Living up to diamonds - De Beers

140 Pages·2008·21.38 MB·English

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
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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
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DB De Beer s Diamond J ewelle rs
E6 Element Six
11
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