ads
published between September and December
to enhance knowledge of opportunities at the
Gahcho Kué Project.
Image on page 12:
Andre Boulanger,
Environmental
Technician, knocks
frost off of a weather
tower at Snap Lake
Mine.
NWT Socio-Economic Report | 2015 13
OUR PERFORMANCE IN 2015
CASE STUDIES
•
•
•
•
Recruitment efforts focused in the NWT
Working on Wellness collaboration
21 scholarship recipients
13 trainees at Snap Lake Mine
SNAP LAKE MINE NWT
WORKFORCE*
244
FULL PERFORMANCE DATA PAGE 22
GAHCHO KUÉ NWT WORKFORCE*
142
(2014: 258 )
(*As of Dec. 31, 2015, 51% of De Beers’
Gahcho Kué employees lived in the NWT)
WOMEN AT SNAP LAKE MINE
WOMEN AT GAHCHO KUÉ PROJECT
13%
11%
(2014: 14%)
(* Person Years)
2015 KEY ACHIEVEMENTS
•Gahcho Kué Project recruitment drives held in Fort Resolution, Hay River, four
Sahtu communities
•Implemented fully online application process following community
engagement program
•Collaborated with GNWT to implement Working on Wellness strategy at Snap
Lake Mine
• Collaboration with the GNWT to recruit employees in the NWT
14
OVERVIEW
EMPLOYEES
NWT Socio-Economic Report | 2015
BUILDING A WORKFORCE THAT REFLECTS
AND SUSTAINS OUR COMMUNITIES
De Beers collaborated with the
Government of the Northwest
Territories in 2015 to recruit employees
to our mines and to the NWT.
The Gahcho Kué Project team worked
with GNWT and community career
officers to hold a series of recruitment
sessions in four Sahtu communities,
Hay River and Fort Resolution.
De Beers’ HR team also supported
efforts by construction contractors at
the Gahcho Kué Project.
Contractors posted ads in local
newspapers and developed partnerships
with Aboriginal development
corporations to identify a pool of
qualified Northern tradespeople. While
this resulted in some hiring, it was
below expectation.
Throughout 2015, De Beers also
participated in a number of career fairs,
including stops in Yellowknife, Lutsel
K’e, Fort Simpson and Dettah.
Six summer students from the NWT
were hired at Snap Lake Mine in 2015,
working in External & Corporate
Affairs, Process Plant, Maintenance,
Environment, Mine Engineering and
Geology.
IMPROVING THE JOB APPLICATION
PROCESS
One of the important steps taken
during 2015 was moving the application
process to a completely online system.
This improvement was the result of new
Careers Section developed for the De
Beers Group of Companies website.
It allowed interested parties to search
for jobs by location, work type and
discipline. Applicants could also
register their interest in jobs and receive
alerts when positions were posted.
Before the new program was launched,
information about how the process
worked was shared with NWT
community employment officers
to ensure that people in isolated
Aboriginal communities were not
disadvantaged by the new system.
EMPLOYEE WELL-BEING
The health and well-being of
employees working at Snap Lake Mine
and Gahcho Kué is important. All
employees have access to an Employee
Assistance Program (EAP) that offers
access to a range of counselling and
support services.
Each site features fitness facilities,
including weight and cardio workout
equipment.
Satellite television and wireless
internet access was available at both
operations for personal use. Telephones
were available at each operation for
employee personal calls.
At Snap Lake Mine, Bouwa Whee
Catering, owned by the Det’on Cho
Corporation, strives to produce 90%
of products from scratch including
making their own stocks for soups and
sauces and a variety of baked goods.
In support of the Working on Wellness
campaign in 2015, Bouwa Whee
redesigned the mine menu to showcase
healthy options, offered posters and
infographics on healthy portion sizes
and revamped their salad bar with extra
seasonal and new fresh vegetables, fruit
and mixed salads and reduced the use
of salt in food preparation.
ESS Compass Catering had a joint
WORKING ON
WELLNESS GETS
EMPLOYEES
MOVING
During 2015, De Beers collaborated with
the Government of the Northwest
Territories, Dominion Diamond
Corporation and Diavik Diamond Mine
to improve workplace wellness through
Working on Wellness (WoW).
A WoW committee comprised of
volunteers coordinated three campaigns
aimed at improved physical and mental
well-being and nutrition at Snap Lake
Mine. Combined, 800 participants took
part in the various campaigns. In
addition to scheduled activities,
information blitzes and other work, a
number of blood pressure clinics were
held on site and at the Yellowknife office.
These clinics resulted in a number of
employees being referred to their family
doctors and subsequently making lifestyle
changes to manage their blood pressure.
The Gahcho Kué Project was not part of
the WoW campaign in 2015.
Pictured above, a blood pressure clinic held at Snap
Lake Mine as part of the Working on Wellness
Program.
EMPLOYEES
OVERVIEW
NWT Socio-Economic Report | 2015 15
NWT GRADUATES
BREAK GROUND
IN DE BEERS’
PROFESSIONAL
DEVELOPMENT
PROGRAM
SCHOLARSHIP
RECIPIENTS
De Beers provided $32,500 in scholarship and bursaries to NWT students in
2015.
De Beers NWT Post-Secondary
Scholarship recipients:
• Ashley Ens
• Joshua Lee
• Julianna Neudorf
• Karina Mercredi
• Kimberley Lennie
• Roman Asmundson
Two NWT residents were hired into De
Beers’ Mine Professionals in Training
Program (MPiT). Through the program,
graduates from a number of miningrelated fields gain experience in surface
and underground mining roles.
Wesley Lines and Aimee Gauthier, both
from Yellowknife, were among the five
MPiTs hired into the program in 2015.
Wesley graduated from the University of
Alberta with a Bachelor of Science
degree in Electrical Engineering. He
went to work at Snap Lake Mine. Aimee
Gauthier, a Queen’s University graduate
in engineering, worked in technical
services at Victor Mine in Northern
Ontario.
Wesley Lines in the underground pumphouse at
Snap Lake Mine.
De Beers- Yellowknives Dene First
Nation Scholarship Program:
• Erica Abel
• Mary Adele Crapeau
• Ian Crapeau-Ziemann
• Natisha Drygeese
• Pascal Erasmus
• Jasmine Etsemba-Sangris
• Laurie-Ann Lines
• Jeffrey Rosnawski
• David Staples
“This is the third year of the program
and shows our continued commitment to
recruiting and developing technical
people capable of taking on the many
different roles at our northern mines,”
said Leo Fusciardi, Head of Technical for
De Beers in Canada. “All of this year’s
candidates were hired by De Beers
because they are among the best
graduates in their respective fields.”
Both Wesley and Aimee are past
recipients of De Beers’ NWT PostSecondary Scholarship Program.
Kimberlite Award ($500) to the top
student at the Kimberlite Career and
Technical Centre:
• Torin Dowe
De Beers-North Slave Métis Alliance
Scholarship Program:
• Cailey Kirkham
• Katrina Mercredi
• Thomsen D’Hont
• Tuchodi Nelson-Lennex
• Nicole Enge
Aimee Gauthier, left, at Victor Mine with another
MPiT program participant.
venture agreement with Denesoline
Corporation, business development
corporation of the Lutsel K’e Dene First
Nation, to provide catering services at the
Gahcho Kué Project.
The company offers sugar-free baked
goods, a wide variety of vegetable options
during meals, and increased the options
available in the salad bar.
As well, ESS regularly promotes nutrition
information with employees.
Gahcho Kué Project Human Resources
Administrator Natasha Robichaud interviews a
candidate during a recruitment session in
Norman Wells in April 2015.
Snap Lake Mine Human Resources Advisor
Valerie Lai speaks to students in Fort Simpson
about career opportunities with De Beers Canada.
16
OVERVIEW
EMPLOYEES
NWT Socio-Economic Report | 2015
NWT ABORIGINAL
RESIDENTS FILL
13 TRAINING
POSITIONS AT
SNAP LAKE MINE
TRAINING AND DEVELOPMENT SPEND
$578,000
(2015 Snap Lake Mine)
NWT Mine Training Society (MTS) in
2015, donating an underground
scoop-tram worth $110,000 for use in
the Underground Miner Training
program. De Beers also provided
financial support to Skills Canada NWT.
De Beers employed 13 trainees in 2015,
all working at Snap Lake Mine.
A number of training positions are
scheduled to be in place at the Gahcho
Kué Project in 2017, however, four NWT
residents received training that allowed
them to advance to new positions.
In 2015, three Snap Lake employees
completed Mining Industry Human
Resources (MIHR) certifications.
All trainees were Aboriginal and
Northern residents, including two in
trades1, six apprentices and five
underground trainees. Of these, two
completed their training in 2015.
The Mining Industry Human Resources
Council’s national certification program
for underground miners and mineral
processors allows employees to be
recognized across Canada for their skills
in mining. De Beers began offering
MIHR certification to process plant and
underground miners in 2014.
Two NWT residents hired as Blaster
Helpers were trained to become
certified Blasters, while two NWT
residents hired into Unskilled General
Labourer positions received training to
become semi-skilled Heavy Equipment
Operators.
Training is provided at both NWT
operations, with a fully-equipped
computerized training centre at Snap
Lake Mine, a training centre at the
De Beers continued support for the
2015 SNAP LAKE MINE TRAINING
Training
Life of Mine
Commitment
Current
Trainees*
Cumulative
Trainees to Date
Cumulative
Program
Graduates
Trades
10
2
26
16
Apprenticeships
10
6
33
8
Underground
Mining
20
5
44
28
Total
40
13
103
52
Karel Pekelskey, of Yellowknife, completed his
electrical apprenticeship at Snap Lake Mine in
2015. Pictured above, he receives
congratulations from his supervisor Sheldon
Flostrand.
Gahcho Kué Project site, and a
computerized training centre located in
the company’s Yellowknife office.
During 2015, 262 courses were available
to Snap Lake Mine employees through
the Training department including
mandatory training for site orientation.
Overall, 19,878 hours of training were
provided in 2015 at Snap Lake Mine2 by
a team of six on-site trainers led by a
superintendent of training. At Gahcho
Kué the training staff grew over the
year, including a training foreman, and
three trainers.
A key project for the Training
Department was establishing an
eLearning orientation training centre
for De Beers’ Yellowknife office to
support the large number of contractor
employees rotating through the Gahcho
Kué Project during construction. The
centre included 20 workstations and a
training room for group classes.
* Includes trainees who continued their programs in 2015
2015 GAHCHO KUÉ PROJECT TRAINING
Current Trainees
Cumulative
Trainees to Date
Cumulative
Program
Graduates
16
4
4
4
Apprenticeships
10
0
0
0
Professional
Development
Sponsorships
4
0
0
0
Total
30
4
4
4
Life of Mine
Commitment
Trades
Training
For the purposes of this report, De Beers
defines trades as any position where a trainee is
working toward achieving trades certification.
This would include Mineral Process Operator
Trainee, Protective Services Trainee, Heavy
Equipment Operator and other occupations.
1
2015 training data is not available for the
Gahcho Kué Project, but will be available in
future years once the training department is
fully established for operations.
2
OVERVIEW
EMPLOYEES
NWT Socio-Economic Report | 2015 17
CEO AWARDS RECOGNIZE
EMPLOYEE EXCELLENCE
Since 2009, De Beers in Canada
has recognized excellence
through the CEO Award of
Excellence. There are two award
categories: Safety Health and
Environment (SHE) and Loss
Prevention. The award is available
to an individual or team at Victor
Mine, Snap Lake Mine, Gahcho
Kué Project, Exploration and De
Beers Canada’s Corporate office.
The NWT was well represented
in 2015.
LOSS PREVENTION
DONALD ST. CYR
(Snap Lake Mine)
Through his own initiative,
Donald was instrumental in
the reduction of dust inside the
diamond defalsifying glove box
by suggesting to his Supervisor
to install an ionizer which has
become a global De Beers Group
Best Practice, leading to a significant reduction of opening the
glove box to clean the dust and
reducing the risk to product.
Nikki Laird, Senior Survey Technologist for De Beers, staking
out drill blast holes at the Gahcho Kué Project.
A Bouwa Whee Catering chef carves prime rib, on the popular
Wednesday “Steak Night”.
GAHCHO KUÉ PROJECT
WINTER ROAD TEAM
De Beers faced a number of
challenges during the 2014
Winter Road Season that
included moving over 560 loads
of equipment and supplies on a
120 km spur road. In addition,
for the first time in many years
there was a herd of over 1,500
caribou occupying large sections
of the road. The winter road
and environment team working
closely with communication
and Aboriginal Affairs staff
clearly communicated the
information to representatives
from six Aboriginal parties
and GNWT regulators. This
provided the opportunity for De
Beers to not only demonstrate
the effectiveness of winter road
mitigations (speed limits etc.)
but communicate this clearly
and transparently to Aboriginal
parties and regulators. This
resulted in a successful winter
road season, all loads delivered
without further incidents without
reputational risk.
SAFETY, HEALTH &
ENVIRONMENT
GAHCHO KUÉ PROJECT
FISH-OUT TEAM
Before mining can safely
commence at the Gahcho Kué
Project, the water level in some
sections of Kennady Lake needs
to be lowered and fish needed to
be removed from the lake. The
Gahcho Kué Project team worked
closely with communities to plan
the fish-out, which also allowed
De Beers to collect scientific
information about fish, hire
Northern and Aboriginal people,
including Elders, and provide
harvested fish to communities for
use. Approximately 3,000 kg of
fish were filleted on site, frozen
and distributed to community
events and celebrations, to
stock community freezers and
for use in an elders’ residence.
Smaller fish were provided to
local mushers to feed their
dog teams. The program was
conceived based on feedback
received during multiple years
of community engagement. The
fish-out commenced in July 2014
and wrapped up in the summer
of 2015.
18
OVERVIEW
COMMUNITIES
NWT Socio-Economic Report | 2015
SHAPING A LASTING,
POSITIVE LEGACY
Social investments are important
to improving the quality of life in
communities close to our NWT
Operations.
COMMUNITIES
OVERVIEW
Supporting communities close to our
operations through a variety of social
investments is one of the ways De Beers is
working to create a lasting legacy in the
NWT.
Altogether in 2015, De Beers provided
$937,0001 to support a variety of corporate
social investment programs in the
Northwest Territories.
This included donations of diamonds to
support fund raising for health care,
financial support for the development of
community infrastructure, in-kind
contributions of staff time and goods or
equipment, sponsorship of cultural
activities, continuation of the Books in
Homes program, and donations to
charities.
The largest single contribution during
2015 was the donation of a surplus
scoop-tram from Snap Lake Mine to the
NWT Mine Training Society. Valued at
approximately $110,000, the scoop-tram
was used by the society to train
participants in its underground miner
training program.
“Without the donation of this equipment
Aurora College would not have been able
to continue the delivery of our
underground miner program,” said
College President Jane Arychuk during a
recognition event held in November. “This
group of students and our future students
would not have been able to get the real
life, hands-on training that we’ve been
able to offer and has become a trademark
NWT Socio-Economic Report | 2015 19
OUR PERFORMANCE IN 2015
SOCIAL INVESTMENT PRIORITIES:
•Education & Health
•Small Business Enterprise
Development
•Traditional Knowledge and Culture
•Green Initiatives
•Infrastructure
2%
16%
Arts, Culture &
Heritage
Education
Health
Initiatives
25%
Sports/Other
57%
2015 KEY ACHIEVEMENTS
•Donation of $110,000 scoop-tram to NWT Mine Training Society
Image on page 20:
Elders from the Snap
Lake Environmental
Monitoring Agency
take part in a workshop
on the mine site.
•Investment in NWT literacy development grows to nearly $1 million
•Ice road marathon raises funds for school nutrition program
1 Includes share of spending by Gahcho Kué Project joint venture partner Mountain Province Diamonds
20
OVERVIEW
COMMUNITIES
NWT Socio-Economic Report | 2015
of the program.”
De Beers’ July 10-11, 2015 Hay River
Charity Classic Golf Tournament was once
again a success, raising a total of $57,422
for the Health and Wellness Foundation of
Hay River and Hay River Junior Golf,
through donations and on-site fund
raising activities. De Beers also donated a
diamond and $10,000 to support the
Dialysis Campaign launched by the
Stanton Territorial Hospital Foundation.
Programs and organizations to receive
support during 2015 included:
•Long John Jamboree (Inspired Ice)
•Tree of Peace Talent Show
•Stanton Territorial Hospital Foundation
•Health & Wellness Foundation of Hay
River
•Fort Resolution Dog Mushers Club
•North Slave Métis Alliance Fish Fry
•Canoes for Tlicho Trails of Our
Ancestors program
Glen Koropchuk, Chief Operating Officer of De Beers in Canada chats with underground miner
program students during a graduation ceremony held by the NWT Mine Training Society in 2015.
De Beers donated a scoop-tram valued at approximately $110,000 (similar to the one pictured below) to
the MTS earlier in the year.
•Aboriginal Day celebrations in five
communities
•Restoration of the Willideh Cultural
centre site by the Yellowknives Dene First
Nation
•Construction of a gazebo, smokehouse
and boardwalk in Fort Resolution
•Restoration of historic trails by the
Lutsel K’e Dene First Nation
•NWT Food First Foundation
•NorthWords NWT
ICE MARATHON
SUPPORTS FOOD
FOR SCHOOLS
Improvement, and Marc Lincoln, Sr.
Project Manager. Rodel also ran the
distance and Lincoln rode a bike
designed for winter conditions. On
March 11, Thomas ran a marathon on
the winter road to De Beers’ Victor
Mine in Northern Ontario, raising
money for youth suicide prevention.
Twice in less than a month during the
spring of 2015, the Chief Financial
Officer of De Beers in Canada ran a 42
kilometre marathon on one of the
company’s winter roads.
In the NWT, De Beers donated $5,000
and raised an additional $9,700 from
business partners, all going to the Food
First Foundation (FFF), which runs
nutrition programs in communities
close to De Beers’ NWT operations.
On March 30th CFO Steve Thomas ran
the marathon distance on the ice road
to the Gahcho Kué Project, about 280
km northeast of Yellowknife. He was
joined by De Beers Snap Lake
colleagues Megan Rodel,
Superintendent of Business
“Food First Foundation is pleased with
De Beers’ commitment to supporting
food programs in the NWT. Their
commitment will enable the Food First
Foundation to provide even more
support to NWT schools to offer
nutritious food options for school-aged
children. Food First Foundation
believes that access to healthy food
options at an early age helps to develop
positive eating habits and supports
healthy communities, and we are
thankful to De Beers for their financial
assistance in achieving that goal,” said
Katie Randall, Director FFF.
COMMUNITIES
OVERVIEW
NWT Socio-Economic Report | 2015 21
SUPPORTING
LITERACY, ONE
CHILD AT A TIME
Since 2003, De Beers has invested close
to $1 million to support literacy
development in the Northwest
Territories.
The bulk of that amount, $861,000, has
gone to support Books in Homes,
De Beers’ flagship NWT social
investment program.
Established in 2003, the program
visited nine schools in eight Aboriginal
communities close to our NWT
operations over an eight week span in
April and May 2015 – Behchoko,
Wha Ti, Wekweeti, Gameti, Dettah,
Ndilo, Lutsel K’e and Fort Resolution.
1
Through the program, each student
selects three books free of charge, the
total books distributed last year alone
was 3,471. That brings the total number
of books distributed through Books in
Homes over the years to 44,000.
De Beers was also proud to sponsor
NorthWords in 2015, and joined in the
celebration of the organization’s 10th
anniversary festival in June. In
addition, a $2,500 donation was
provided to the NWT Literacy Council
in November to support the Council’s
“Bison Bus” bookmobile project.
2
3
4
5
INVESTING IN OUR COMMUNITIES
De Beers supported a range of community initiatives during 2015. Pictured above are just a few:
1. Boardwalk installed along the Great Slave Lake waterfront by the Deninu Kué First Nation in Fort
Resolution; 2. Young dancers perform at the North Slave Métis Alliance Fish Fry held to celebrate
National Aboriginal Day in Yellowknife; 3. A cultural camp held for Tlicho youth in Wekweeti; 4. Youth
play volleyball using equipment purchased through a contribution from De Beers; 5. Celebrating a
$10,000 donation to support the launch of a fund raising initiative for a kidney dialysis machine during
the Stanton Territorial Hospital Foundation Festival of Giving.
A1
NWT Socio-Economic Report | 2015
EMPLOYEES
2015 SNAP LAKE MINE
EMPLOYMENT DATA
The 2015 Snap Lake Mine workforce equalled 762 measured in person-years of
employment (see Figure 1).1 This number includes employees of De Beers and Mine
contractors and is 15 above the number recorded in 2014. Average employment for NWT
residents was 244 person-years, down 14 when compared to the previous year.
FIGURE 1: ANNUAL EMPLOYMENT AT THE SNAP LAKE MINE
(construction phase 2005 to 2007; operations phase 2008 to 2015)
1200
1,000
800
600
400
200
0
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
Non-NWT Residents
NWT Residents
Employment data only covers the period of operations at Snap Lake Mine, from January 1, 2015-December 4, 2015, and does not include hours worked after the mine was
on care and maintenance. All employees who were laid off as of December 4 received 16 weeks lay-off notice and were therefore technically employed until the end of March
2016. However, because they were nor required to report for work, they were not recorded as part of the Snap Lake workforce survey. The result is an under- reporting of total
employment in person years for the 2015 calendar year.
1
NWT Socio-Economic Report | 2015
EMPLOYEES
EMPLOYMENT
BY HIRING PRIORITY
The first three years of data,
from 2005 to 2007, represent
the employment record
during the mine’s
construction phase. The
mine began operations in
2008. By 2012, the mine had
recovered from the effects of
the 2008-09 global recession
and has been operating with
a relatively stable workforce
since then, averaging 760
person years (PY) annually.
In 2015, Snap Lake Mine’s
workforce was 762.
NWT residents contributed
244 person-years of
employment to the mine in
2015. This is a little below its
peak year in 2012 when
NWT residents filled 275
positions at the mine. The
resident workforce
represents 32% of the total
employment for the year.
Table 1 presents the employment history
in person-years2 by hiring priority for
the Snap Lake Mine from 2005 to
2015. These data combine the
employment results of De Beers with
that of our contractors.
Table 1: Employment by Hiring Priority, to the end of 2015
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
TOTAL
AVERAGE
(person-years)
NWT
ABORIGINAL
OTHER NWT
RESIDENTS
39
93
126
139
92
123
145
149
139
129
120
1,294
118
56
130
143
135
71
106
104
126
135
129
124
1,258
114
95
223
269
274
163
229
249
275
274
258
244
2,552
232
406
429
482
502
489
518
5,175
470
635
678
(percent of total)
757
776
747
762
7,727
702
SUBTOTAL
NWT RESIDENTS
NON-NWT
137
614
875
454
269
GRAND TOTAL
231
838
1,144
728
431
NWT
ABORIGINAL
OTHER NWT
RESIDENTS
17%
11%
11%
19%
21%
19%
21%
20%
18%
17%
16%
17%
17%
24%
16%
13%
19%
16%
17%
15%
17%
17%
17%
16%
16%
16%
SUBTOTAL NWT
RESIDENTS
NON-NWT
41%
27%
24%
38%
38%
36%
37%
36%
35%
35%
32%
33%
33%
59%
73%
76%
62%
62%
64%
63%
64%
65%
65%
68%
67%
67%
GRAND TOTAL
100% 100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
Note: Those that did not self identify in the survey are recorded as non-Aboriginal. NWT Aboriginal employees who were identified as residing outside
the NWT are recorded as Non-NWT Aboriginal Residents in this table. Figures may not add up due to rounding error.
In 2015, it was expected that over a full year, an employee would work 13 cycles of 14 days with a day equalling a 12-hour shift. This represents 2,184 hours per year or an average
of 182 hours per month. Therefore, estimating number of jobs in terms of person years requires summing the total number of hours worked by all employees and dividing that
number by 2,184. For the purposes of this analysis, each person year of employment can also be considered a Full-Time Equivalent employee or FTE.
2
A2
A3
NWT Socio-Economic Report | 2015
EMPLOYEES
INCREASING
THE DIVERSITY
OF OUR WORKFORCE
Table 2 provides employment
information for De Beers and our
contractors separately. The majority of
people (70%) working at the Mine are
De Beers’ employees, who provided 533
PY of employment.
Table 2: Employment by Hiring Priority, 2015 In person years (PY)
DE BEERS
CONTRACTOR
Snap Lake Employment by
Priority Hiring Group
(De Beers and contractors)
TOTAL
(person-years)
NWT ABORIGINAL
71.9
47.7
119.6
OTHER NWT RESIDENTS
82.7
41.4
124.1
SUBTOTAL NWT RESIDENTS
154.6
89.1
243.7
NON-NWT ABORIGINAL
46.4
14.1
60.4
OTHER NON-NWT RESIDENTS
331.7
125.8
457.5
SUBTOTAL NON-NWT
RESIDENTS
378.1
139.9
517.9
TOTAL
532.7
229.0
761.6
32%
2015
68%
(percent of total)
NWT ABORIGINAL
14%
21%
16%
OTHER NWT RESIDENTS
16%
18%
16%
SUBTOTAL NWT RESIDENTS
29%
39%
32%
NON-NWT ABORIGINAL
9%
6%
8%
OTHER NON-NWT RESIDENTS
62%
55%
60%
SUBTOTAL NWT RESIDENTS
71%
61%
68%
TOTAL
100%
100%
100%
Non-NWT Residents
NWT Residents
Note: Those that did not self identify in the survey are recorded as non-Aboriginal. NWT Aboriginal employees who were identified as residing
outside the NWT are recorded as Non-NWT Aboriginal Residents in this table. Figures may not add up due to rounding error.
Within this labour pool, 154.6 or 29% reside in the NWT, 71.9 of who are NWT
Aboriginal residents. De Beers also employed 46.4 non-resident Aboriginal people.3 The
Mine’s contractors reported 229 PY of employment in 2015. 39% of this workforce are
residents of the NWT, with 54% of them being Aboriginal. These numbers are virtually
unchanged from 2014.
The Employment Statistical Information (ESI) Form conducted for the Snap Lake Mine results in data that requires some explanation and interpretation. Aboriginal employees
can record their status in one of three categories within the survey: Impact Benefit Agreement (IBA) Group, NWT Aboriginal, or Other Aboriginal. De Beers assumes that an
Aboriginal person who is a member of the North Slave Metis Alliance, Yellowknives Dene First Nation, Lutsel K’e and Kache Dene First Nation or Tlicho would identify themselves
as representatives of their IBA Group, regardless of where they live. “NWT Aboriginal” is defined in the survey as Any Indian, Inuit or Metis individual who originated in the NWT
or is a descendant of an Aboriginal person originating in the NWT. De Beers assumes that this will capture every employee who represents any other Aboriginal group in the
NWT regardless of their residency. Finally, De Beers assumes that “Other Aboriginal” captures all other Aboriginal people. It is important to note that someone who identifies
himself or herself as part of an IBA group or another NWT Aboriginal group might not reside in the NWT. Also, a number of individuals choose not to self-identify themselves by
their heritage or location. These individuals are recorded as non-Aboriginal, non-NWT residents.
3
NWT Socio-Economic Report | 2015
EMPLOYEES
EMPLOYMENT BY
HIRING PRIORITY AND
JOB CLASSIFICATION
Tables 3a and 3b contain employment
results by hiring priority and job
classification. These tables reveal
the continuation of a trend in labour
needs of the Mine that has been
underway for the past three to
four years.
Table 3(a): Employment by Hiring Priority and Job Classification, 2015 In person years (PY)
NWT Aboriginal
Other NWT
Residents
Subtotal NWT
Residents
Non-NWT
Residents
Grand Total
(person-years)
MANAGEMENT
68%
0.1
5.0
5.2
15.6
20.7
PROFESSIONAL 0.9
9.9
10.8
26.5
37.3
SKILLED
32.0
51.7
83.7
330.6
414.3
SUBTOTAL
33.1
66.6
99.7
372.6
472.3
SEMI-SKILLED
35.8
31.6
67.4
134.6
202.0
UNSKILLED
50.8
26.0
76.7
10.7
87.4
SUBTOTAL
86.5
57.6
144.1
145.3
289.3
TOTAL
119.6
124.1
243.7
517.9
761.6
(percent of total by job classification)
MANAGEMENT
1%
24%
25%
75%
100%
PROFESSIONAL 2%
26%
29%
71%
100%
SKILLED
8%
12%
20%
80%
100%
SUBTOTAL
7%
14%
21%
79%
100%
SEMI-SKILLED
18%
16%
33%
67%
100%
UNSKILLED
58%
30%
88%
12%
100%
SUBTOTAL
30%
20%
50%
50%
100%
TOTAL
16%
16%
32%
68%
100%
(percent of total by hiring priority)
MANAGEMENT
In 2015, management, professional, and skilled
positions grew to 472 PY from 425 one year ago. The
majority (95%) of this growth came in skilled positions.
Offsetting the increased demand was a decline in
semi-skilled and unskilled positions, falling from 322PY
in 2014 to 289PY in 2015. In this case, the majority
(89%) of losses came in semi-skilled positions.
The results in Table 3a highlight the skills gap that
exists in the NWT workforce. The largest percentage of
resident labour is employed in unskilled jobs, filling
88% of the 87.4 positions available. A far greater
number of jobs at the mine are classified as semi-skilled
and skilled, 202 and 414 respectively, representing 81%
of all jobs. These positions require additional education
and skills and/or work experience. NWT residents fill
33% of the semi-skilled jobs and 20% of the skilled
jobs.
NWT residents filled 10.8 of the 37.3 professional
positions available at the mine, which is an increase of
one over last year. The professional job category
includes mine engineers and geologists. Opposite to
this, NWT resident employment in senior management
positions fell by one in 2015.
Snap Lake Employment by Job
Classification and Hiring Priority (Residency)
350
300
Non-NWT Residents
NWT Residents
250
200
0%
4%
2%
3%
3%
PROFESSIONAL 1%
8%
4%
5%
5%
SKILLED
27%
42%
34%
64%
54%
100
SUBTOTAL
28%
54%
41%
72%
62%
50
SEMI-SKILLED
30%
25%
28%
26%
27%
UNSKILLED
42%
21%
31%
2%
11%
SUBTOTAL
72%
46%
59%
28%
38%
TOTAL
100%
100%
100%
100%
100%
Note: Those that did not self identify in the survey are recorded as non-Aboriginal. NWT Aboriginal employees who
were identified as residing outside the NWT are recorded as Non-NWT Aboriginal Residents in this table. Figures may
not add up due to rounding error.
150
0
Unskilled
Semi-Skilled
Skilled
Professional Management
A4
A5
NWT Socio-Economic Report | 2015
EMPLOYEES
TABLE 3B REORGANISES THE HIRING PRIORITY AND JOB
CLASSIFICATION DATA TO HIGHLIGHT THE NUMBER OF ABORIGINAL
EMPLOYEES WORKING AT THE SNAP LAKE MINE. THE TOTAL NUMBER
FELL BY 7.4 PERSON YEARS FOR THE YEAR, FROM 172.0 TO 164.6.
ABORIGINAL RESIDENTS
NWT Aboriginal resident
employment fell in all job categories
with the one exception being
unskilled jobs where there was a small
increase equal to 3.5 PY. Aboriginal
employees residing outside the
territory saw virtually no change in
employment throughout the year.
The vast majority (91%) of nonresident Aboriginal employees work
in semi-skilled or skilled positions.
Table 3(b): Employment by Hiring Priority and Job Classification, 2015 in Person Years (PY)
NWT
Aboriginal
Non-NWT
Aboriginal
Total
Aboriginal
Other NWT
Residents
Other
Non-NWT
Residents
Grand Total
(person-years)
MANAGEMENT
0.1
1.9
2.0
5.0
13.7
20.7
PROFESSIONAL
0.9
0.0
0.9
9.9
26.5
37.3
SKILLED
32.0
23.6
55.6
51.7
307.0
414.3
SUBTOTAL
33.1
25.5
58.6
66.6
347.1
472.3
SEMI-SKILLED
35.8
18.1
53.9
31.6
116.5
202.0
UNSKILLED
50.8
1.4
52.2
26.0
9.2
87.4
SUBTOTAL
86.5
19.5
106.0
57.6
125.8
289.3
TOTAL
119.6
45.0
164.6
124.1
472.9
761.6
(percent of total by job classification)
MANAGEMENT
1%
9%
10%
24%
66%
100%
PROFESSIONAL
2%
0%
2%
26%
71%
100%
SKILLED
8%
6%
13%
12%
74%
100%
SUBTOTAL
7%
5%
12%
14%
74%
100%
SEMI-SKILLED
18%
9%
27%
16%
58%
100%
UNSKILLED
58%
2%
60%
30%
11%
100%
SUBTOTAL
30%
7%
37%
20%
43%
100%
TOTAL
16%
6%
22%
16%
62%
100%
(percent of total by hiring priority)
MANAGEMENT
0%
4%
1%
4%
3%
3%
PROFESSIONAL
1%
0%
1%
8%
6%
5%
SKILLED
27%
52%
34%
42%
65%
54%
SUBTOTAL
28%
57%
36%
54%
73%
62%
SEMI-SKILLED
30%
40%
33%
25%
25%
27%
UNSKILLED
42%
3%
32%
21%
2%
11%
SUBTOTAL
72%
43%
64%
46%
27%
38%
TOTAL
100%
100%
100%
100%
100%
100%
Note: Those that did not self identify in the survey are recorded as non-Aboriginal. NWT Aboriginal employees who were identified as
residing outside the NWT are recorded as Non-NWT Aboriginal Residents in this table. Figures may not add up due to rounding error.
NWT Socio-Economic Report | 2015
EMPLOYEES
EMPLOYMENT
BY COMMUNITY
The employment data by NWT community is presented in Table 4.
This table illustrates the many different communities represented
at the Snap Lake Mine. These statistics are recorded as the number
of person-years of employment and combine De Beers’ employees
with the employees working for our contractors.
Table 4: Employment by NWT Community
Person
Years
% of Total
Employment
% of NWT
Employment
AKLAVIK
0.7
0%
0%
The Snap Lake Socio-Economic Agreement establishes priority
groups within the NWT, which dictates our hiring practices.4
The order of hiring priority is as follows:
COLVILLE LAKE
0.0
0%
0%
DELINE
4.7
1%
2%
1. Members of Aboriginal Authorities, including
ENTERPRISE
0.2
0%
0%
FORT GOOD HOPE
0.0
0%
0%
FORT LIARD
0.0
0%
0%
FORT MCPHERSON
0.0
0%
0%
FORT PROVIDENCE
4.1
1%
2%
a. Lutsel K’e and Kache Dene First Nation;
b. North Slave Metis Alliance;
c. Tlicho; and,
d. Yellowknives Dene First Nation.
FORT RESOLUTION
1.2
0%
0%
1. Aboriginal people residing in the NWT;
FORT SIMPSON
0.0
0%
0%
2. N
WT residents who have been continuously resident in the
NWT for at least six months;
FORT SMITH
7.0
1%
3%
HAY RIVER
31.2
4%
13%
3. All others residing in or relocating to the NWT;
and,
HOLMAN
0.0
0%
0%
INUVIK
1.2
0%
0%
4. Others (non-NWT residents).
JEAN MARIE RIVER
1.0
0%
0%
Overall, 19 communities were represented in the workforce in
2015, which is a most since operations began. Most of these
employees reside in Yellowknife, accounting for 70% of the NWT
workforce with 170.7 person-years of employment. The Town of
Hay River contributed 31.2 person-years (13%), while Behchoko
added another 11.9 person-years (5%) of employment to the mine.
KAKISA
1.1
0%
0%
LUTSEL K’E
1.2
0%
0%
NAHANNI BUTTE
0.0
0%
0%
NORMAN WELLS
0.0
0%
0%
PAULATUK
0.2
0%
0%
BEHCHOKO
11.9
2%
5%
GAMETI
2.0
0%
1%
SACHS HARBOUR
0.0
0%
0%
TROUT LAKE
0.0
0%
0%
TSIIGEHTCHIC
0.5
0%
0%
TUKTOYAKTUK
0.0
0%
0%
TULITA
1.0
0%
0%
WEKWEETI
1.7
0%
1%
WHA TI
2.1
0%
1%
WRIGLEY
0.0
0%
0%
YELLOWKNIFE
170.7
22%
70%
OTHER
517.9
68%
-
TOTAL NWT
761.6
100%
100%
Travel to the Mine from any NWT community should not
represent a barrier to employment for any NWT resident as De
Beers has 10 NWT pickup points (Yellowknife, Whati, Wekweeti,
Gameti, Lutsel K’e, Fort Smith, Hay River, Fort Simpson, Norman
Wells and Inuvik) throughout the Territory, and offers travel
allowances to help NWT residents travel to a pickup point. The
number of NWT pickup points offered by De Beers exceeds the
commitment made by the company in its socio-economic
agreement with the GNWT.
Note: figures may not add up due to rounding error.
4
See Section 3.2 in the Snap Lake Socio-Economic Agreement.
A6
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NWT Socio-Economic Report | 2015
EMPLOYEES
NEW HIRES BY RESIDENCY,
COMMUNITY, AND JOB
CLASSIFICATION
OVER THE COURSE OF 2015, 367 NEW
PEOPLE WERE HIRED, 112 OF WHOM
WERE NWT RESIDENTS.
Contractors are typically more active in
hiring new employees, largely because of
the seasonal or temporary nature of some
of their responsibilities. The total number
of new hires by contractors was 219. The
majority (57%) of these new hires reside
outside the NWT. De Beers’ hiring reached
148 for the year.
Table 6 highlights the different
communities represented by new
Table 5 presents the number of new
hires by residency separated between
employees of De Beers and our
contractors. The data in this table is
not in person-years, but rather number
of individuals hired.5
employees. This distribution is
representative of the overall workforce at
Snap Lake, with the majority residing in
Yellowknife (which includes the
Yellowknives Dene First Nation
communities of Ndilo and Dettah).
Table 7 further delineates the new hires
data according to hiring priority and job
classification. These data reaffirm the
established division of labour between the
different priority groups. New NWT
Aboriginal employees were hired primarily
to fill vacant positions in the unskilled job
category—58% of all unskilled new hires
were Aboriginal residents from the
NWT—while non-Aboriginal, non-resident
new hires filled the vast majority of new
skilled, professional, and management
positions, 78%, 100%, and 83% respectively.
With that said, De Beers is pleased that 27
of the 37 new hires for skilled jobs that
reside in the NWT are Aboriginal.
Table
5: New Hires by Residency
> 6 MONTHS
< 6 MONTHS
NWT
NON-NWT
TOTAL
11
6
17
131
148
CONTRACTORS
25
70
95
124
219
TOTAL
36
76
112
255
367
DE BEERS CANADA INC.
7%
4%
11%
89%
100%
CONTRACTORS
11%
32%
43%
57%
100%
TOTAL
10%
21%
31%
69%
100%
NUMBER OF NEW EMPLOYEES
DE BEERS CANADA INC.
PERCENT OF TOTAL
5
The figures representing contractor hiring will appear inflated or would otherwise suggest excessive turn-over. This is not the case, however. It is not uncommon for someone to
accept several short-term positions with different contractors throughout the year. Depending on the duration of their work term, which could be as short as two weeks (a single
work rotation), it is possible for the same person to be entered into the system as a new hire multiple times each year. This issue does not exist with De Beers’ employees. If the
Company hires back an employee twice in one year, they are entered into the system only once.
NWT Socio-Economic Report | 2015
EMPLOYEES
NEW HIRES
BY COMMUNITY
Table 6: New Hires by Community
COMMUNITY
# OF EMPLOYEES HIRED BY DE BEERS
# OF EMPLOYEES HIRED BY
CONTRACTORS
TOTAL # OF
EMPLOYEES HIRED
EMPLOYMENT BY
COMMUNITY
AKLAVIK
0
1
1
0.3%
COLVILLE LAKE
0
0
0
0.0%
DELINE
0
1
1
0.3%
ENTERPRISE
0
0
0
0.0%
FORT GOOD HOPE
0
0
0
0.0%
FORT LIARD
0
0
0
0.0%
FORT MCPHERSON
0
0
0
0.0%
FORT PROVIDENCE
0
1
1
0.3%
FORT RESOLUTION
0
2
2
0.5%
FORT SIMPSON
0
0
0
0.0%
FORT SMITH
1
1
2
0.5%
HAY RIVER
0
8
8
2.2%
HOLMAN
0
0
0
0.0%
INUVIK
2
1
3
0.8%
JEAN MARIE RIVER
0
1
1
0.3%
KAKISA
0
1
1
0.3%
LUTSEL K’E
0
1
1
0.3%
NAHANNI BUTTE
0
0
0
0.0%
NORMAN WELLS
0
0
0
0.0%
PAULATUK
1
0
1
0.3%
GAMETI
0
0
0
0.0%
BEHCHOKO
2
2
4
1.1%
SACHS HARBOUR
0
0
0
0.0%
TROUT LAKE
0
0
0
0.0%
TSIIGEHTCHIC
0
2
2
0.5%
TUKTOYAKTUK
0
0
0
0.0%
TULITA
0
0
0
0.0%
WEKWETI
0
0
0
0.0%
WHA TI
0
3
3
0.8%
WRIGLEY
0
0
0
0.0%
YELLOWKNIFE
14
73
87
23.7%
OTHER
128
121
249
67.9%
TOTAL NWT
148
219
367
100%
Note: figures may not add up due to rounding error.
A8
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NWT Socio-Economic Report | 2015
EMPLOYEES
NEW HIRES BY HIRING
PRIORITY AND JOB
CATEGORY
Table 7: New Hires by Hiring Priority and Job Category
UNSKILLED
SEMI-SKILLED
SKILLED
PROFESSIONAL
MANAGEMENT
TOTAL NEW HIRES
MEMBERS OF THE 4 IBA GROUPS WHO LIVE IN NWT
21
5
18
0
0
44
OTHER ABORIGINAL PEOPLE LIVING IN NWT
21
4
9
0
0
34
NON-ABORIGINAL NWT RESIDENTS
16
7
10
0
1
34
TOTAL NWT RESIDENT NEW HIRES
58
16
37
0
1
112
MEMBERS OF 4 IBA GROUPS WHO DO NOT LIVE IN NWT
0
2
1
0
0
3
OTHER ABORIGINAL PEOPLE WHO DO NOT LIVE IN NWT
5
6
11
0
0
22
OTHER NON-NWT RESIDENTS
9
33
169
14
5
230
TOTAL NEW HIRES
72
57
218
14
6
367
MEMBERS OF THE 4 IBA GROUPS WHO LIVE IN NWT
48%
11%
41%
0%
0%
100%
OTHER ABORIGINAL PEOPLE LIVING IN NWT
62%
12%
26%
0%
0%
100%
(percent of total by hiring priority)
NON-ABORIGINAL NWT RESIDENTS
47%
21%
29%
0%
3%
100%
TOTAL NWT RESIDENT NEW HIRES
52%
14%
33%
0%
1%
100%
MEMBERS OF 4 IBA GROUPS WHO DO NOT LIVE IN NWT
-
-
-
-
-
-
OTHER ABORIGINAL PEOPLE WHO DO NOT LIVE IN NWT
23%
27%
50%
0%
0%
100%
OTHER NON-NWT RESIDENTS
4%
14%
73%
6%
2%
100%
TOTAL
20%
16%
59%
4%
2%
100%
MEMBERS OF THE 4 IBA GROUPS WHO LIVE IN NWT
29%
9%
8%
OTHER ABORIGINAL PEOPLE LIVING IN NWT
29%
7%
4%
0%
0%
9%
NON-ABORIGINAL NWT RESIDENTS
22%
12%
5%
0%
17%
9%
TOTAL NWT RESIDENT NEW HIRES
81%
28%
17%
0%
17%
31%
MEMBERS OF 4 IBA GROUPS WHO DO NOT LIVE IN NWT
0%
4%
0%
0%
0%
1%
OTHER ABORIGINAL PEOPLE WHO DO NOT LIVE IN NWT
7%
11%
5%
0%
0%
6%
(percent of total by job classification)
0%
0%
12%
OTHER NON-NWT RESIDENTS
13%
58%
78%
100%
83%
63%
TOTAL
100%
100%
100%
100%
100%
100%
Note: Those that did not self identify in the survey are recorded as non-Aboriginal. NWT Aboriginal employees who were identified as residing outside the NWT are recorded as Non-NWT Aboriginal Residents in this
table. Figures may not add up due to rounding error.
NWT Socio-Economic Report | 2015
EMPLOYEES
EMPLOYMENT BY
GENDER AND JOB
CLASSIFICATION
De Beers supports and encourages the
participation of women in all aspects of
work related to Snap Lake Mine and
encourages similar commitments from its
contractors.6 Table 8 and Table 9 provide
evidence of the company’s record in this area.
Table 8: Employment by Job Classification and Gender
Men
Women
(person-years)
(percent)
(person-years)
(percent)
MANAGEMENT
17.9
86%
2.8
14%
PROFESSIONAL
29.7
80%
7.6
20%
SKILLED
374.2
93%
26.1
7%
SUBTOTAL
421.8
92%
36.5
8%
SEMI-SKILLED
169.8
84%
31.3
16%
UNSKILLED
56.1
64%
31.0
36%
SUBTOTAL
225.9
78%
62.3
22%
GRAND TOTAL
647.6
87%
98.8
13%
Note: The summation of person-years of employment by gender does not equal the year’s total employment. De Beers believes the employment by job classification and gender shown in this table are representative
of the total; that is, the percentages for men (87%) and women (13%) are an accurate reflection of the overall workforce.
Table 9: Employment by Job Classification for Women
(person-years)
DISTRIBUTION OF WOMEN
BY JOB CLASSIFICATION
(percent)
MANAGEMENT
2.8
3%
PROFESSIONAL
7.6
8%
SKILLED
26.1
26%
SUBTOTAL
36.5
37%
SEMI-SKILLED
31.3
32%
UNSKILLED
31.0
31%
SUBTOTAL
62.3
63%
GRAND TOTAL
98.8
100%
Note: figures may not add up due to rounding error.
There were 98.8 women employed at the Snap Lake Mine in 2015, representing 13% of
the overall workforce. Women provided the mine with 36.5 person-years of employment
in jobs classified as management, professional, or skilled. Women hold 26.1, 31.3, and
31 full-time equivalent positions classified as skilled, semi-skilled, and unskilled
jobs, respectively.
6
See Section 4.10 in the Snap Lake Socio-Economic Agreement.
32%
26%
3%
2015
8%
Skilled
Semi-Skilled
Unskilled
Professional
31%
Management
A10
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NWT Socio-Economic Report | 2015
EMPLOYEES
2015 GAHCHO KUÉ
PROJECT EMPLOYMENT
Employment during the Gahcho Kué Project’s first year of construction (2015) equalled
903 measured in full-time equivalency or person-years of employment (see Figure 1)1.
This number includes employees of De Beers and our contractors. NWT residents’
participation in the workforce was 16%, equal to 142 person-years.
MAXIMIZING THE EMPLOYMENT
BENEFITS OF THE GAHCHO KUÉ PROJECT
IS AN IMPORTANT GOAL FOR DE BEERS.
The construction phase poses particular
challenges, however. The majority (54% in
2015) of jobs during construction require
skilled tradespeople such as electricians,
ironworkers, pipe fitters, millwrights,
welders, and carpenters. The NWT labour
force does not have an abundance of these
skilled workers who are not already fully
employed elsewhere. As a result, NWT
residents filled just 5% of these skilled jobs.
For semi-skilled jobs that typically require
some trades training and/or past
experience, NWT labour was better
represented. NWT residents filled 67 of the
282 semi-skilled jobs available, equal to
24%. But even in this category, there were
many jobs that required training or
experience that NWT resident labour does
not have. For example, there were 60 crane
operators registered for work on the
construction site. Only one of these
operators was from the NWT. It is simply
not a skill that would otherwise be in high
demand in the territory.
Another challenge is with the temporary
nature of these construction jobs, especially
those in the skilled category. There were
more than 2,000 non-resident employees
registered for work on the Gahcho Kué
Project construction site in 2015, but when
summed in full-time equivalency terms, the
number drops to 762, meaning the average
job lasted just four months. Skilled workers
are often employed for a short period of
time to complete a very specific task, after
which they are no longer required. This
reduces the attractiveness of these jobs for
qualified NWT residents that are already
employed elsewhere.
The 142 Person Years of employment
created by the project and filled by NWT
residents represent an important
contribution to the 2015 NWT labour
market (see Table 1). Statistics Canada
reports that the NWT economy lost 200
jobs during the year and, because there was
no change in the number of people in the
labour market, the end result was a rise in
the unemployment rate that averaged 8.3%
for the year.
Figure 1: Employment
at the Gahcho Kué Project
Construction, 2015
15%
85%
2015
Non-NWT Residents
NWT Residents
Table 1: Changes in NWT Labour Market,
from 2014 to 2015
2014
2015
CHANGE
LABOUR FORCE
24,000
24,000
0
EMPLOYMENT
22,100
21,900
-200
UNEMPLOYMENT RATE
7.9%
8.3%
0.4%
Source : Statistics Canada, Labour Force Survey, CANSIM
Table #282-0100.
As a part of its Gahcho Kué Project Socio
Economic Agreement, De Beers has
established an NWT resident employment
target of 35% for the overall construction
workforce, understanding that the
achievement of this target is subject to the
availability of NWT residents with the
required skills, training, and experience,
and the ability to pass training program
entrance requirements. Developing a
qualified workforce for the Project is a
shared responsibility of De Beers, the
Government of the Northwest Territories,
educational institutions, the NWT Mine
Training Society and other training
partners, the Aboriginal Authorities, and
communities.
Moving forward, De Beers will continue to
promote the employment opportunities at
the Gahcho Kué construction site
throughout the territory and will make all
efforts to achieve employment targets
during operations.
1
A full time job is defined as 2,184 hours worked in a single year. The total hours is calculated from the assumption that an employee will work 13 cycles of 14 days with a day
equalling a 12-hour shift. Therefore, estimating number of jobs in terms of person years requires summing the total number of hours worked by all employees and dividing that
number by 2,184. For the purposes of this analysis, each person year of employment can also be considered a Full-Time Equivalent employee or FTE.
NWT Socio-Economic Report | 2015
EMPLOYEES
EMPLOYMENT
BY HIRING PRIORITY
THERE WERE 903 PERSON YEARS (PY)
OF EMPLOYMENT WERE CREATED
DURING THE FIRST FULL YEAR OF
CONSTRUCTION ACTIVITIES.
NWT residents contributed 142 personyears of employment to the construction
project. This represents 16% of the overall
workforce. Aboriginal residents of the NWT
contributed 47 person-years, while other
NWT residents contributed the remaining
94 person-years.
Table 2 provides employment information
for De Beers and contractors separately.
Much of the project’s construction has been
contracted to businesses specializing in this
work. As such, contractors employ the
Table 1 presents the employment history
in person-years by hiring priority for
the Gahcho Kué Project construction
for 2015. These data combine the
employment results of De Beers and
our contractors.
majority of the construction workforce,
exceeding 85% of the total. This amounts to
772 person-years of employment, of which
91% are non-residents. The high percentage
of imported labour stems from the need for
specialized skills that unemployed workers
within NWT labour force do not have.
De Beers’ employees represent
approximately 15% of the overall workforce,
equal to 132 person-years
of employment. However, within that
workforce are 75 residents of the NWT,
28 of whom are Aboriginal. De Beers’
employees are responsible for earthworks,
initial drilling and blasting, site support
services, environmental programming, and
project management and administration.
Table 2: Employment by Hiring Priority, De Beers and Contractors, 2015
DE BEERS
CONTRACTOR
TOTAL
(PERSON-YEARS)
NWT ABORIGINAL
28
19
47
OTHER NWT RESIDENTS
47
47
94
SUBTOTAL NWT RESIDENTS
75
67
142
NON-NWT ABORIGINAL
2
2
5
OTHER NON-NWT RESIDENTS
55
703
757
SUBTOTAL NON-NWT RESIDENTS
57
705
762
TOTAL
132
772
903
Table 1: Employment by Hiring Priority, 2015
(PERSON-YEARS)
NWT ABORIGINAL
47
OTHER NWT RESIDENTS
94
SUBTOTAL NWT RESIDENTS
142
NON-NWT
762
GRAND TOTAL
903
(PERCENT OF TOTAL)
NWT ABORIGINAL
5%
OTHER NWT RESIDENTS
10%
SUBTOTAL NWT RESIDENTS
16%
NON-NWT
84%
GRAND TOTAL
100%
Note: NWT Aboriginal employees who were identified as residing
outside the NWT are recorded as Non-NWT Residents in this table.
Any employee whose Aboriginal status could not be established
was identified as non-Aboriginal in this table. Figures may not add
up due to rounding error.
Gahcho Kué Project
Construction Employment,
De Beers and Contractors
15%
(PERCENT OF TOTAL)
NWT ABORIGINAL
21%
3%
5%
OTHER NWT RESIDENTS
36%
6%
10%
SUBTOTAL NWT RESIDENTS
57%
9%
16%
NON-NWT ABORIGINAL
2%
0%
1%
OTHER NON-NWT RESIDENTS
41%
91%
84%
SUBTOTAL NWT RESIDENTS
43%
91%
84%
TOTAL
100%
100%
100%
Note: NWT Aboriginal employees who were identified as residing outside the NWT are recorded as Non-NWT Residents in this table. Any employee
whose Aboriginal status could not be established was identified as non-Aboriginal in this table. Figures may not add up due to rounding error.
85%
Contractors
De Beers
2015
A12
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NWT Socio-Economic Report | 2015
EMPLOYEES
EMPLOYMENT BY
HIRING PRIORITY AND
JOB CLASSIFICATION
Table 3 contains employment results by
hiring priority and job classification. Of
the 903 person years of employment
created by this project, 490 (or 54%)
require skills typically acquired through a
combination of a college diploma or trades
certification and work experience.
Table 3: Employment by Hiring Priority and Job Classification, 2015
NWT ABORIGINAL
OTHER NWT RESIDENTS
SUBTOTAL NWT RESIDENTS
NON-NWT RESIDENTS
GRAND TOTAL
(PERSON-YEARS)
MANAGEMENT
1
8
9
30
38
PROFESSIONAL
0
1
1
9
11
SKILLED
5
20
25
465
490
SUBTOTAL
5
29
34
504
539
SEMI-SKILLED
24
43
67
215
282
UNSKILLED
18
22
40
42
83
SUBTOTAL
42
66
107
257
365
TOTAL
47
94
142
762
903
PERCENT OF TOTAL BY JOB CLASSIFICATION
MANAGEMENT
2%
20%
22%
78%
100%
PROFESSIONAL
0%
10%
10%
90%
100%
SKILLED
1%
4%
5%
95%
100%
SUBTOTAL
1%
5%
6%
94%
100%
SEMI-SKILLED
8%
15%
24%
76%
100%
UNSKILLED
22%
27%
49%
51%
100%
SUBTOTAL
11%
18%
29%
71%
100%
TOTAL
5%
10%
16%
84%
100%
PERCENT OF TOTAL BY HIRING PRIORITY
MANAGEMENT
2%
8%
6%
4%
4%
PROFESSIONAL
0%
1%
1%
1%
1%
SKILLED
10%
21%
17%
61%
54%
SUBTOTAL
12%
30%
24%
66%
60%
SEMI-SKILLED
50%
46%
47%
28%
31%
UNSKILLED
38%
24%
29%
6%
9%
SUBTOTAL
88%
70%
76%
34%
40%
TOTAL
100%
100%
100%
100%
100%
Note: NWT Aboriginal employees who were identified as residing outside the NWT are recorded as Non-NWT Residents in this table. Any employee whose Aboriginal status could not be established was identified as
non-Aboriginal in this table. Figures may not add up due to rounding error.
NWT Socio-Economic Report | 2015
EMPLOYEES
SKILLED WORKERS INCLUDE ELECTRICIANS, IRONWORKERS, PIPE
FITTERS, MILLWRIGHTS, WELDERS, AND CARPENTERS. THE
CONSTRUCTION PROJECT ALSO CREATED 282 FTE JOBS IN SEMISKILLED CATEGORIES, INCLUDING 125 FTE EQUIPMENT OPERATORS.
Skilled workers include electricians,
ironworkers, pipe fitters, millwrights,
welders, and carpenters. The
construction project also created 282
PY of employment in semi-skilled
categories, including 125 FTE
equipment operators. There were 83
jobs for general labour, classified as
unskilled work, 11 FTE jobs for
professionals including engineers and
consultants, and 38 FTE jobs for
managers that includes the
management team from De Beers
and from contractors.
Almost half (47%) of the Aboriginal and
non-Aboriginal residents of the NWT
worked in semi-skilled positions at the
construction site, providing 67 person-years
of employment. Half of these employees
were equipment operators. NWT residents
were underrepresented in skilled and
professional jobs, contributing 5% and 10%
of the total labour, respectively. NWT
residents made up 22% of the Gahcho Kué
Project’s management team, equal to nine
person-years of employment.
The results in Table 3 highlight the skills
gap that exists in the NWT workforce and
the tight market for labour with specialised
training. There are major capital projects
underway at the Ekati and Diavik mines,
creating excess demand for skilled and
semi-skilled workers in the territory. The
majority of NWT residents who are
qualified for these jobs are already fully
employed elsewhere. For example, over the
course of 2015, there were more than 200
electricians registered for work at the
Gahcho Kué construction site, contributing
a total of 67 person-years of employment to
the project. The NWT labour pool does not
include that many electricians, especially
ones in search of employment. In other
cases, jobs require a skill set that is not
present in the NWT labour force, such as
crane operators and ironworkers. As a
result, contractors have had to source this
labour from other parts of the country.
Gahcho Kué Project Construction Employment by Job Classification and Hiring
Priority (Residency)
600
500
Number of FTE jobs
SKILLED WORKERS
400
300
200
100
0
Managment
Professional
Non-NWT Residents
NWT Residents
Skilled
Semi-Skilled
Unskilled
A14
A15
NWT Socio-Economic Report | 2015
EMPLOYEES
EMPLOYMENT
BY COMMUNITY
THESE STATISTICS ARE RECORDED AS THE NUMBER OF
PERSON-YEARS OF EMPLOYMENT AND COMBINE DE BEERS’
EMPLOYEES WITH THE EMPLOYEES WORKING FOR OUR
CONTRACTORS.
The employment data by NWT
community is presented in Table 4. This
table illustrates the many different
communities represented at the Gahcho
Kué Project.
Table 4: Employment by NWT Community
PERSON
YEARS
% OF TOTAL
EMPLOYMENT
% OF NWT
EMPLOYMENT
The Gahcho Kué Project Socio-Economic Agreement establishes
priority groups within the NWT, which dictates hiring practices.2
The order of hiring priority is as follows:
YELLOWKNIFE
113
13%
80%
1. Members of Aboriginal Authorities, including
HAY RIVER
8
1%
6%
BEHCHOKO
2
0%
1%
LUTSEL K’E
3
0%
2%
FORT RESOLUTION
1
0%
1%
FORT SIMPSON
1
0%
1%
FORT SMITH
9
1%
6%
FORT GOOD HOPE
1
0%
1%
FORT MCPHERSON
1
0%
1%
FORT PROVIDENCE
1
0%
1%
GAMETI
1
0%
1%
NON-NWT
762
84%
N/A
SUBTOTAL NWT
RESIDENTS
149
15%
N/A
TOTAL
904
100%
100%
a. Lutsel K’e Dene and Kache Dene First Nations;
b. Yellowknives Dene First Nation;
c. Tlicho;
d. Deninu Kué First Nation;
e. North Slave Métis Alliance; and,
f. NWT Métis Nation
2. Aboriginal people residing in the NWT;
3. NWT residents who have been continuously resident in the
NWT for at least six months;
4. All others residing in or relocating to the NWT; and,
5.All others (non-NWT residents).
There were 11 communities represented in the 2015 construction
workforce. The majority reside in Yellowknife, accounting for
80% of NWT workforce with 113 person-years of employment.
Hay River contributed eight person-years (6%), while Fort Smith
added another nine person-years of employment to the
construction workforce.
Travel to the Mine from any NWT community should not
represent a barrier to employment for any NWT resident. As a
part of its Gahcho Kué Project Socio Economic Agreement, De
Beers provides return air transportation, at its expense, to
employees travelling from Lutsel K’e, Gameti, Whati, Wekweeti,
Yellowknife (for communities of Behchoko, Dettah, and Ndilo),
Hay River, Fort Smith, Fort Simpson, Norman Wells and Inuvik.
In addition, De Beers provides a travel allowance to employees
who do not reside in one of these communities in order to
facilitate their travel to and from the nearest designated
pick-up point.
2
See Section 3.2 in the Gahcho Kué Socio-Economic Agreement.
NOTE: FIGURES MAY NOT ADD UP DUE TO ROUNDING ERROR. COMMUNITIES NOT SHOWN DID NOT
HAVE A MEMBER WORKING FOR THE PROJECT IN 2015.
NWT Socio-Economic Report | 2015
EMPLOYEES
EMPLOYMENT
BY GENDER AND
JOB CLASSIFICATION
De Beers supports and encourages the
participation of women in all aspects of
work related to the Gahcho Kué Project
and encourages similar commitments
from contractors.
TABLES 5 AND 6 PROVIDE EVIDENCE OF OUR COMBINED RECORD IN THIS AREA.
There were 98 women employed at the Gahcho Kué Project in 2015, representing
11% of the overall workforce. Women provided 35 person-years of employment in jobs
classified as management, professional, or skilled, and another 38 and 25 person-years
of employment in jobs classified as semi-skilled and unskilled, respectively.
Table 6: Employment by Job Classification for Women
(PERSON-YEARS)
(PERCENT)
MANAGEMENT
3
3%
PROFESSIONAL
1
1%
SKILLED
31
31%
SUBTOTAL
35
35%
SEMI-SKILLED
38
39%
UNSKILLED
25
26%
SUBTOTAL
63
65%
GRAND TOTAL
98
100%
Note: figures may not add up due to rounding error
Table 5: Employment by Gender
(PERSON-YEARS)
(PERCENT)
MEN
806
89%
WOMEN
98
11%
TOTAL
903
100%
Distribution of Women
by Job Classification
39%
31%
2015
1%
3%
Skilled
Semi-Skilled
Unskilled
Management
26%
Professional
A16
22
OVERVIEW
NWT Socio-Economic Report | 2015
CONTACT US:
The De Beers Group of Companies
NWT Operational Support Centre
Suite 300, 5120-49th Street
Yellowknife NT X1A 1P8
T. 1.867.766.7300
F. 1. 867.766.7347
E. [email protected]
W. www.canada.debeersgroup.com
SPEAK UP!
PROGRAM
Through our commitment to the highest
standards of ethical behaviour, The
De Beers Group of Companies provides a
confidential and secure mechanism to
enable employees, suppliers, business
partners and other stakeholders to raise
concerns about any potentially unsafe,
unethical or unlawful conduct.
Speak Up! is a confidential reporting
service for all employees and stakeholders
of business units and group functions of
the Anglo American Group. It is
independently managed by Deloitte
Tip-offs Anonymous.
•Email: [email protected]
Concerns can be raised about unlawful,
unethical or unsafe conduct or practices,
including but not limited to:
•Telephone: 1-866-451-1590
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result in harm to individuals or to the
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taking or offering financial incentives.
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theft of company property.
•Legal Obligation: failure to comply
with or meet legal commitments.
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interests which may influence decisions.
Contact information from within Canada:
•In writing: Speak Up, P.O. Box 774,
Umhlanga Rocks, 4320, South Africa
(To which you can mail letters and
other relevant documentation globally.)
For more information visit www.speak-upsite.com.
In making a disclosure using one of the
above means, the whistle-blower is
encouraged to provide as much
information as possible relating to the
matter, bearing in mind that the great the
information available, the more
thoroughly the mater is likely to be
investigated and, in turn, resolved. All tips
are confidential and can be filed
anonymously.
OVERVIEW
NWT Socio-Economic Report | 2015 23