Giant Mine Remediation Project Annual Report 2021-22

3.1.1 Non-hazardous waste landfill

In 2021-22, the Project submitted and received approval from the Mackenzie Valley Land and Water Board for the Non-Hazardous Waste Landfill Design Plan and updated Waste Management and Monitoring Plan. The Non-Hazardous Waste Landfill Design Construction Plan was also submitted in accordance with the Project Water Licence (Giant Mine Remediation Project, 2022a). The Project team also substantially completed construction of the first phase of the Non-Hazardous Waste Landfill as outlined in the Non-Hazardous Waste Landfill Design Plan.

3.1.2 Hazardous waste

Long-term management of arsenic trioxide waste is one of the key components of the Giant Mine Remediation Project Closure and Reclamation Plan. During the life of the mine, mining operations produced approximately 237,000 tonnes of arsenic trioxide waste, which are currently stored in 14 chambers and stopes (Giant Mine Remediation Project, 2018a). Chamber 15 and B1 pits have been identified and assessed as a potential disposal site for arsenic waste related to clean-up activities and options (Giant Mine Remediation Project, 2007, Golder Associates Ltd., 2018).

In 2021-22, the main construction manager worked to develop their standard operating procedure for waste handling (including hazardous waste)  (Parsons Inc., 2022c) .

3.1.3 Remedial strategy for contaminated soil and sediment

In support of the Project's Closure and Reclamation Plan related to contaminated soil and sediment, the Project team evaluated and selected remedial/risk management strategies associated with contaminated soil and sediment at the Giant Mine site. This work has involved:

• an options analysis workshop
• the selection of preferred remedial/risk management options for areas of deep contaminated materials based on
  • technical feasibility
  • project objectives
  • long-term performance
• the production of a report to address the information gaps on contaminated soil and sediment
• the production of a report on a closure option for pond-water impacted areas (Golder Associates Ltd., 2019a; Golder Associates Ltd., 2019d; AECOM Canada Ltd., 2020a; Giant Mine Remediation Project, 2021a)

In 2021-22, the Project team completed the substantive design for Contaminated Soils and Sediment and held a workshop with the Project Working Group in Fall 2021.

3.3.1 New Water Treatment Plant

Management of contaminated water within the site boundary is a key activity to reduce its impact on the environment. Over the past several years, the Project has explored Effluent Treatment Plant upgrade options, finalized the preliminary design for the new Water Treatment Plant, completed a siting assessment of the new Water Treatment Plant, and updated the 3-dimensional groundwater model to provide predictions for potential future conditions in the Water Licence period from 2020 to 2040 (AECOM Canada Ltd., 2019b; AECOM Canada Ltd., 2019c; AECOM Canada Ltd., 2019d; AECOM Canada Ltd., 2020c; Golder Associates Ltd., 2020g).

In 2021-22, the Project team led a value engineering exercise and refined and completed the design of the freshwater intake, drafted a memo on action levels in support of the Design Plan, and partially completed the design of intake and outfall for the Water Treatment Plant to the substantive level along with the plant itself.

3.3.2 Pumping system

The preliminary design of the new Water Treatment Plant includes the installation of mine water deep intake wells that will replace the current Northwest Pumping System. A new system will be built in approximately 2025, near the former C-shaft area in the core area of the Project site, using a deep well submersible pumping system, similar to the existing Northwest Pumping System. Operation of this system will be continuous year-round, whereas the current Effluent Treatment Plant operates during the open-water months only.

In 2021-22, the Project team drilled a pilot hole for the intake for the new Water Treatment Plant and conducted pumping tests (Giant Mine Remediation Project, 2022a).

3.3.3 Site-specific passive treatment system

The Project team assessed the feasibility of treatment wetlands or other applicable passive and semi-passive surface water treatment technologies. At the Giant Mine site, a passive treatment system could remove arsenic as well as other parameters of potential concern from the aquatic environment of Baker Creek, such as

• antimony
• copper
• lead
• nickel
• zinc
• chloride
• nitrate
• nitrite

The Project completed an off-site pilot-scale Passive Treatment System Study to inform full-scale system design (Contango, 2019). The study concluded that treatment of surface water at the site is possible through passive or semi-passive wetland applications. All parameters of potential concern exhibited some treatment. The study also identified potential risks for arsenic treatment, to be further assessed and addressed. The Project team continued to analyze the results from the pilot-scale testing (Phase 3) to determine possible locations and requirements for the maintenance of the treatment structure (Giant Mine Remediation Project, 2021a).

In 2021-22, no additional work was completed on the passive treatment assessment.

4.1.1 Immediate risk mitigation

5.2.1 Air quality monitoring

The Project team conducts ambient air quality monitoring throughout the year at 9 locations as part of the site perimeter air quality monitoring network. The nine monitoring locations have 2 co-located monitors to measure real-time total suspended particulate and particulate matter measuring less than 10 microns in diameter (PM10). Additionally, total suspended particulate, PM10, total inorganic trace metals and PM10 arsenic are measured from filters collected at the 9 locations and submitted for analytical analysis.

Three community stations are located off-site in the community of Ndilǫ, Niven Lake, and at Yellowknife Bay in the vicinity of the marina. The community stations measure continuous PM10 and particulate matter measuring less than 2.5 microns in diameter (PM2.5). Integrated total suspended particulate, PM10, total inorganic trace metals, and PM10 arsenic are measured from filters collected at the community stations. Nitrogen dioxide is also measured at the Niven Lake community station. In addition, asbestos concentrations are measured when deemed warranted based on site activities. The monitoring stations provide data to monitor potential adverse effects to the local airshed during remediation activities. This data also helps the Project team to determine whether additional mitigation measures are required if air quality results exceed established Action Levels in the Dust Management and Monitoring Plan and ambient air quality criteria (summarized in Appendix E).

In 2021-22, the results of the ambient air quality monitoring program indicated that, similar to previous years, the quality of the local airshed was not significantly impacted by activities associated with the Project and was representative of regional and local air quality (SLR Consulting (Canada) Ltd, 2022). Regional wildfire smoke impacted air quality in July 2021, and heavy fog interfered with PM10 and TSP values as in previous years (SLR Consulting (Canada) Ltd, 2022; Giant Mine Remediation Project, 2022a). Further information is available in the Project 2021 Annual Water Licence Report.

More details on the air monitoring program, including real-time data and weekly reports, are available on the NWT Air Quality Monitoring Network. You can also receive the weekly reports via email by requesting to be added to the distribution list by writing to giantmine@rcaanc-cirnac.gc.ca.

5.2.2 Dust suppression

The Project team takes active measures to reduce dust from the site's tailings ponds and roads. These measures include:

• communicating daily wind forecasts to Project team members each morning
• applying dust control products to the tailings ponds and road network
• reducing road speeds when wind speeds are elevated
• wetting the tailings ponds

In addition, water trucks are available and on standby 24 hours a day in case of a wind event.

In 2021-22, the Project team applied water withdrawn from the Polishing Pond for dust suppression at roads and Tailing Containment Areas (4,593 cubic metersm³ water applied). The team also applied dust suppressant (Soil-Tac) to the Tailing Containment Areas (87 cubic metersm³ of Soil-Tac applied). In addition, there was a major update to the Dust Management and Monitoring Plan that clarified several mitigation approaches, documented criteria when considering activity-specific monitoring, and updated Action Levels based on a combination of wind speed, measured dust, and observed dust (Giant Mine Remediation Project, 2022a). The Project team also developed a dust communications strategy as part of the Project Engagement Plan to further meet the Project's commitment to outline and communicate existing work focused on dust communications (Giant Mine Remediation Project, 2022c).

5.2.3 Greenhouse gas emissions

The Project is taking several steps to proactively reduce greenhouse gas emissions and implement federal climate action policies. As required for all new federal buildings, the Project is undertaking a greenhouse gas assessment of the design of the new Water Treatment Plant to be constructed onsite. This will include a life cycle analysis of the heating system and all supporting equipment, as well as assessing the current proposed fuel oil heating design and a 100% electric heating system using electric boilers. Greenhouse gas emissions will be calculated for each option over the 40-year lifespan of the facility to demonstrate the reduction in emissions. Results of this assessment will be considered in the final design of the new Water Treatment Plant.

The Project is also fully committed to finding opportunities to reduce its greenhouse gas emissions during implementation. The principal source of greenhouse gas emissions from implementation activities will be through the operation of heavy construction equipment. Given that heavy construction equipment must be used for a remediation project of this nature, the principal tool available to minimize greenhouse gas emissions will be to minimize fuel use and reduce haul distances where possible.

The main construction manager tracks and reports on the Project's greenhouse gas emissions monthly. 2021-22 was the first full year of reporting. The indirect emissions emitted on site in 2021-22 (April 2012 to March 2022) were 2,205,137 kilograms of Carbon dioxide equivalentCO2e^{Footnote 6} and the direct emissions emitted on site were 2,680,261 kilograms of Carbon dioxide equivalentCO2e. 2021-22 can be considered the baseline year for emissions tracking, since early works remediation activities occurred on site. However, the level of remediation activity was much lower than what is anticipated in future years. Future reports will provide trend information and will include explanations for the observed trends, where available. See Appendix F: Greenhouse Gas Emissions for additional data, including the monthly breakdown.

5.3.1 Effluent, surface water and groundwater quality monitoring

To protect the health and safety of workers, the public, and the environment, water from the Giant Mine site is treated at the on-site Effluent Treatment Plant before being seasonally discharged to the environment. The Effluent Treatment Plant system consists of various components including reaction tanks, a settling pond, and a polishing pond that are used, in this order, to treat the minewater. Discharged effluent water must meet standards set by the Metal and Diamond Mining Effluent Regulations under the Fisheries Act and the Project Type A Water Licence (MV2007L8-0031). Part of the water quality monitoring program includes testing of effluent chemistry. Arsenic and other parameters must meet regulated concentrations prior to, and during, discharge.

Minewater is pumped to surface throughout the year and stored on-site in the Northwest Pond. Treatment of this water typically begins in June of each year, with discharge to the environment typically occurring between July and September once the Arctic Grayling have left Baker Creek.

The Project team undertakes effluent and water quality monitoring in and around the Giant Mine site via different programs to report on surface water, groundwater and underground minewater. These programs track parameters such as the volume of water pumped or discharged, water quality and the performance of the Effluent Treatment Plant. The effluent and surface water quality monitoring encompass the programs outlined below. These programs are used to monitor existing performance and to inform the design process for remediation activities:

• Surveillance Network Program
• Aquatic Effects Monitoring Program
• Metal and Diamond Mining Effluent Regulations including the Environmental Effects Monitoring Program
• Operational Monitoring Program
• supplemental surface water and groundwater baseline data collection such as the surface water quality and Yellowknife Bay models and the Aquatic Effects Monitoring Program

Parameters tested at all stations include:

• standard general parameters (for example, temperature, pH, conductivity, hardness)
• major ions
• nutrients
• total and dissolved metals.

There are also specific station requirements for other tests such as:

• total cyanide
• sulphide
• hydrocarbons
• radium-226

Samples collected at sampling location SNP 43-1 must meet federal requirements under Metal and Diamond Mining Effluent Regulations as well as the discharge criteria defined in the Project Water Licence (MV2007L8-0031).

5.3.2 Metal and Diamond Mining Effluent Regulations / Environmental Effects Monitoring

The Metal and Diamond Mining Effluent Regulations under the Fisheries Act requires metal mines to conduct Environmental Effects Monitoring. This includes monitoring of effluent and surface water quality, toxicological testing of the treated effluent, and biological monitoring. These results are used to assess and identify any effects that may be caused by the treated effluent. The overall objective of these studies is to protect fish and fish habitat in order to protect fisheries and maintain the safe use of fish by people. Effluent and water quality are monitored annually during periods of discharge and these data are used to help interpret the effects observed in the fish and benthic invertebrates from Baker Creek (that is, the results from the biological program that is completed every 3 years). The next comprehensive sampling year is 2022 (Giant Mine Remediation Project, 2022a).

Key activities in 2021-22 included:

• effluent characterization and surface water quality monitoring on 5 occasions to fulfill regulatory requirements (Golder Associates Ltd., 2022c)
• analysis of treated effluent and surface water samples for nine deleterious substances and pH as outlined in Schedules 3 and 4 of the Metal and Diamond Mining Effluent Regulations, as well as the required parameters outlined in Schedule 5 (Environmental Effects Monitoring) of the Metal and Diamond Mining Effluent Regulations, and applicable site-specific parameters recommended by ECCC (2012) (Golder Associates Ltd., 2022c)
• testing of treated effluent for acute and sub-lethal toxicity as required by the Metal and Diamond Mining Effluent Regulations (Government of Canada, 2002)
• weekly sampling for all deleterious substances (including cyanide) plus radium-226 at Surveillance Network Program location 43-1.
• benthic reconnaissance survey at Yellowknife Bay (Golder Associates Ltd., 2021c)
• submission of the Phase 7 Environmental Effects Monitoring Study Design to ECCC in October 2021

The water quality results generally met desired quality objectives established by the Metal and Diamond Mining Effluent Regulations. Total carbon and total dissolved zinc concentrations are 2 exceptions. However, contamination might have occurred during sampling or laboratory analysis. During sampling, there was no mortality of Rainbow Trout or D. magna, which indicates the effluent was not acutely toxic to fauna. The sampling results indicated that the Polishing Pond was not considered acutely toxic (Golder Associates Ltd., 2022c). The results of the Metal and Diamond Mining Effluent Regulations sampling were broadly comparable with previous years:

• treated effluent samples were not acutely toxic
• sublethal effects were observed and the effect of treated effluent was the same or lower than in previous years
• treated effluent and surface water quality in the exposure and reference areas were tested with all scheduled parameters being below applicable Metal and Diamond Mining Effluent Regulations requirements

5.3.3 Aquatic Effects Monitoring Program

The Project submitted the completed Baker Creek Aquatic Effects Monitoring Program Design Plan and the Draft Yellowknife Bay Conceptual Aquatic Effects Monitoring Program Design Plan as part of the Water Licence application package. As described in the Guidelines for Designing and Implementing Aquatic Effects Monitoring Programs for Development in the NWT and the Draft Guidelines for Aquatic Effects Monitoring Program, 4 different types of documents are required under the Aquatic Effects Monitoring Program:

• Design Plan
• Annual Report
• Re-evaluation Report
• Response Plan

The Project is proposing to build a new Water Treatment Plant which will discharge directly to Yellowknife Bay; however, until the new Water Treatment Plant is commissioned, the existing Effluent Treatment Plant will be used. The 2 different treatment plants discharge to different locations, with the Aquatic Effects Monitoring Program shifting focus from the current discharge into Baker Creek to the future discharge location in Yellowknife Bay with the Water Treatment Plant.

In 2021-22, the Project completed monitoring in accordance with the approved Aquatic Effects Monitoring Program Design Plan. The Project team also submitted to the Mackenzie Valley Land and Water Board a revised Aquatic Effects Monitoring Program Design Plan with Moderate and High Action Levels, addressing comments made on the previous version and following pre-engagement with the Giant Mine Working Group (Giant Mine Remediation Project, 2022a). The 2021 Aquatic Effects Monitoring Program Report highlights include (Giant Mine Remediation Project, 2022b):

• water levels continued to be high in Great Slave Lake in 2021, but flows were lower in Baker Creek compared to 2020
• treated effluent was below its discharge limits when it was released
• water quality near the mouth of Baker Creek was similar to previous years, however, dissolved iron was higher than in past years (2013 to 2020) and showed an increasing trend but was still below guidelines to protect aquatic health
• the effects of treated effluent to trout, minnow, water flea, algae, and aquatic plants in laboratory tests was the same or lower than in previous years

5.3.4 Baker Creek and Yellowknife Bay fish and fish habitat assessment

In 2021-22, the Project advanced its Fisheries Act Authorization application, including the development of offsetting plans and criteria for success as well as continued engagement with the Department of Fisheries and Oceans Canada (DFO). The Project team also completed the Large-bodied Fish Sampling Program and included results in the 2021 Aquatic Environment Effects Monitoring Annual Report (Giant Mine Remediation Project, 2022a):

• muscle biopsies were determined to be suitable alternatives to fillet sampling as a non-lethal method to measure arsenic in fish tissue for the long-term monitoring program
• average arsenic concentrations in Lake Whitefish are comparable or lower than concentrations found in other studies in the Yellowknife area

5.4.1 Waste management

In 2014, the decontamination and deconstruction of the Roaster Complex as part of the Site Stabilization Plan produced hazardous waste, primarily arsenic and asbestos containing materials. The wastes were safely packaged in lined Transportation of Dangerous Goods bags and stored on site, held in shipping containers within an area secured by a chain-link fence (Material Storage Area). Runoff water from the storage area is collected and treated in the Project's Effluent Treatment Plant. Until the material can be appropriately disposed, the safest place to store it is on an already contaminated site, away from water and people.

In 2021-22, the Project team implemented an operational Waste Transfer Station to start receiving non-legacy operational waste from subcontractors. The Project team also completed the excavation and construction of the first phase of the Non-Hazardous Waste Landfill, completed total suspended solids monitoring in Baker Creek associated with the construction of the Non-Hazardous Waste Landfill, and installed 10 Operational Monitoring Program groundwater wells as identified in the Non-Hazardous Waste Landfill Design Plan. These wells will become operational in 2022. The Project is working toward confirming the remaining volumes of legacy waste to be managed and this information will be provided in a future annual report (Giant Mine Remediation Project, 2022a).

5.4.2 Wildlife Monitoring and Research

The Wildlife and Wildlife Habitat Management and Monitoring Plan was submitted as part of the Water Licence package in April 2019. In 2021-22, the Mackenzie Valley Land and Water Board approved an updated version of the Management and Monitoring Plan, which included updated contact information, terminology, and specific recommendations from the Human Health and Ecological Risk Assessment  (Giant Mine Remediation Project, 2022a).

In 2021-22, mitigations were carried out in fall and winter in advance of planned building decontamination and deconstruction to board up holes and clear vegetation to minimize impacts during the nesting season. Parsons and contractors carried out visual inspections for nests and nesting activity in advance of planned work. The Project consulted with GNWT and obtained wildlife permits for the removal of inactive nests in planned work areas. In addition, wildlife surveys were conducted prior to blasting and in accordance with the Wildlife and Wildlife Habitat Management and Monitoring Plan. Bears were frequently observed on-site, like other years, and an on-site refresher training was provided to subcontractors regarding the prevalence of bears at site (Giant Mine Remediation Project, 2022a).  Wildlife logs are maintained on-site and available to Inspectors as requested.

6.1.1 Health and safety incidents

The Project tracks the number of major incidents, moderate incidents, minor incidents, and near misses on a monthly basis.

Table 5 summarizes the number of health and safety incidents and near misses in 2021-22. Consistent with previous years, there were no major safety incidents on site. There were 3 moderate incidents, which is consistent or lower than the previous 2 years (7 in 2020-21, 3 in 2019-20, and 9 in 2018-19).  The number of minor incidents in 2021-22 (9) increased from 2020-21 (3), with 5 in 2019-20, 11 in 2018-19, and 5 in 2017-18.

The number of incidents is normalized by person-hours worked to enable comparison across years, when the amount of activity on site may differ. The normalization does not account for differences in the nature of activities undertaken from one year to another. When considering these values (Figure 4), there is no clear trend since 2017-18.

Text alternative for Figure 4: Heath and safety incidents per 200,000 person-hours worked, by year (2017-18 to 2021-22)

Normalized person-hours	Major incidents	Moderate Incident	Minor Incident
2017-2018	0	2	8
2018-2019	0	6	8
2019-2020	0	3	5
2020-2021	0	5	2
2021-2022	0	2	5

There was an increase in the number of reported near misses last year (71) compared with the previous two years, with 56 in 2020-21 and 41 in 2019-20, however, there is no clear trend. However, when normalized, near misses in 2021-22 were similar to 2020-21, 2019-20 and 2018-19 (Figure 5). A high number of near misses does not necessarily represent poor safety performance, but could represent a strong safety culture, demonstrating high awareness of health and safety concerns and a willingness to report those concerns. Incidents and near misses are discussed at daily safety meetings to review lessons learned, root causes, and corrective measures.

Text alternative for Figure 5: Health and safety near misses per 200,000 person-hours worked from 2017-2018 to 2021-2022

Normalized person-hours	Near misses
2017-2018	149
2018-2019	52
2019-2020	42
2020-2021	42
2021-2022	39

6.1.2 Monitoring of arsenic levels in workers

In 2013, the Roaster demolition Project team (Parsons, AECOM, Golder, PSPC and CIRNAC) developed a medical monitoring framework to monitor arsenic levels in workers. This framework was accepted by the Workers' Safety and Compensation Commission.^{Footnote 7} Monitoring includes baseline urinalysis sampling when workers start on site and then subsequent regular urinalysis sampling (weekly samples if on-site full-time). Samples are compared against the action level of 35 micrograms of arsenic per litre of urine (µg/L). The Project has monitored and reported on arsenic levels in workers since 2014-15.

In the 2021-22 reporting year, the Project team continued to monitor arsenic levels in workers. Table 6 shows the total number of samples and the number of samples above the action level of 35 micrograms of arsenic per litre of blood. The percentage of samples above the action level (1.92%) is higher than last year (1.24% in 2020-21), but lower than the results in 2019-20 and 2018-19.

Figure 6 below highlights the key trends in the percentage of samples above the action level from 2017-18 to 2021-22.

Text alternative for Figure 6: Percentage of samples above the action level (35 µg/L) from 2017-18 to 2021-22

Year	Percentage of samples above the action level (35 µg/L)
2017-18	1.81%
2018-19	3.25%
2019-20	2.20%
2020-21	1.24%
2021-22	1.92%

For any urinalysis sample above the action level, the main construction manager notified Workers' Safety and Compensation Commission, CIRNAC, and PSPC and investigated the root cause (for example, diet, poor hygiene practices, inadequate procedures). The main construction manager then took immediate actions to reduce exposure to workers, such as:

• improvement of dust control measures
• adoption of more rigorous Personal Protective Equipment procedures
• re-training of staff on proper procedures, placing affected workers on limited duty to limit exposure to higher risk activities
• reassigning personnel to other duties (in the rare case of continued/recurring high levels of arsenic)

Tracking of results that are below but nearing the action level also allows for identification of those workers who could benefit from preventive interventions, to avoid reaching the action level.

6.1.3 Health and safety training

The main construction manager's occupational health and safety manager ensures that employees and sub-contractors receive relevant health and safety training, including first aid, wildlife safety, water safety, and fire response, as required by applicable regulations. Each year, all new employees are assessed to ensure they have the required training to complete their jobs safely and effectively.

PSPC/CIRNAC and the main construction manager track the number of person-hours that employees and sub-contractors receive in training. In 2021-22, a total of 39,407 health and safety training hours were provided [including general Environment, Health and Safety awareness training (on policy and procedures)].

6.2.1 Health Effects Monitoring Program

The Health Effects Monitoring Program in Ndilǫ, Dettah and Yellowknife focuses on effects in people related to arsenic and other contaminants^{Footnote 8} that might result from the Project. The monitoring includes studies of baseline health and ongoing periodic monitoring, in accordance with Measure 9 of The Report of Environmental Assessment and Reasons for Decision (Mackenzie Valley Review Board, 2013). Dr. Laurie Chan, based at the University of Ottawa, is leading the monitoring program. A Health Effects Monitoring Program Advisory Committee was established for the program with representatives from GNWT Health and Social Services, Health Canada, the City of Yellowknife, the Yellowknives Dene First Nation, the North Slave Métis Alliance, the Giant Mine Oversight Board and the Project team. The committee meets monthly and provides advice to the program.

The monitoring program completed its baseline sample collection in 2018. There was a total of 2,037 participants between Fall 2017 and Spring 2018. Individual results were reported back to all the participants by mail, and a progress report summarized key results (Chan, et al., 2019). Public engagement was undertaken in May 2019 to report back on the initial results of the study. In general, the results from the first 2 waves of the study are similar to those in the Canadian Health Measures Survey, which is a representative of the Canadian population.

In 2021-22, the Health Effects Monitoring Program Advisory Committee continued to provide updates on relevant publications, genetic analysis, and communication strategies for the revised website as well as prepare for the next round of sample collection to occur in 2022-2023 (Giant Mine Remediation Project, 2022a). The next representative study with children will be starting in 2023 and with both children and adults in 2027-2028, when the remediation is occurring.

The implementation schedule for the Health Study is as follows:

1. 2019-22: Research team and Health Effects Monitoring Program Advisory Committee will implement the follow-up plan to promote healthy living and a healthy community.
2. 2022-23: The Health Study team will carry out follow-up sampling for children.
3. 2027: The Health Study team will carry out follow-up sampling with both adults and children.

For additional details on the Health Effects Monitoring Program, please refer to the Frequently Asked Questions on the program's public-facing website.

6.2.2 Hoèła Weteèts'eèdeè: Understanding Community Wellbeing Around Giant Mine

Measure 10 of the Environmental Assessment requires the Project team to also evaluate the indirect effects of potential exposures to arsenic on wellness, including stress. Since 2017, Wilfred Laurier University has been leading the development of the Hoèła Weteèts'eèdee ̀ Understanding Community Well-being around Giant Mine Study with various rights and stakeholders. There are 2 committees associated with this study including the Hoèła Weteèts'eèdee ̀ Advisory Committee made up of representatives from the signatories to the Environmental Agreement, Health Canada, and Wilfred Laurier University and the Hoèła Weteèts'eèdee ̀ Technical Committee made up of technical experts.

There were continued delays to Hoèła Weteèts'eèdee ̀ in 2021-22, due to COVID-19 restrictions. Data collection activities did not occur.

7.1.1 Engagement and events

In 2021-22, the Project team undertook or participated in 87 engagement activities and events, aligned with and in support of the Project or related activities. This represents the same number of events compared to 2020-21 (87) and is higher than in 2019-20 (67 engagement events) and 2018-19 (43).

Key GMRP engagement activities in 2021-22 included:

Quantitative Risk Assessment (Environmental Assessment)

The Quantitative Risk Assessment engagement has been a phased approach, beginning in 2018. The process has involved:

• the Giant Mine Working Group
• the Giant Mine Advisory Committee
• the Yellowknives Dene First Nation
• the North Slave Métis Alliance
• the City of Yellowknife
• Alternatives North
• Yellowknife residents (CIRNAC, 2019c; CIRNAC, 2019a) .

Over the last fiscal year (2021-22), the Project provided a report back to the Giant Mine Working Group on their comments on the Quantitative Risk Assessment and engaged on acute health risk assessment scenarios.

Perpetual Care Plan

As part of the Environmental Agreement, the Project is required to develop a Perpetual Care Plan that must address improvements in records management, communication with future generations, long-term access to funds for the Project, and analysis of different possible scenarios that might affect the perpetual care of the Project. The Project established a Perpetual Care Plan Advisory Task Force in October 2019 to provide support and recommendations to the Giant Mine Working Group about the development of a comprehensive Perpetual Care Plan. The Task Force includes representatives from all signatories to the Environmental Agreement  (Giant Mine Remediation Project, 2022a).

In 2020, the Project submitted to the Giant Mine Oversight Board a preliminary framework for the Perpetual Care Plan and, in 2021, the Project team met with the Perpetual Care Plan Task Force to present the proposed process for procuring a consultant to develop the Plan. This included 2 workshops to scope out the statement of work for the consultant. The next steps in 2022-23 are to finalize the statement of work and work towards tendering and then onboarding a consultant (Giant Mine Remediation Project, 2022a)

Socio-Economic Strategy implementation

In 2021-22, the Project continued socio-economic engagement efforts, including 2 meetings with the Socio-Economic Advisory Body and 5 meetings with the Socio-Economic Working Group, as well as bilateral meetings with the Yellowknives Dene First Nation and Tłı̨chǫ (Giant Mine Remediation Project, 2022a). The purpose and outcomes of these meetings are further discussed in Section 7.2.

In addition, Parsons hosted an Industry Day in January 2022 to provide information on upcoming work for 2022 and 2023.

Aquatic engagement

In 2020, the Project established an Aquatics Advisory Committee that includes all signatories to the Environmental Agreement along with additional members from the Yellowknives Dene First Nation and the North Slave Métis Alliance. The Committee was established to allow for participants with a keen interest in the Project aquatics environment to actively participate in meaningful conversations and exploration of concepts. The objective of the committee is for participants to develop a deeper knowledge of the Project, the regulatory framework, the aquatic environment, and environmental monitoring concepts. Furthermore, the Aquatics Advisory Committee and associated engagement was designed to meet the engagement requirements of Fisheries and Oceans Canada Fisheries Authorization for the Project.

In 2021-22, the Aquatics Advisory Committee held 6 meetings on:

• AR1 blasting and protection of Baker Creek
• Yellowknife Bay (fish and fish habitat)
• aquatic monitoring
• fisheries authorization requirements.

The Project Team presented post-remediation renders and artist illustrations of the final design for Baker Creek and remediation activities taking place in Yellowknife Bay (nearshore sediments and foreshore tailings design).  The Committee will continue to meet in 2022 to review the content of the Fisheries Act Authorization, engage on the Aquatic Effects Monitoring Program reference location, and report back on Baker Creek.

Management and Monitoring Plans

The Project team worked with the Giant Mine Working Group to develop a staggered approach to sharing revised management and monitoring plans. The Project team continued pre-engaged for 6 plans in 2021-22, including

• Arsenic Trioxide Frozen Shell Management and Monitoring Plan
• Water Management and Monitoring Plan
• Dust Management and Monitoring Plan
• Waste Management and Monitoring Plan
• Borrow Materials and Explosive Management and Monitoring Plan
• Erosion and Sediment Management and Monitoring Plan

This process included a 2-week review period followed by a 2-hour dedicated meeting and a 2-week comment period (for each plan). A template was available for comments (Giant Mine Remediation Project, 2022a). Moving forward, the Project will use the Mackenzie Valley Land and Water Board review process for sharing annual revisions of the plans with rightsholders and stakeholders (as per Water Licence conditions).

Other

Since 2010-11, the GMRP team has held Annual Public Forums to discuss general Project updates and key studies or initiatives for that respective year. The virtual Annual Public Forum was held in March 2022. Parsons held a virtual Industry Day between January 18 to 20, 2022 highlighting upcoming work for 2022 and 2023, providing advance notice of an uptick in the number of work package as well as an increase in variety of work with the start of the implementation phase. The team held in-person meetings in March 2022 with the Yellowknives Dene First Nation, North Slave Métis Alliance, and the City of Yellowknife. The Project team also participated in additional events, such as the Yellowknives Dene First Nation Arsenic 101 workshop and discussed environmental monitoring with Dechı̨ta Nàowo students who were enrolled in the Building Environmental Aboriginal Human Resources program.

In addition to the above regularly scheduled meetings, the team provides updates on Project activities and progress through multiple communication techniques (Giant Mine Remediation Project, 2019b), including:

• e-newsletter: sent regularly to more than 270 email addresses and posted on the Project website
• Giant Mine Remediation Project
• X account (@GiantMine and @MineGiant)
• media briefings and responses to media requests
  • there were 17 media interactions, including interviews and requests for information, in fiscal year 2021-22
• responses to unforeseen events
• topic-specific public service announcements, as required
• topic-specific engagements, as appropriate

Key stakeholder concerns

The Project team captures stakeholder concerns through their meeting minutes, the Project's Consultation Log, emails, and other correspondence. The Project team endeavours to respond in a timely manner. Key concerns raised in 2021-22 were as follows:

Concern: Dust management

Rights-holders and stakeholders have expressed concerns over the tailings dust and the management of the dust.

Project response:

As per the Mackenzie Valley Land and Water Board directive, the Project is in the process of developing a Dust Communications Strategy. The Project has engaged with rightsholders and stakeholders on the draft strategy to ensure that concerns are being addressed.

The Project also developed Frequently Asked Questions that were sent out for review by the rightsholders and stakeholders.

Concern: Arsenic

There are continued concerns regarding levels of arsenic in the environment.

Project response:

In response to concerns regarding levels of arsenic in the environment and the effects on the community, the Project participated in an arsenic 101 workshop in Dettah to provide information to the Yellowknives Den First Nation Wellness Department and help alleviate concerns from the communities. Information on arsenic was also presented to the Tłı̨chǫ during an Elder and youth meeting.

Concern: Apology and compensation

The Yellowknives Dene First Nation have requested an apology and compensation regarding the historical operation of the Giant Mine site.

Project response:

CIRNAC is working on the apology and compensation file in coordination with the Yellowknives Dene First Nation. There were 2 agreements signed in 2021: The Collaborative Process Protocol Agreement and the Community Benefits Agreement. CIRNAC has committed to providing $2.2 million over 2 years (2022-23 and 2023-24) to support the Yellowknives Dene First Nation's continued participation in the collaborative process.

Concern: Post closure land use

Post closure land use vision/land constraints is a regular concern heard at various engagement forums (that is, Perpetual Care, Giant Mine Working Group, Aquatic Advisory Committee meetings).

Project response:

The Project has developed a ‘constraints map' that provides an overview of the constraints for the Project reserve boundary with specific land categories. This map has received stakeholder feedback and will be used as a tool to facilitate further conversations between the Project and the GNWT in the spring/summer of 2022. These discussions will inform a better understanding of what land is available and for what uses in the future.

Concern: Socio-economic governance structure

The Socio-Economic Working Group has had frequent turnover of members as well as lack of participation and input from some parties because of the large size of the group.

Project response:

Following a 6-month period of engagement with rights- and stakeholders on determining how to make the Socio-Economic Working Group more effective and continue to serve the needs of its members, the Working Group met for the first time in September 2021 with a revised and smaller membership. Section 7.2.1 provides additional information on the revised composition of the group. To date, membership and cadence of meetings have remained consistent and more time is being spent on discussing new topics.

Concern: Minewater elevation

Rights-holders and stakeholders have expressed concern about the potential impacts of water rising in the mine and how the Project will control the minewater.

Project response:

The Project provided detailed information including a plain language video to help rights-holders and stakeholders understand the minewater management and associated risks. The Project has decided to maintain a full backup pump on-site as a contingency in the event of a pump failure. The Project has established minewater elevation action levels for the existing Water Management and Monitoring Plan and is continuing to develop minewater elevation action levels acceptable to the Mackenzie Valley Land and Water Board for future-case water management.

Concern: Local jobs and contracts not staying in the North

An ongoing concern that contracts issued by the main construction manager for on-site work and associated employment will not remain predominantly in the NWT.

Project response:

There are several activities consistently applied by the main construction manager to try to maximize Northern employment and procurement. In advance of tendering, the main construction manager always assesses existing local-area business capacity. To increase awareness of contract opportunities, the main construction manager holds an annual Industry Day in Yellowknife (or virtually when in-person restrictions are in effect) and informs the local business community of upcoming opportunities. The main construction manager also meet with Indigenous business development corporations to determine future interests and capacities and to encourage them to prepare for upcoming contracting opportunities either on their own or via Joint Ventures. If there are  Indigenous businesses in the local area that can do the work, Parsons releases work packages via the Procurement Strategy for Indigenous Business (information provided below on recent PSIB changes), which restricts bidding on the contract only to Indigenous businesses across Canada.

Though the main construction manager cannot tell its contractors who to hire, they do establish mandatory local Indigenous training, employment, and procurement requirements for each contract, called Indigenous Opportunity Considerations. Indigenous Opportunity Considerations are local because they are geographically restricted to Project's contract area, which is within the combined territories of Mǫwhì Gogha Dè Nı̨ı̨tłèè, as defined in the Tłı̨chǫ Land Claims and Self-Government Agreement, and the Akaitcho Asserted Territory, as defined in the Akaitcho Interim Measures Agreement. When bids are evaluated, bidders receive points for committing to train and employ local Indigenous persons. Prior to starting work and throughout the contract's length, the main construction manager works closely with each contractor to make sure that they meet or exceed their commitments.

Procurement Strategy for Indigenous Businesses: Changes

The following changes to the Procurement Strategy for Indigenous Businesses took effect in August 2021:

• renamed to Procurement Strategy for Indigenous Businesses (from Procurement Strategy for Aboriginal Businesses)
• simplified the definition of an Indigenous business to remove the full time employee requirement
• expanded the size and number of the geographic areas where procurements are to be limited to Indigenous businesses (that is, where the population is at least 51% Indigenous from 80%)

The Project will continue to host community forums for the Yellowknives Dene First Nation, the North Slave Métis Alliance, and residents of Yellowknife to engage with the external advisory bodies, and to communicate in a frequent and transparent manner via the established channels, for example:

• e-newsletter
• website
• X
• radio
• school outreach

Some meetings will continue to be held virtually (for example, Giant Mine Working Group meetings), while some meetings will be in-person (for example, the Yellowknives Dene First Nation Community Meeting).

7.1.2 Incorporation of Traditional Knowledge

The Yellowknives Dene First Nation and the North Slave Métis Alliance have developed and shared extensive knowledge of the Giant Mine site and surrounding area. Engagement with Indigenous Organizations (rightsholders) is part of the 26 measures listed in the Report of Environmental Assessment and Reasons for Decision (Mackenzie Valley Review Board, 2013) to mitigate negative environmental impacts, and address public concerns. As a result, incorporating Traditional Knowledge into planning and work on site was a requirement for obtaining the Water Licence. While some Traditional Knowledge has been incorporated in Project activities to date (for example, to help determine the best time of year to deconstruct buildings), the team acknowledges that there is always a need for continual improvement for the incorporation of Traditional Knowledge and community perspectives within Project initiatives.

• in 2018-19, the Yellowknives Dene First Nation Lands and Environment completed a Traditional Knowledge Study, which aimed at documenting Yellowknives Dene First Nation knowledge, values, priorities, concerns, perceptions of risk, and understanding of impacts to past and current land use (Yellowknives Dene First Nation & Trailmark Systems, 2019)
• in 2019-20, the North Slave Métis Alliance completed a Traditional Knowledge study "Summary of Traditional Land-Use by the Indigenous Métis People in the Yellowknife Bay Area" (Shin Shiga Consulting, 2020)
• in 2020-21 the Project team completed an Archaeological Impact Assessment. The Yellowknives Dene First Nation participated in a multi-day walkthrough of the site, providing Traditional Knowledge on areas of Traditional Land Use. A North Slave Métis Alliance Elder provided Traditional Knowledge via telephone and a North Slave Métis Alliance member did a 1-day visit to key areas. In addition, the Project gathered traditional and local knowledge through the Aquatic Advisory Committee, which has influenced Project remediation activities
• in 2021-22, the Project team collaborated with the Yellowknives Dene First Nation to develop and finalize the Yellowknives Dene First Nation Traditional Knowledge brochure that depicts some history of the Yellowknives Dene First Nation as well as Yellowknife Bay. With permission from the Yellowknives Dene First Nation, the Traditional Knowledge brochure is now being utilized as a cultural awareness component of the Giant Mine site orientation

Ultimately, the goal of this information is to:

• enable the inclusion of Yellowknives Dene First Nation and North Slave Métis Alliance knowledge and perspectives into the Giant Mine Remediation Project and risk assessment in the Project
• support to develop a cultural video to reflect the outcomes of the Traditional Knowledge study
• support Yellowknives Dene First Nation and North Slave Métis Alliance values and future land use aspirations
• recognize the history of the Yellowknives Dene First Nation and North Slave Métis Alliance within Project presentations and materials where relevant

7.2.1 Socio-economic governance

To enhance coordination and preparedness for socio-economic benefits, the Project team established the following advisory and coordinating bodies in 2018-19:

• Socio-Economic Advisory Body: The Socio-Economic Advisory Body provides strategic advice to the Socio-economic Working Group and acts as senior government champions for the implementation of the Socio-economic Working Group's approach. The Advisory Body is chaired by the Northern Contaminated Sites Program Executive Director and is comprised of senior level representatives from:
  • Alternatives North
  • Canadian Northern Economic Development Agency
  • CIRNAC
  • City of Yellowknife
  • GNWT
    • Environmental and Natural Resources
    • Industry Tourism and Investment
    • Education, Culture and Employment
  • PSPC
  • Service Canada,
  • North Slave Métis Alliance
  • Yellowknives Dene First Nation
  • Tłı̨chǫ

 The Giant Mine Oversight Board acts as an observer.

• Socio-Economic Working Group: The Socio-Economic Working Group coordinates and integrates socio-economic activities for the Project. This working group shares information and seeks opportunities to improve collaboration, as well as reports to and seeks advice from the Socio-Economic Advisory Body on the implementation approach. It meets every 2 months. To address concerns with group size and to encourage greater participation of membership, the Working Group adjusted its membership in 2021 to include representatives of:
  • CIRNAC
  • City of Yellowknife
  • GNWT
    • Environmental and Natural Resources
    • Industry Tourism and Investment
  • Parsons (main construction manager)
  • PSPC
  • North Slave Métis Alliance
  • Tłı̨chǫ
  • Yellowknives Dene First Nation

The Project will engage representatives of the Canadian Northern Economic Development Agency, GNWT Education, Culture and Employment and Health and Social Services. GNWT Education, Culture and Employment also engages in the internal Work Package Review committee. The Giant Mine Oversight Board continues to act as an observer to the Socio-Economic Working Group.

In 2021-22, the Socio-Economic Working Group met virtually, via Zoom, every 2 to 3 months. The Advisory Body met twice (June and December 2021), also virtually. Both committees are managed by external facilitators.

Analysis and reporting: Giant Mine Oversight Board recommendations

In 2021, a Giant Mine Oversight Board commissioned report was released titled "Strengthening Socio-Economic Impact Reporting and Analysis for the Giant Mine Remediation Project". The report included a set of recommendations related to socio-economic analysis and reporting for the Project's consideration. The Project submitted a response in November 2021, highlighting planned actions going forward. Planned actions (or already underway) include:

• working to enhance performance analysis and explanations going forward
• updating the Socio-Economic Strategy to provide an improved definition of the Project scope being monitored and an improved alignment between goals, actions, and Key Performance Indicators
• advancing an online data portal, which will include definitions of each Key Performance Indicator and historical and current statistics for public access
• engaging with GNWT Health and Social Services to discuss how the Territory will advance monitoring of indirect impacts
• engaging with the Yellowknives Dene First Nation and North Slave Métis Alliance to develop approaches to better understand socio-economic impacts of their respective memberships

In addition, the Project team met with members of the Giant Mine Oversight Board on several occasions in 2021-22 to discuss additional improvements to performance measurement and reporting. Recommended changes accepted by the Project team and addressed in this Report include:

• improving reporting and details on the fluctuation in statistics and/or if statistics are lower than expected / lower than the target range
• providing additional context for any modification/enhancement of procurement tools
• integrating case studies in a smoother way (note there are no case studies in this report)

Additional recommendations to be addressed through other means or in future reports include:

• reporting of Full Time Equivalency in performance tracking and reporting
• reporting contracts under goods and services
• providing additional information and detail about training data, where possible

7.2.2 Employment and procurement

Providing access to employment and procurement opportunities is one of the Projects' key approaches to maximize Northern and Indigenous benefits. The table below summarizes the employment and procurement activities that the Project advanced and/or completed in 2021-22.

Key Actions and Deliverables Advanced in 2021-22: Employment and Procurement

Employment

Action:

Monitor projected labour demand to inform risks and opportunities associated with the Project schedule.

Deliverable:

• Labour Demand Forecasts: Parsons' Constructability Review Team advanced the Labour Demand Forecasts for the Project's Implementation Phase; the forecasts are anticipated in Summer 2022
• Recruitment Support: The Project team and Parsons attended the Yellowknife Trade Show and Parsons attended Yellowknives Dene First Nation's job fair in 2021-22
• link with other large infrastructure projects: As a component of the Project Implementation Plan, Parsons identified and analyzed other major projects in the region. In addition, the City of Yellowknife provided information to the Project team on anticipated infrastructure projects; this conversation is ongoing

Procurement

Action:

Modify procurement tools to maximize local and Indigenous participation.

Deliverable:

• Indigenous Opportunity Considerations eligibility: The Project team and the Socio-Economic Working Group considered expanding Indigenous Opportunity Considerations eligibility to Indigenous peoples who belong to one of the affected groups (Tłı̨chǫ, North Slave Métis Alliance and Yellowknives Dene First Nation) but reside outside of the contract area. After several rounds of engagement and discussion, the Project decided not to change Indigenous Opportunity Considerations eligibility due to concerns of several rightsholders and stakeholders
• Indigenous Opportunity Considerations requirements: The Project team have adjusted the maximum weighting of Indigenous Opportunity Considerations for bid evaluations (up to 35%) and have separated Indigenous Opportunity Considerations evaluation from the technical score (that is, Indigenous Opportunity Considerations is worth more points per bid evaluation). In addition, more points can be awarded for a proponent with a Northern Office (up to 10 points, from 5 points)
• Increased tendering limits to main construction manager: PSPC increased tendering limits of the main construction manager based on feedback of community members to further maximize socio-economic opportunities for Indigenous and local communities and to provide more flexibility to the MCM to procure work packages. Adjusted limits are below:
  • Sole source: from $0 to $100,000 (previously $0 to $25,000)
  • Invitation Tender: from $100,000 to $1,000,000 (previously from $25,000 to $99,999)
  • Open Tender: $1,000,001 plus (previously $100,000)

Action:

Determine best approach to right-size contracts and timing to maximize local Northern and Indigenous procurement.

Deliverable:

• right-size contracts: The Project carefully considers the size of each of its contracts to ensure it is ‘right-sized'; for example, the bear monitoring contract continued to remain a separate contract from other security/care and maintenance contracts. The size of contract is one important consideration that the main construction manager integrated into the development of the Project Implementation Plan's design and construction work packages
• Procurement Strategy for Indigenous Business: The Project team released 4 work packages that were set aside as Procurement Strategy for Indigenous Business in 2021-22:
  • Early Works Backfill: $38.4 million
  • Surface Care and Maintenance: $12.6 million
  • AR1 Freeze Program: $6.1 million
  • Non-hazardous Waste Landfill: $6.7 million

These were the most significant procurements in 2021-22.

Action:

Engage with Northern and Indigenous businesses ahead of formal procurement processes to improve their preparedness for upcoming contracts.

Deliverable:

• Industry Day: Parsons held a multi-day virtual Industry Day in January 2022. The session focused on:
  • upcoming work packages, including scope
  •  labour and equipment requirements
  •  tentative schedule
• bilateral meetings: Parsons' Economic Development Manager met with a variety of stakeholders, including Indigenous business development arms, throughout 2021-22

2021-22 Employment results and results compared to target ranges

The Project tracks several employment statistics, including total employment and employment by certain categories, namely:

• Northern
• Indigenous
• Indigenous Opportunities Considerations
• Female employees

The tracking of employment statistics has evolved over time, informed by input from the Giant Mine Oversight Board and engagement with the Socio-Economic Working Group and Advisory Body on the development of key performance indicators.

The Project reports the employment statistics for Parsons (the main construction manager) and its contractors, CIRNAC contractors, and combined data. Parsons and its contractors provide on-site/local employment, while CIRNAC contractors tend to be large engineering firms that provide Project design support.

In 2019-20, the Project approved a set of employment target ranges for the Implementation Phase of the Project, through extensive engagement with the Socio-Economic Working Group and the Socio-Economic Advisory Body. In response to requested made by the Giant Mine Oversight Board and other stakeholders, the annual report continues to compare target ranges to actual employment performance.

Table 7 shows the combined statistics for the project's employment with target ranges set for Northerners, Northern Indigenous and female employees. In addition, Figure 7 and Figure 8 provide information on key trends of the total number of persons and total person hours, by category, since 2017-18. These results represent the combined data reported by both CIRNAC and Parsons.

Text alternative for Figure 7: Persons as percentage of all employees by category from 2017-18 to 2021-22

	2017-18	2018-19	2019-20	2020-21	2021-22
Female employees	35%	31%	37%	34%	29%
Northern employees	20%	31%	23%	18%	31%
Indigenous employees	4%	13%	10%	7%	17%
Indigenous Opportunities Considerations employees	4%	12%	3%	5%	13%

Text alternative for Figure 8: Percentage of person hours by category from 2017-18 to 2021-22

	2017-18	2018-19	2019-20	2020-21	2021-22
Female employees	17%	22%	22%	24%	20%
Northern employees	67%	44%	44%	38%	46%
Indigenous employees	20%	19%	20%	15%	21%
Indigenous Opportunities Considerations employees	20%	18%	8%	13%	18%

In 2021-22, the percentage of person-hours worked for Northern employment reached 46%. Although 2021-22 results represent a significant growth from last year, the results are still below the lower end of the target range (55% to 70%).

Indigenous employment also grew from 41,065 to 77,103 person-hours (87% increase). Indigenous employment accounted for 21% of the total person-hours worked in 2021-22, a 6% increase compared with 2020-21 results. Indigenous Opportunities Considerations employment increased from 13% to 18% relative to the total percentage, a continuous trend seen since 2019-20 when tracking data has been properly reported (13% in 2020-21, 8% in 2019-20). Northern Indigenous employees, included in Table 7 but not included in the above Figures (Figure 7 and 8), represented 20% of all employees (in person hours). Results are still below the lower end target set for Northern Indigenous employment (25%).

Female employment declined slightly from 24% in 2020-21 to 20% in 2021-22. Values are consistent with previous years (16-22% between 2016-17 and 2019-20). However, it is important to note that overall registered person-hours for female workers actually increased by 17%, from 63,525 in 2020-21 to 74,518 person-hours in 2021-22. The perceived decline is only a reflection of the total increase in person-hours worked in the project. Employment accounted by women is within the target range of 15 to 30%.

Table 8 presents the employment statistics for Parsons and its contractors for 2021-22 and Table 9 shows the employment statistics for CIRNAC and its contractors.

Employment metrics are influenced by the type of contract and by the phase of the project. While Parsons and their contractors focus on operations and on-site work, CIRNAC contractors are largely off-site engineering design work. The Project anticipates that the Northern and Northern Indigenous employee statistics will continue to improve during the Implementation Phase of the project as the demand for on-site work will increase. The Project team is also committed to continue to work with its partners to identify and implement actions within the Implementation Plan to further increase employment of Northerners, Indigenous peoples, and women overall.

In the 2019-20 Annual Report, the Project began reporting data on the number of persons and person-hours associated with Indigenous employment and skill levels at the request of the Giant Mine Oversight Board and stakeholders. This information is still only available from Parsons and its sub-contractors, although the Project is hopeful that CIRNAC information will be available in the future.

Table 10 highlights employment statistics broken down by Northern sub-category, including Indigenous status (Indigenous and non-Indigenous) and whether they represent female or male employees. Figure 9 presents key trends for employment across Indigenous/non-Indigenous women and men working on the project for the past 3 years.

Text alternative for Figure 9: Percentage of employment by Northern sub-category (Parsons and its contractors), from 2019-20 to 2021-22.

	2019-20	2020-21	2021-22
Northern non-Indigenous men	34%	39%	29%
Northern Indigenous men	21%	23%	23%
Northern Indigenous women	5%	7%	5%
Northern non-Indigenous women	3%	2%	3%

NWT Residential status information is only available from Parsons and its contractors. In the previous year (2020-2021), there were 128 NWT resident employees and 121 non-NWT resident employees, in 2021-22, the number of NWT and non-NWT residents accounted for 319 individuals in each category (Table 11).

Table 12 highlights the employment statistics broken down by skill level for total employment, Northern Indigenous/non-Indigenous, Indigenous, and female employees for Parsons and its contractors only (that is, the percentages are the percentage of employment from the Parsons' totals, not the combined totals).

2021-2022 Procurement results and results compared to targets

7.2.2.1 Suppliers statistics

The Project tracks the total number of suppliers and the total value of contracts by 4 categories:

• Northern
• Southern
• Indigenous
• Indigenous Opportunities Considerations

It is important to note that these categories might overlap in some instances. For example, a single supplier may simultaneously be counted as Northern, Indigenous, and Indigenous Opportunities Considerations, or a combination thereof, and that category information was not available for all suppliers. For these reasons, the totals indicated in the top row of the table do not represent the sum of the proceeding rows. Table 13 shows the combined procurement statistics for Parsons and CIRNAC and compares the actual contract values (%) to the targets.  

Table 13: Total number of suppliers and total value of contracts (combined Parsons and CIRNAC and its contractors), in 2021-22, by category

Supplier type	Number of suppliers	Dollars spent	Percentage of total dollars spent	Target for procurement expenditures	Gap
Total	635	73,683,859	100%
Northern suppliers	273	43,158,636	59%	65 to 75%	6 to 16%
Southern suppliers	362	30,525,222	41%
Indigenous suppliers	41	30,564,330	41%
Indigenous Opportunities Considerations suppliers	35	30,555,317	41%

Figure 10 and Figure 11 summarize the total number of suppliers and percent of total value of contracts, by category, for 2017-18 to 2021-22. These results represent the combined data reported by both CIRNAC and the main construction manager.

Text alternative for Figure 10: Total Number of Suppliers from 2017-18 to 2021-22

	2017-2018	2018-2019	2019-2020	2020-2021	2021-2022
Total	474	799	427	352	635
Northern suppliers	208	337	173	182	273
Southern suppliers	266	453	254	170	362
Indigenous suppliers	19	44	38	18	41
Indigenous Opportunities Considerations suppliers	10	53	33	17	35

Text alternative for Figure 11: Percent of total dollar value spent from 2017-18 to 2021-22

	2017-2018	2018-2019	2019-2020	2020-2021	2021-2022
Northern suppliers	47%	56%	44%	32%	59%
Southern suppliers	53%	42%	56%	68%	41%
Indigenous suppliers	41%	27%	36%	25%	41%
Indigenous Opportunities Considerations suppliers	35%	29%	35%	24%	41%

In 2021-22, overall results demonstrated that the Project contracted fewer Southern suppliers and observed a significant increase in contracting Northern, Indigenous and Indigenous Opportunities Considerations suppliers, mostly by Parsons and its contractors. The proportion of expenditures with Northern suppliers reached 59% of all the project's expenses. The result is also higher than previous reported years (44% in 2019-20, 56% in 2018-2019, 47% in 2017-18). Despite the significant increase in procurement accounted by northerner suppliers observed in 2021-22, values for procurement accounted by Northerners are still 6% below the lower end of the target range.

The proportion spent with Indigenous suppliers increased to 41% in 2021-22, and expenditures increased to $30,564,330 in 2021-22 compared to $9,844,231 in 2020-21. The proportion spent with Indigenous Opportunities Considerations suppliers followed a similar trend, from 24% in the previous year to 41% in 2021-22, which is the highest result achieved compared to previous years (35% in 2019-20, 28% in 2018-19, and 35% in 2017-18). There are no targets set for expenditure with Indigenous Opportunities Considerations suppliers.

Table 14 and Table 15 provide separated statistics for Parsons and its contractors and CIRNAC contractors.

Table 14: Total number of suppliers and total value of contracts (Parsons and its contractors), in 2021-22, by category

Supplier type	Number of suppliers	Dollars spent	Percentage of total dollars spent
Total	346	$52,848,630.00	100%
Northern suppliers	184	$41,790,404.00	79%
Southern suppliers	162	$11,058,226.00	21%
Indigenous suppliers	39	$30,557,424.00	58%
Indigenous Opportunities Considerations suppliers	35	$30,555,317.00	58%

Table 15: Total number of suppliers and total value of contracts (CIRNAC contractors), in 2021-22, by category

Supplier type	Number of suppliers	Dollars spent	Percentage of total dollars spent
Total	289	$20,835,228.65	100%
Northern suppliers	89	$1,368,232.30	7%
Southern suppliers	200	$19,466,996.35	93%
Indigenous suppliers	2	$6,906.00	< 1%
Indigenous Opportunities Considerations suppliers	0	$0	0%

As highlighted above under the Employment section, it is important to highlight the distinction between the results of Parsons and their contractors (that is, on-site work) and CIRNAC contractors (largely engineering design work) when considering these results. During 2021-22, work transitioned to more on-site work with early works implementation, which resulted in a higher percentage of Northern suppliers and a smaller percentage of Southern suppliers compared with 2020-21. The Project anticipates that the Northern and Northern Indigenous procurement statistics will continue to improve during the Implementation Phase of the Project because there will be more onsite work, however, it recognizes that there is more to be done to increase procurement of Northern and Indigenous suppliers and seeks to work with its partners to identify and implement actions within the Implementation Plan.

From 2005 to February 2022, under the Giant Mine Remediation Project, out of a total of approximately $614 million contract values awarded, $302 million (or 49%) went to Indigenous contractors.

7.2.3 Training and capacity building

In addition to the occupational health and safety training, Project contractors are required to ensure that employees are properly trained to perform their responsibilities. Contractors deliver workforce training, including site orientations. The inclusion of Indigenous Opportunities Considerations in contracts ensures Indigenous employment and capacity building is considered and implemented where possible by all Project contractors.

The table below summarizes the training activities from the Implementation Plan that the Project advanced and/or completed in 2021-22.

Key actions and deliverables advanced in 2021-22: training

Action:

Establish a group dedicated to training coordination.

Deliverable:

Participants at the February 2020 implementation planning meeting identified the need for a coordinated Training Hub in the North Slave region. The Project collaborated with the Government of the Northwest Territories' Department of  Education, Culture and Employment to identify the purpose and format of the Hub, with input from the Socio-Economic Working Group. In 2021-22, the Government of the Northwest Territories continued to work with a third-party organization to establish a virtual platform. Once the platform is up and running, the Project will provide information to the coordinators and will stay engaged in the initiative.

Action:

Contribute towards strengthening local remediation capacity.

Deliverable:

Over the course of 2021-22, the Project worked with the Yellowknives Dene First Nation to develop a 5-year training plan for the Yellowknives Dene First Nation's Dechı̨ta Nàowo program; the Project team also continues to advance the development of respective plans with the North Slave Métis Alliance and Tłı̨chǫ.

Action:

Develop links between training providers, contractors, and the Project.

Deliverable:

Parsons meets regularly with training providers to receive updates on the training provided and recent graduates. Parsons includes in all Request for Proposals a list of local training institutions, the training they provide, and their contact information, as well, Parsons meets with contractors prior to and when issuing contracts to ensure they are aware of training providers and what is offered.

2021-22 Training results

The Project tracks its workforce training by number of people who have participated in training exercises, as well as the number of person hours. Based on statistics reported by both CIRNAC and the main construction manager, workforce training for 2021-22 is summarized in Table 18, organized by categories of:

• Northern
• Northern Indigenous
• Indigenous employees
• Indigenous Opportunities Considerations employees
• Women
• Total

It is important to note that the total presented in Table 18 does not reflect the sum of the other categories due to overlaps between the categories.

In 2021-22, the Project obtained the highest training numbers registered. The total number of people trained (335) is 47% greater than the previous year (average of 230 people since 2016-17 to 2020-21). Workforce training provided to Northern employees (250 people) was greater than values from previous years (average of 104 people trained since 2016-17 to 2020-21). Workforce training for Indigenous Opportunities Considerations employees increased from 32 individuals the previous year to 127 individuals in 2021-22. Workforce training for Indigenous employees more than doubled, growing from 68 in 2020-21 to 186 in 2021-22, this is more than the average increase observed from previous years. Female employees (74) remained unaltered from previous years. Figure 12 provides trending information on the percentage of people trained by sub-category since 2017-18. Northern, Indigenous and Indigenous Opportunities Considerations employees experienced an increase in overall training number. The percentage of female employees decreased as the number of female employees remained the same while the total number of people trained increased.

Text alternative for Figure 12: Percentage of People Trained by Employee Group from 2017-18 to 2021-22

	2017-2018	2018-2019	2019-2020	2020-2021	2021-2022
Northern employees	57%	35%	47%	50%	75%
Female employees	17%	23%	27%	32%	22%
Indigenous employees	18%	14%	24%	30%	56%
Indigenous Opportunities Considerations employees	17%	23%	10%	14%	38%

Figure 13 highlights the number of normalized person-hours of training by employee group from 2017-18 to 2021-22. The number of person-hours of training is normalized by person-hours worked to enable comparison across years, since the total number of training hours may significantly differ over the years. In the past, mandatory training (for example, first aid, Workplace Hazardous Materials Information System) were excluded from overall calculations of training statistics. To streamline the process, as of 2019-20, all training is now included in calculations of training statistics. In 2021-22, the total normalized number of persons hours trained (21,590) is significantly higher than the average recorded for previous years since 2016 (7,251). This upward trend in person-hours trained was observed across all employment categories. For non-normalized numbers, Northern employees achieved the highest numbers (34,531), followed by Indigenous employees (32,705), Indigenous Opportunities Considerations employees (21,278) and female employees (7,513), summing 39,407 person-hours in 2021-22. However, when numbers are normalized, Indigenous employees and Indigenous Opportunities Considerations employees obtained the highest numbers of training provided.

Text alternative for Figure 13: Number of person hours of training per 200,000 person-hours worked by employee group from 2017-18 to 2021-22

	2017-2018	2018-2019	2019-2020	2020-2021	2021-2022
Northern employees	8,846	5,820	15,985	38,769	41,531
Female employees	3,573	4,810	7,615	18,094	20,164
Indigenous employees	8,567	11,946	27,955	89,691	84,835
Indigenous Opportunities Considerations employees	8,570	12,342	35,464	19,051	65,939

7.2.3.1 Additional training key performance indicators

Additional training key performance indicators include:

• workforce training accounted for by (Table 19):
  • Northern Indigenous women (number of persons, person hours, percentage)
  • Northern Indigenous men (number of persons, person hours, percentage)
  • Northern non-Indigenous women (number of persons, person hours, percentage)
  • Northern non-Indigenous men (number of persons, person hours, percentage)
• trending information on percentage of person-hours accounted by Northern employees. Data was limited to 4 years of recording (Figure 14 )
• professional development scholarships funded (number of scholarships, dollar amount of each, and number filled by priority groups) will be reported on during the Implementation Phase
• Northern Indigenous and Northern Non-Indigenous apprentices supported (number, percentage out of total apprentices will be reported on during the Implementation Phase

Table 19: Total number of people trained and total person hours of training, by Northern sub-category (Parsons and CIRNAC), in 2021-22

Employee type	Total number of persons (including contractors)	Total person-hours	Persons as percentage of all employees	Person-hours as percentage of all person-hours
Northern Indigenous women	41	7,213	12%	18%
Northern non-Indigenous women	13	174	4%	0.4%
Northern Indigenous men	145	25,492	43%	65%
Northern non-Indigenous men	51	1,652	15%	4%

Text alternative for Figure 14: Non-normalized percentage of person-hours trained by Northern sub-category (Parsons and CIRNAC), 2018-19 to 2021-22.

	2018-2019	2019-2020	2020-2021	2021-2022
Northern Indigenous men	32%	49%	64%	65%
Northern Indigenous women	12%	8%	27%	18%
Northern non-Indigenous men	12%	19%	5%	4%
Northern non-Indigenous women	2%	4%	0%	0%

7.2.4 Social and cross-cutting actions and deliverables

The Socio-Economic Strategy describes several common potential social impacts of large projects in Northern communities, noting that:

"Identifying the potential for negative impacts during the project planning stage and working to minimize and mitigate these, including through enabling and supporting programs that help alleviate unavoidable impacts, will be an important component of the Strategy."

The table below provides a summary of the actions and deliverables related to social / cross-cutting that were advanced or completed.

Action:

Further identification of opportunities to reduce social impacts.

Deliverable:

In November 2021, the Project team led a focused discussion with the Socio-Economic Working Group on social impact management, including additional opportunities to address gaps in management. The team continues to work with Parsons on identifying and implementing opportunities at site.

Action:

Strategic Partnerships Initiative participation

Deliverable:

CIRNA NWT Region led the development of an application to the Strategic Partnerships Initiative, a federal funding initiative to increase Indigenous participation in economic opportunities and to help fill funding and program gaps. The application was centred around building capacity through remediation opportunities in the NWT. The Project team and Parsons participated in interviews and the Advisory Committee to provide input and inform research.

Indirect emissions: monthly usage (kWh)

Fuel combustion (for heating or otherwise)

Light duty vehicle (excluding trucks, sport utility vehicles and minivans) by fuel type

Light duty truck (less than 3,900 kg gross vehicle weight rating, including sport utility vehicles and minivans) by fuel type

Heavy duty truck (greater than 3,900 kg gross vehicle weight rating)

Off-road vehicle/construction equipment (including all terrain vehicles and snowmobiles)

Vehicles (Including haul trucks and construction equipment)

Indirect emissions

Stationary fuel combustion by fuel type

Mobile transportation by vehicle type

Mobile air conditioning

Progress on Environmental Assessment measures

The Report of Environmental Assessment included 26 measures. The team's immediate focus was measures with set timelines and those with the biggest impact on project scope. Since the Report of Environmental Assessment, the Project has completed and advanced many measures. The table below includes their status, as well as the status of suggestions included in the Report of Environmental Assessment.

In 2021-22, the Project focused on the Tailings Monitoring and Management Plan (Measure 23), they advanced the plan internally and sent a draft to the Giant Mine Remediation Project Working Group for comments. At the time of writing this report Measure 10 (Hoèła Weteèts'eèdeè: Understanding Community Wellbeing Around Giant Mine) has been put on hold indefinitely, pending advice of the Advisory Committee.

Advancement of remediation designs and activities

In 2021-22, the Project advanced remediation designs and activities for several project items. These included:

• waste disposal and management (non-hazardous waste landfill and contaminated soil and sediment)
• freeze designs
• water treatment projects (new water treatment plant, pumping system, and passive treatment system)
• tailings containment areas
• open pit closure

Care and maintenance

Ongoing care and maintenance at Giant Mine is essential to manage current risks and prevent harm to staff, area communities, and the environment. In 2021-22 the Project continued care and maintenance activities. These included:

• air quality monitoring and sampling
• undertaking dust management activities, including applying SoilTac to tailings containment areas
• preparing for the spring freshet (that is, spring thaw)
• monitoring and sampling water and effluent
• discharging treated effluent
• maintaining site infrastructure and roads
• monitoring of the dams
• conducting underground care and maintenance, including stabilization work, enhancing safe working conditions, and improving the communications system
• providing full time on-site emergency medical services
• undertaking site security activities, including putting up new signs and upgrading security fences
• conducting weekly inspections of the Material Storage Area

Infrastructure review

Every few years the Project examines buildings to see if they are putting people on site at risk. If they need to be addressed before cleanup takes place the Project team takes action. In 2021-22, the Project team completed an assessment of all remaining buildings and established that a review of all buildings on site is not required, since all buildings are scheduled to be demolished in the short term, and any buildings that required any further inspections will be conducted on a case-by-case basis. The demolition of townsite buildings is scheduled to start in 2022-23.

Northwest Deep Well Pumping Station upgrade

The Northwest Deep Well Pumping Station pumps water out of the underground at Giant Mine so water stays well below where the arsenic trioxide is stored. After operating for 4 years, the pump system was working at a slower rate and the Project developed a plan to upgrade the station, including the addition of new pumps and an electrical building to power them. One pump stopped working in August 2019, after a power brown-out. The Project Team re-installed the pump 2021-22, which then worked as designed.

Dam inspections

Dams are used to manage mine, surface water and tailings on site. Every year, the dams are inspected for safety and to assess water levels. In 2021-22, the inspection concluded that the dams had not worsened since the previous inspection and were performing satisfactorily.

Regulatory inspections

In 2021, external regulators conducted 13 external inspections. The regulators decide how many inspections per year are needed, based on what work is being done at the site. There were no non-compliances identified, however the Project team identified and completed corrective actions to improve dust and waste management, with the covering of the old non-hazardous landfill area within the Northwest Pond and the implementation of the operational Waste Transfer Station.

The Main Construction Manager and their subcontractors also conduct regular internal inspections. This includes daily site inspections by care and maintenance staff and regular engineering inspections of major structures and equipment. These inspections identified minor issues only, and these were quickly address and corrected.

In 2021-22, the Project team completed an Environmental Health and Safety underground audit that found 8 non-compliances, 2  non-conformances, and 27 areas for improvement. The Project team has taken corrective actions for several of these findings and will continue to make progress.

Air

The Project monitors air quality on a regular basis. In 2021-22, monitoring showed that the air quality where the Project's air emissions are located is similar to regional and local air quality. The Project also kept dust down so residents are not exposed to contaminants from activities occurring at the site. In addition, the Project is taking steps to actively reduce greenhouse gasses now and during remediation.

Water

The Project continues to treat effluent (that is, liquid waste) at the site's effluent treatment plant. It is treated to meet the criteria in the former mine's Water Licence and criteria that meets relevant regulations. In 2021-22, 589,700 cubic metersm³ of treated effluent was released into the environment. Tests showed the treated effluent met requirements before release. The Project conducted environmental effects monitoring to see if the treated effluent caused negative effects on aquatic life. Results were similar to previous years' results: there were no significant concerns.

In 2021-22, other key Project activities included:

• submitting the revision for the Aquatic Effects Monitoring Plan to the Mackenzie Valley Land and Water Board
• advancing the Fisheries Act Authorization application
• continuing to engage with Fisheries and Oceans Canada
• completing the Large-Bodied Fish Sampling Program

Land

The Project monitors and manages arsenic-impacted waste on site, as well as other hazardous and non-hazardous waste. Monitoring and reducing impacts on wildlife are other important activities on site. In 2021-22, key activities included:

• setting up a Waste Transfer Station for operational waste created on site
• reviewing the Wildlife and Wildlife Habitat Management and Monitoring Plan
• logging and reporting wildlife sightings and interactions

Occupational health and safety

Health and safety on site are very important to the Project team. The Project keeps track of how many incidents and near misses happen each month and reports this information to the Project Director. Workers discuss incidents and near misses in daily safety meetings so workers can review lessons learned, identify causes, and prevent future incidents.

The table below shows the incidents and near misses in 2021-22.

The number of moderate and minor incidents have changed each year. The Project looks at the number of incidents compared to the number of hours worked. Moderate incidents slightly decreased in 2021-22, to 3 incidents. Minor incidents have increased (9). The number of reported near misses in 2021-22 (71) are higher than 2010-21 (56) but lower than numbers recorded between 2016-17 and 2018-19.

The Project also tracks arsenic levels in workers on site. In 2021-22, there were 25 urine samples that were above the accepted level, out of 1305 samples taken (1.92%). This percentage is higher than the previous year (1.24%), but lower than levels recorded in 2018-19 (3.25%) and 2019-20 (2.20%). When a worker's sample is above the accepted level, the Project takes immediate action. This includes taking steps to reduce the worker's exposure, which may mean changing the type of work they do until their levels return to below the accepted level. The Project also investigates the cause of the exposure.

The care and maintenance contractor also ensures employees and subcontractors receive relevant health and safety training. This includes first aid, wildlife safety, water safety and fire response, as required by applicable regulations.

Health Effects Monitoring Program and Hoèła Weteèts'eèdeè

The Health Effects Monitoring Program will establish current levels of arsenic and other contaminants of concern in people's bodies. This means the study had to take place before the cleanup starts. During remediation, the participants will provide samples again. These new results will be compared to the current levels. This study will help make sure the remediation activities do not negatively impact people's health.

The monitoring program completed its baseline sample collection in 2018. Public engagement was held in May 2019 to report back on the initial results of the study. The results from the 2 waves of sampling are similar to Canada's population in general. In 2021-22, the Advisory Council continued to provide information to the public and prepare for sampling that will take place in 2022-23. A study with children will start in 2022 and with both children and adults in 2027, when the remediation is happening.

Hoèła Weteèts'eèdeè: Understanding Community Wellbeing Around Giant Mine (formerly called a stress study) was discontinued at the request of the Yellowknives Dene First Nation.