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Living up to diamonds - De Beers PDF

140 Pages·2008·21.38 MB·English
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Living up to diamonds From natural resources to shared national wealth Report to Society 2007 About De Beers They also detail the contribution of Reporting standards De Beers Société Anonyme diamonds to development, and the We believe this report together with (DBsa – hereafter referred to as translation of natural resources into our Operating and Financial Review De Beers) has three shareholders: shared national wealth. Performance 2007 represents an A+ application Anglo American (45%), Central and operational statistics in this of the Global Reporting Initiative Holdings (40% – representing report relate to the 2007 calendar (GRI) G3 Sustainability Reporting the Oppenheimer family) and the year unless otherwise stated. Use of Guidelines. It also forms part of Government of the Republic of “our” or “we” in this report relates to our Communication on Progress Botswana (15%). It is the holding the Family of Companies. Use of to the United Nations (UN) Global company of what is regarded as “De Beers” relates to De Beers sa. Compact. Further detail is presented the De Beers group or “Family of online at www.debeersgroup.com Companies” (p7). The Family of New in 2007 Companies is involved in most This report presents stakeholder parts of the diamond value chain viewpoints on our performance and employs about 20 000 people and partnerships. It provides around the world (p29). stakeholders with an opportunity to say “you are” performing in In this report accordance with our expectations. 3.1 3.2 3.3 3.6 3.7 3.8 These viewpoints are presented in Using icons This is the third annual sustainability the “voices of stakeholders” boxes, report prepared by the Family of in case studies and interviews and Icons are used throughout the report as Companies. It is designed to be in our portfolio of mission-guided references to reporting standards, external read alongside the Operating and assurance (p120). The report also initiatives or sources of further information. Financial Review 2007. Together includes answers to “questions these two reports cover the financial, from stakeholders” logged during 1 G lobal Reporting Initiative indicators operational and sustainability the course of 2007. This includes 1 UN Global Compact principles performance of the Family of questions asked by the Multi- 1 U N Millennium Development Goals Companies and provide insight into Stakeholder Forum and participants Policies or tools that support performance our governance processes and at our quarterly Diamond Dialogue R elevant web content and resources recent organisational change. roundtables in London (p13). Relevant content elsewhere in this report 1 Our Purpose, Vision, Values and Principles framework The world of diamonds is about Our Values making “dreams” come true. Geologists dream about finding the next big mine, Be Passionate Show We Care nations dream about the jobs, wealth and We will be exhilarated The people whose development opportunities that diamonds by the product we sell, lives we touch, their can bring, shareholders dream of superior the challenges we face communities, nations returns, employees dream of a successful and the opportunities and the environment career and couples dream about the we create. we share, all matter diamonds that symbolise their love deeply to us. We will and commitment. always think through the consequences of Pull Together what we do so that Our Purpose Being united in purpose our contribution to the To turn diamond dreams into lasting reality. and action, we will turn the world is real, lasting diversity of our people, and makes us proud. skills and experience into Our Vision an unparalleled source We have big dreams for our Family of of strength. Shape the Future Companies – an ambitious growth vision We will find new ways. We will set demanding focused on unlocking the full economic targets and take both value of our leadership position across Build Trust tough decisions and the diamond pipeline in a safe and We will always listen considered risks to sustainable manner. We will make it a reality first, then act with achieve them. We will by maximising the potential of our global openness, honesty and insist on executional partnerships, the skills and commitment of integrity so that our excellence and reward our people and the magic and emotional relationships flourish. those who deliver. value of our product. 1 Our Principles are presented on p136-137 Report to Society 2007 1 1 Table of contents Global Reporting UN Global Compact Page Initiative indicators principles Introduction from the Chairman 2 1.1 10 Performance overview from the Managing Director 4 1.1 1.2 4.12 Approach 6 The Family of Companies 6 2.1 2.3-2.8 3.5-3.8 3.11 Sustainability as part of our business strategy 10 1.2 3.13 4.9 EC2 Stakeholder engagement 11 3.5 4.12-4.17 Sustainability management 16 3.13 4.1 4.4 4.8 4.9 4.11 HR2 Targets 20 Economics 22 Contribution to economies 24 1.2 EC1 EC9 1 Investment in people and infrastructure 27 EC7 EC8 EC9 SO1 SO5 MM1 8 Sustained contributions through diversification 34 EC8 EC9 SO1 SO5 MM2 8 Ethics 44 Conflict diamonds 46 4.8 4.12 4.13 HR1-2 HR8 PR3-4 1 2 Business principles 49 4.8 4.12 4.13 4.16 PR9 SO2-8 10 Diamond value chains 54 4.8 4.12 4.13 EC6 HR2 PR5-8 Employees 58 Safety 60 LA6 1.2 4.1 4.4 4.9 4.11 MM12 Health and wellbeing 63 4.1 4.9 4.11 LA6 LA9 HIV/AIDS 68 1.2 4.4 4.8 4.9 LA9 LA8 6 Human rights 73 EC5 LA2 LA4 LA5 LA11 HR3-8 1 2 3 4 5 6 Harnessing and developing talent 79 LA11 LA12 Communities 82 Our strategy 84 4.8 4.12 4.16 SO1 1 Engaging with communities 86 EC8 EC9 HR9 SO1 MM7 1 Investing in communities 91 4.8 EC1 EC8 EC9 Environment 98 An evolved strategy 100 EN23 EN26 EN28 SO8 MM5 MM12 7 8 Biodiversity 104 1.2 4.8 4.12 EC8 EC9 7 8 Energy and climate 110 1.2 4.8 4.12 EC2 7 8 9 Water management 116 4.8 EN8 EN9 EN10 EN21 7 8 9 Materials and waste 118 4.12 EN1 EN2 MM5 MM6 7 8 9 Assurance 120 Mission-guided assurance 120 3.13 Portfolio of statements 121 Compliance table 132 Our Principles 136 Extended contacts 137 Acronyms AP DTC NDTC Assurance Programme Diamond Trading Company Namibia Diamond Trading Company APPs DTCB NIHL Assurance Programme for the Principles Diamond Trading Company Botswana Noise Induced Hearing Loss ART ECoHS NWT Anti-Retroviral Treatment Environment, Community, Health and Safety Northwest Territories (Canada) BEE HDN OIFR Black Economic Empowerment Historically Disadvantaged Namibian Occupational Illness Frequency Rate BPPs HDSA SASA DTC Diamond Best Practice Principles Historically Disadvantaged South African South African Sea Areas DBCM KPCS SEAT De Beers Consolidated Mines Kimberley Process Certification Scheme Socio-Economic Assessment Toolbox DBDJ LTIFR SHE De Beers Diamond Jewellers Lost Time Injury Frequency Rate Safety, Health and Environment DBIA LTISR SLP De Beers Internal Audit Lost Time Injury Severity Rate Social and Labour Plan DDI MCDP VCT Diamond Development Initiative Mwadui Community Diamond Partnership Voluntary Counselling and Testing 1 Table includes a sample of relevant GRI indicators for each section. Detailed references are available in our compliance table on p132 2 Introduction from the Chairman 1.1 10 1 8 In some African countries, the wealth De Beers and its partner companies derived from natural resources has contribute in the region of US$4.7 Natural resources to shared done little to improve the lives of billion to African economies every national wealth their peoples. Thus what is now year. We believe that this sum Across the De Beers Family of referred to as “the resources curse” will increase in the near future as Companies, we view sustainability has entered into the popular lexicon beneficiation initiatives, aimed at far more broadly than simply of Africa’s perceived woes. But this unlocking as much downstream meeting the environmental need not, and indeed should not, be value from diamonds in producer and social targets that we set the case. countries as is commercially viable, for our operations. Rather, our begin to bear fruit. These initiatives, understanding of sustainability is In contrast to those countries that which involve the migration of our shaped by the societal imperatives have been associated with the diamond sorting and distribution of the countries in which we work. resource curse, the governments capacity from London to major This includes the vision of an with which De Beers partners have producer countries, are intended ever more prosperous Africa we deployed revenues derived from to generate additional local value share with our host and partner their natural resource wealth to drive from diamonds, create employment governments and our commitment sustainable development. Nowhere and stimulate downstream diamond to the United Nations Millennium is this more apparent than in Africa’s cutting and diamond jewellery Development Goals. most established democracy, manufacturing capacity. This in Botswana, where, subsequent to the turn will drive the sustainability of As a company firmly rooted discovery of diamonds at Orapa and our operations through reaffirming in Africa, the most prominent Letlhakane in 1966, the combination our commitment to the economic among these imperatives are: the of economic growth and stability has growth of our producer countries challenge of defining a positive been unparalleled on the continent. and securing long term access to role for our business in facilitating For almost 40 years diamonds have diamond resources. It should not be sustainable, long term economic been the single largest contributor any great surprise, then, that the growth as a platform for socio- to Gross Domestic Product (GDP) De Beers Family of Companies economic development; the HIV/ and government revenues by a believes that strengthening AIDS pandemic; and, the effective significant margin. communities and countries through management of the environmental, extracting greater value from social and economic impacts of If natural resources are to be their natural resources is the right climate change. Success in meeting transformed into national wealth strategy for Africa today. these challenges is a foundation of it is of course a government’s our long term business plan as our responsibility firstly, to create an The same philosophy that frames future prosperity depends ultimately investment environment suitable to our relationships with our producer on the stability and prosperity of the attract private sector backing; and, partners at a national level guides countries in which we operate. secondly, to deploy the revenues the way we work at our mining they derive from this in the national operations. Conscious of the interest. The role of business, by limitations of driving sustainable contrast, is the creation, generation local development on the back of and protection of that wealth in local employment and procurement the first place. In the case of deals alone, we work to extend the De Beers, this involves the mining benefits enjoyed by our employees and distribution of diamonds whilst into local communities. In addition simultaneously driving demand to working with local community for diamonds in key markets. It is organisations, government agencies this kind of clear understanding, and other institutions to resolve of how the different capacities of these problems, we make direct parties acting in partnership are social investments in community aligned to their responsibilities and health, education and welfare, and accountabilities, which ensures the seek to leverage the involvement of best overall results of an enterprise. appropriate partners from the private sector and civil society. Nicky Oppenheimer, Chairman, De Beers Report to Society 2007 3 While the size of these community We do this through preferential The rapid progress and wide investments is small relative to procurement and the provision; of recognition of the DDI, of which we the scale of our overall economic engaged support for initiatives that are a founder member, is particularly contribution in producer countries, promote good governance and encouraging as it represents a this does not in any way diminish transparency and the paramount concrete commitment to poverty their importance. Our contributions value of industry leadership in reduction among artisanal diamond to the upliftment of these driving ethical business practices mining communities in regions that communities are critical to managing to underwrite consumer confidence were once so closely associated risk, promoting stability and growth; in diamonds. Above all we have with “conflict diamonds”. enhancing local capacity and learnt that building strong mutually ensuring consumer confidence in beneficial partnerships wherever we It is a source of pride to me, as our product. We also believe that it is work creates a shared responsibility Chairman, that De Beers has been the right thing to do. for success. a productive corporate citizen and a constructive partner in our producer Consequently in 2007, we carefully Our appreciation of the value of countries. I am confident that we will assessed our global Corporate partnership is further enhanced by continue to be so in the future. It is Social Investment (CSI) strategy and the value of ongoing collaborative my belief that what we have learnt structures with a view to ensuring initiatives like the Kimberley Process. from the success of these states will that our CSI draws more effectively We are optimistic that other similar help define the supporting role that on our core capacities and initiatives that we support such as business can play building a strong enhances the developmental impact the Partnership Against Corruption and sustainable Africa. of our business. To this end, 2007 Initiative (PACI) of the World saw the launch of the De Beers Economic Forum; the Extractive Namibia Fund and, in Botswana, Industries Transparency Initiative the Diamond Trust, a joint initiative (EITI) and the Diamond Development between Debswana and De Beers Initiative (DDI) will also bear fruit in created specifically to fund projects the near future. in Botswana of too large a scale to be catered for through existing funding mechanisms. Business lessons for a strong Africa The unique contribution that diamonds have made in countries like Botswana gives us cause to reflect on what lessons might be drawn from this success and whether these might be deployed effectively elsewhere on the continent. We are confident that we have a meaningful contribution to make to the ongoing discussion about the role of business in Africa’s development. We have, for example, learnt the value of building local capacity through employing local people and ensuring local management of our operations. We also appreciate the need to support local businesses. 4 Performance overview from the Managing Director 1.1 1.2 4.12 1 8 Reporting to society In 2007, De Beers paid more than Although De Beers is a global The purpose of this report, designed US$6.2 billion (2006: US$5.9 billion) company, our heritage is in Africa. to be read alongside our 2007 to stakeholders around the world, Africa is where our company was Operating and Financial Review, with US$4.7 billion being spent in founded in 1888, where many of our is to document our sustainability Africa. Payments to partners, joint exploration efforts are focused in performance in a rigorous, ventures and to suppliers amounted pursuit of new mining opportunities transparent and accessible way. to US$4.9 billion. About US$3.2 and where the company remains The report builds upon best billion of this was paid for diamonds centred operationally. practice standards outlined in the in Africa (2006: US$3.2 billion). Global Reporting Initiative (GRI) We are currently midway through Sustainability Reporting Guidelines. De Beers paid over US$1.4 billion in our Chapter 2 business strategy De Beers is also a committed and taxes and royalties to governments (2005-2009) in which management active member of the UN Global globally; 91.6% of which was paid is focused on maximising Earnings Compact (UNGC) community. Our in Africa. Before Interest, Taxes, Depreciation own Principles and assurance and Amortisation (EBITDA), Return programmes are directly aligned Our approach to community On Capital Employed (ROCE) and with the 10 UNGC principles as well development enterprise value. This Report to as those of the Universal Declaration We follow a three way approach Society examines a key strategic of Human Rights and the Millennium when working with our community driver in our journey - sustainability Development Goals. neighbours that integrates through partnership. This gives communication, respecting direction to our business model in Diamonds for development community interests and providing Africa and informs our approach at De Beers’ continuing success owes support, where appropriate, for our operations around the world. much to the enduring relationships initiatives aimed at improving the we have built with our neighbours environmental, economic and Our understanding of sustainability in the communities in which we live social sustainability of communities is shaped by the unique and work. We believe that through affected by our operations. circumstances and challenges mutually beneficial partnerships presented by the diverse and the effective integration of In 2007, progress in the community communities and countries in corporate and national development discipline was underpinned by which we work. The most prominent objectives, the transformation three key initiatives. These were, the among these are: the challenge of of natural resources into shared refinement of the Community Policy, facilitating sustainable, long term national wealth can become a real, its endorsement by the ECoHS economic growth as a platform powerful and lasting reality. Committee and the development for socio-economic development, and piloting of innovative new tools the HIV/AIDS pandemic, and the The incorporation of the State to enable world leading community effective management of Diamond Trader in South Africa, engagement and social investment. the environment in the face of the Diamond Trading Company climate change. Botswana in Botswana (DTCB) Promoting conservation and and the Namibia Diamond Trading addressing energy concerns Company (NDTC) in Namibia in Never before has the world’s partnership with Government population been more acutely aware partners in each of these countries of its impact on the environment. is testament to this belief. These De Beers prospects and mines partnerships are all structured to for diamonds in a rich variety of help these producer countries derive ecosystems be it frozen tundra, greater downstream value from scorched desert or deep sea – each their diamond production. We are demands sensitive, bespoke and confident that these beneficiation academically robust considerations initiatives will also lead to increased in order to ensure that the “cost” of job creation, technology and skills our activities in the broadest sense transfers and increased economic are exceeded at all times by wider diversification. societal benefits. Gareth Penny, Managing Director, De Beers Report to Society 2007 5 In 2007, our environmental Instilling a culture of safety Achieving this vision means strategy focused on biodiversity, and health awareness focusing on, and investing in, the energy security, and water usage. While highly formalised and management of prevention, care, Performance improvements were controlled, diamond mining, like treatment and support initiatives. achieved through the development all industrial activities, still has its of our professional capacity and dangers. In our experience, the Living up to diamonds the production and collection of safety of employees rests not Whilst small, the risk of conflict environmental data. just with management, but with or illicit diamonds entering the employees themselves. While our legitimate global supply chain At the end of 2007, our mining safety performance has improved remains. Through robust supply activities had affected 3.7% of the immeasurably in recent years, I chain management, expert 960 792 hectares (ha) of our mining remain acutely aware that a small monitoring and meticulous licence areas. Our biodiversity number of accidents continue to assurance, De Beers is fully strategy seeks to integrate occur. This is unacceptable and confident in its 100% conflict internationally accepted guidelines we will continue to address the diamond free status. Furthermore, and proactively support biodiversity matter through the deployment of the company remains committed to research activities in the vicinity of appropriate guidelines, training, working with civil society, industry our operations. In 2007 many of the promotion of peer groups and and governments through the these projects took place in the engagement with expert external Kimberley Process to permanently 185 000 ha of our owned and advisory bodies. halt this destructive and abhorrent managed property that has been set threat. aside as nature reserves. At the end of 2007, the De Beers Family of Companies employed These are exciting and challenging Energy supply within the Family of approximately 19 300 people times for De Beers. Our ambition to Companies is critically important to in Africa, primarily in Botswana, transform and expand our business, our ability to maintain our optimal Namibia and South Africa, while delivering on sustainability level of operation. Our diamond accounting for about 93.6% of through partnership, is matched only mines are run on a continuous our workforce. With the high levels by the commitment, passion and basis and therefore any interruption of HIV/AIDS in these countries, expertise of our employees. I invite jeopardises production and HIV/AIDS represents both a well- you to read and regularly review this economic viability. While energy documented health risk and a threat report and let us know whether you efficiencies and diversification to the continuity of our business. We believe De Beers is “living up strategies were pursued in 2007, are committed to addressing HIV/ to diamonds”. power shortages in southern Africa AIDS in a positive, supportive and represent a key risk to business non-discriminatory manner. This continuity in 2008. With South Africa includes eliminating stigma. facing electricity blackouts on a regular basis, we have reduced our own energy usage in line with national quotas which presents new challenges to maintaining our diamond production levels in the country. As a major purchaser of South African energy, Botswana is expected to succumb to similar energy challenges. Energy consumption in 2007 was 16.25 million GJ (2006: 14.47 million GJ). Additional use of energy, water and higher rates of CO and sulphur 2 dioxide emissions were accounted for largely by the expansion of our activities and the increasing age of our operations. 6 Approach 6 Approach The Family of Companies 2.1 2.3 2.4 2.5 2.6 2.7 2.8 Products and services At the end of 2007, we employed De Beers has three shareholders: The Family of Companies is involved about 20 000 people worldwide Anglo American (45%), Central across the breadth of the diamond (p29). About 93% of these Holdings (40% – representing value chain (p9). This includes employees work at our operations the Oppenheimer family) and the exploring for new deposits on four in Africa, mainly in exploration and Government of the Republic of continents and mining in Botswana, mining functions and at our campus Botswana (15%). It is the holding Canada, Namibia, South Africa and in Johannesburg. company of the De Beers group or Tanzania. It sorts and sells rough “Family of Companies” (Figure 1-1). diamonds to independent clients Report scope and boundary These include DBCM, our oldest or Sightholders with operations in 3.5 3.6 3.7 3.8 3.11 operation, originally established in 58 countries, that cut and polish This is the third sustainability South Africa in 1888. De Beers is diamonds prior to the manufacture report produced by the Family of officially managed from its head of jewellery. These sorting and sales Companies. It includes information office in Luxembourg. operations take place primarily on those businesses that De Beers in Botswana, Namibia, South either owns or has significant Use of “our” or “we” in this report Africa and the United Kingdom. influence over and that have relates to the wider Family of The Family of Companies also significant economic, environmental Companies. Use of “De Beers” plays a role in the marketing of and social impacts. The content relates to De Beers sa majority diamonds in 11 major consumer in this report has been defined owned or managed companies. markets. It produces about 40% of largely through our ongoing review world production by value and is of best practice standards and our responsible for about 45% of rough direct engagements with producer diamond distribution. governments, local communities, www.debeersgroup.com civil society organisations and Report to Society 2007 7 inter-governmental organisations Figure 1-1: The De Beers Family of Companies and reporting boundaries (p11). Our review of best practice standards enables us to identify those issues society considers to Investing in independently managed businesses be relevant and material. Our direct De Beers Diamond Jewellers (50%) Element Six (100%) engagements determine what issues our own stakeholders consider to be relevant and material. Investing in independently managed joint ventures Debswana (50%) This report includes detailed Diamond Trading Company Botswana (50%) performance data for De Beers Namdeb (50%) majority owned and managed Namibia Diamond Trading Company (50%) businesses, as well as for Debswana and Namdeb. The report also includes narrative content on Owning and managing companies relevant management approaches De Beers Canada (100%) for independently managed De Beers Consolidated Mines (74%) De Beers Group Services (100%) companies such as De Beers De Beers Marine (100%) Diamond Jewellers and Element De Beers Marine Namibia (70%) Six. Explanation of performance Diamdel (100%) Diamond Trading Company (100%) highlights and organisational change Williamson Diamonds (75%) in 2007 is included in the Operating and Financial Review 2007. Reporting: Complete including performance data Management approach Management: Control Joint control Influence Ear ly stage e xplora tion Legend Explora tion of fice Performance R Reconnaissance Impro ved D D Disco very Stab le De De Deposit Declined Re Re Resource Certification Value-adding activities O OHSAS 18001 DTC DM Da Sor ting and sales entities I ISO 14001 DT Di Da Cutting and polishing DT Di Da Marketing entities Tailings trea tment * DT Di Da DTC Sightholder s Owned and opera ted b y independentl y DT DTC managed joint v entures 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 Di Diamdel 1 2 3 Da Diatrada Independently managed businesess DB De Beer s Diamond J ewelle rs E6 Element Six Ear ly stage e xplora tion Legend Explora tion of fice Performance R Reconnaissance Impro ved Ear ly stage e xplora tion Legend D D Disco very Stab le Explora tion of fice Performance De De Deposit Declined R Reconnaissance Impro ved Re Re Resource Certification D D Disco very Stab le Value-adding activities O OHSAS 18001 De De Deposit Declined DTC DM Da Sor ting and sales entities I ISO 14001 Re Re Resource Certification DT Di Da Cutting and polishing Value-adding activities O OHSAS 18001 DT Di Da Marketing entities Tailings trea tment DTC DM Da Sor ting and sales entities I ISO 14001 DT Di Da DTC Sightholder s * Owned and opera ted b y independentl y DT Di Da Cutting and polishing DT DTC managed joint v entures DT Di Da Marketing entities Tailings trea tment * 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 Di Diamdel DT Di Da DTC Sightholder s Owned and opera ted b y independentl y DT DTC managed joint v entures 1 2 3 Da Diatrada 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 Di Diamdel Independently managed businesess 1 2 3 Da Diatrada DB De Beer s Diamond J ewelle rs Independently managed businesess E6 Element Six DB De Beer s Diamond J ewelle rs E6 Element Six Early stage exploration Legend Exploration office Performance R Reconnaissance Improved D D Discovery Stable De De Deposit Declined Re Re Resource Certification Value-adding activities O OHSAS 18001 DTC DM Da Sorting and sales entities I ISO 14001 DT Di Da Cutting and polishing DT Di Da Marketing entities * Tailings treatment DT Di Da DTC Sightholders Owned and operated by independently DT DTC managed joint ventures 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 Di Diamdel 1 2 3 Da Diatrada Independently managed businesess DB De Beers Diamond Jewellers E6 Element Six 8 Approach Our global operations MM1 Early stage exploration Legend Exploration office Performance R Reconnaissance Improved D D Discovery Stable De De Deposit Declined Re Re Resource Certification Value-adding activities O OHSAS 18001 DTC DM Da Sorting and sales entities I ISO 14001 7 DT Di Da Cutting and polishing DT Di Da Marketing entities * Tailings treatment DT Di Da DTC Sightholders Owned and operated by independently DT DTC managed joint ventures 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 Di Diamdel 1 2 3 Da Diatrada Independently managed businesess Ear ly stageR e xpDlora tion Legend DB De Beers Diamond Jewellers R RExepclonranatiossna onfcfeice PerfIomrmpraonvceed E6 Element Six D RDe DRDeRDRDeisspcDousvritceDerye CertDSifiteaccbaltilnieoe nd 1184 13 41 31 6 D DTC DMi Da ValuCSeou-arttdtinindgi n agn dad c pstoaivlieistshie iensngtities OI OISHOS 1A4S0 0118001 15DTC 2 DT8CDM5 D DT Di Da M DTT a CrDk TSeCitginhgth eoDnlRdteiteiersRDse * mTOawailninaeggdse atdrne jdao inotpm veeranetnteudre bs y independentl y 179 16 12DT9C 3 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 Di Diamdel 1 2 3 Da Diatrada E6 10 Independently maRnaged businesess DB De Beer s Diamond J ewelle rs E6 Element Six 11 R D De R 2 E6 DB DB DB DB DB DM DB R DM DB E6 E6 DB DM E6 E6 DB DM E6 DB E6 DB E6 E6 DTC DM E6 DB E6 E6 E6

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