Giant Mine Remediation Project Annual Report 2020-21

3.1.1 Waste disposal options

Long-term management of arsenic trioxide waste is one of the key components of the Giant Mine 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 2020-21, the Project established an internal working committee chaired by the Main Construction Manager to plan and implement waste management. They held pre-engagement on the Management and Monitoring Plan pertaining to waste in October with the Giant Mine Remediation Project Working Group and submitted the updated plan to the Mackenzie Valley Land and Water Board. The Project also characterized recycling options for demolished materials, with a target of 75% recycled materials and carried out a buried debris geophysical investigation for non-hazardous arsenic waste. The design plan for the non-hazardous waste landfill was also submitted to the Mackenzie Valley Land and Water Board in conjunction with the updated Waste Management and Monitoring Plan. The Main Construction Manager worked to develop their standard operating procedure for waste handling (including hazardous waste) along with a digital database for hazardous waste tracking on site.

3.1.2 Remedial strategy for contaminated soil and sediment

In support of the Closure and Reclamation Plan, the Project team evaluated and selected remedial/risk management strategies associated with contaminated soil and sediment at the Giant Mine site. This involved an options analysis workshop and selected preferred remedial/risk management options for areas of deep contaminated materials based on:

1. technical feasibility
2. project objectives
3. long-term performance (Golder Associates Ltd., 2019j; AECOM Canada Ltd., 2020a).

The Project also produced a report to address the information gaps on contaminated soil and sediment (Golder Associates Ltd., 2019a). The closure option for pond-water impacted areas was finalized in a report dated January 2021 (Giant Mine Remediation Project, 2021a), which identified options related to "Land Use Management Restrictions, Administrative Measures, Public Awareness and Vegetative Barrier" for the area. This scenario includes the implementation of land use restrictions, placement of signage, maintenance of the current vegetative cover and continued groundwater monitoring in the pond water impacted area.

3.1.3 Freeze Designs

Climate change is a critical risk factor for ground freezing systems at the Giant Mine site. In 2018, the Project team conducted a review of current climate change documentation to support the advanced design of freeze Areas 1 and 2 (AECOM Canada Ltd., 2018). In 2019-20, the Project team began the substantive freeze design for Areas 3 and 4, which incorporates the design of a portion of B1 pit as well. Climate change projections were also incorporated into the design for Areas 3 and 4.

In 2020-21, the Project team completed preparation work for the AR1 freeze pad development and submitted the Freeze Containment Design Plan and Arsenic Trioxide Shell Monitoring and Management Plan to the Mackenzie Valley Land and Water Board. The Project team also completed was substantive design for areas 3 and 4 (including B1 pit).

3.2.1 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
• 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 2020-21, the Project team advanced the design of the Water Treatment Plant to substantive design. The design was reviewed by the Project's Independent Peer Review Panel and by another 3rd party consultant. In 2021-22, the Project will complete a value engineering exercise to evaluate the design's performance versus cost and to conduct some detailed option selections prior to completing the detailed design. The Project also completed additional surface water and groundwater monitoring and modelling to verify groundwater flow predictions and confirm water treatment capacity of the Water Treatment Plant.

3.2.2 Pumping system

The preliminary design of the new Water Treatment Plant includes the installation of mine water 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 new submersible pumping system, similar to the existing Northwest Pumping System. Operation of this system will be continuous, whereas the current Effluent Treatment Plant operates during the summer months only, and it is anticipated that no surface water storage will be required.

In 2020-21, the Project team finalized substantive design and planned a pilot hole program to confirm assumptions regarding target locations for the Water Treatment Plant pumps. The Project also refined the assessment of water level fluctuations due to seasonal variation in infiltration. The site water balance was updated based on the most current information on surface water design and pit design. Precipitation scenarios were also updated to reflect climate change and a better estimate of wet and dry scenarios.

3.2.3 Site-Specific Passive Treatment System

As part of the Giant Mine Closure and Reclamation Plan, 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

In 2019, the Project completed an off-site pilot-scale Passive Treatment System study to inform full-scale system design (Contango, 2019a). 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.

In 2020-21, Project team continued to analyze the results from the pilot-scale testing (that is, Phase 3) to determine possible locations and requirements for the maintenance of the treatment structure (Giant Mine Remediation Project, 2021a).

4.1.2.1 Infrastructure review

The Project conducts structural reviews of buildings at the Giant Mine site to assess risks and determine whether immediate action is required to mitigate those risks. The 2019 structural review, which was conducted on 28 buildings, suggested that the next review be held in 2 years time; therefore, a review was not held in 2020.

In 2020-21, the Project continued to implement recommendations from the 2019 structural review to reduce structural risks, including:

• restricting access to unauthorized personnel to the site to ensure safety and welfare of the public and mine staff
• inspecting the site for any friable asbestos containing material that may have become loose after wind events
• inspecting and repairing the safety perimeters (after spring melt)

4.1.2.2 Upgrades to the Northwest Deep Well Pumping Station (previously named the Akaitcho Deep Well Pump Station)

In 2017, the Project team completed pumping station upgrades using 2 deep well submersible pumps located near the Northwest shaft (formerly called the Akaitcho shaft) (AECOM Canada Ltd., 2017).

In 2019-20, the new deep well pump station came into operation and was used to dewater during freshet. The new pumping system, the Northwest Deep Well Pumping System, consists of 2 Baker Hughes submersible pumps installed in steel-cased boreholes drilled from the surface into the mine pool. One pump stopped operating after a brown-out situation in August 2019. In 2020-21 the Project team began an investigation of the system to understand how the issue emerged.

4.1.2.3 Geotechnical inspection of dams

At the Giant Mine, dams are used for minewater management, surface water management, and tailings solids retention. Dams are inspected annually to assess water level restrictions and geotechnical integrity in order to comply with the Canadian Dam Association Guidelines. While doing regular inspections of the Project's dams, the Project team noticed stability issues with areas in Dam #1 that were historically frozen but had begun to show signs of thawing. Working with design consultants and with the support of the Independent Peer Review Panel, the Project team decided to ensure the area remained frozen using thermosyphon technology (CIRNAC, 2021b).

In 2019-20, the Project team completed the desktop study and field component of the 10-year dam safety review, which was available in 2020-21. The Risk Assessment Team concluded that all analyzed dams presented safety issues and/or require some level of ongoing maintenance and monitoring (SRK Consulting, 2020).

Structures identified as requiring urgent action to reduce risks:

• Dam #1, Dyke #6, Splitter Dyke, dam #21D were identified as requiring urgent action
• The remaining dams were considered reasonably safe but do require various levels of maintenance and continued monitoring

In 2020-21, the Project team installed 38 passive thermosyphons into Dam #1, primarily for the protection of the workers accessing the underground via B3 pit, but also for the longevity of the operations of the Effluent Treatment Plant until such a time as the new Water Treatment Plant is commissioned (CIRNAC, 2021a; GMOB, 2020).

Recommendation/next steps:

• Conduct the annual geotechnical dam inspection and continue to enact recommendations put forth by the inspecting geotechnical engineers on site, as appropriate
• Monitor high-risk dams monthly
• Include design safety review recommendations in updates to the Operations, Maintenance, and Surveillance manual
• Continue to implement design safety review recommendations to minimize risks to dams
• Continue to monitor Dam #1 stabilization and continue work to mitigate risks of instability due to the thawing permafrost
• Determine whether a raise in elevation of the dam's crest is required for Effluent Treatment Plant operations

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 9 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 Ndılǫ, Niven Lake, and at the 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 necessary 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 2020, 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 as per previous years. Blowing dust on October 12-17, 2020, resulted in particulate matter and/or trace metal exceedances of their respective standards (SLR Consulting (Canada) Ltd, 2021). Further information is available in the Project 2020 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 2020-21, the Project team applied water withdrawn from the Polishing Pond for dust suppression at roads and tailing containment areas (2,796 m³ water applied). During an abnormally windy period in October 2020, a helicopter was deployed to manage dust migrating from the center-most sections of the Northwest Pond, as the ground was too soft to deploy the water trucks towards that location. Using the helicopter, 151 m³ of water was applied to both the Northwest Pond and the South Pond. The team also applied dust suppressant (Soil-Tac) to the tailing containment areas (46 m³ of Soil-Tac applied) and used spot treatment as needed (Giant Mine Remediation Project, 2021a). A small amount of EcoSoil product (1 m³) was also applied to a portion of the roadway as a trial product during the 2020 season.

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 looking at 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 looking for opportunities to reduce its greenhouse gas emissions during implementation. The principal source of greenhouse gas emissions from the implementation 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 is currently tracking and reporting monthly on the Project greenhouse gas emissions, however, for the period of this report there was only information available for 3 months (See Appendix F: Greenhouse Gas Emissions for data). It is difficult to establish a project baseline while the Project is in care and maintenance, as the level of activity will significantly increase on site once implementation begins in July 2021. The Project is considering gathering greenhouse gas data throughout the Early Works implementation period in an attempt to develop a baseline that can serve during the rest of Project implementation.

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 mine water. Discharged effluent water must meet standards set by the Metal and Diamond Mining Effluent Regulations under the Fisheries Act and the Giant Mine Remediation Project Type A Water Licence (MV2007L8-0031). Part of the water quality monitoring program includes testing of effluent chemistry. If the level of arsenic or other regulated parameters in the water is at or approaching the maximum allowable limit, the Project team would stop the release of effluent to Baker Creek and recycle it back through the effluent treatment plant.

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 mine water. These programs track parameters such as:

• the volume of water pumped or discharged
• water quality
• 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
• 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 Surveillance Network Program location 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
• 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).

Key activities in 2020-21 included:

• Effluent characterization and surface water quality monitoring on 3 occasions to fulfill regulatory requirements
• Analysis of treated effluent and surface water samples for 8 deleterious substances and pH as outlined in Schedules 3 and 4 of the MDMER, 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 Environment and Climate Change Canada (2012)
• 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
• Summary of the reference areas used in existing Baker Creek-related studies to inform the establishment of reference conditions for future monitoring, focused on biological monitoring programs (Golder Associates Ltd., 2019f)
• Review of the Phase 6 report by Environmental and Climate Change Canada and provision of comments

The results of the Metal and Diamond Mining Effluent Regulations report 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 Plan

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 2020-21, the Aquatic Effects Monitoring Program Design Plan received interim approval (Giant Mine Remediation Project, 2021a). The Project team conducted monitoring in accordance with the interim approved Aquatic Effects Monitoring Program Design Plan and collected water samples to determine whether waters from the Giant Mine Site could negatively impact fish species (Golder Associates, 2021b). The 2020 Aquatic Effects Monitoring Program report highlights include:

• the treated effluent water quality is within the criteria established by government regulations
• dissolved iron concentrations increased 25% in relation to previous years; however, values are within regulated guidelines considered safe for aquatic life. Additional dissolved iron might come from a different source, such as the solid waste facility and a highway near Baker Creek
• all metals of concern were within, or lower than, values provided by guidelines
• toxicity results considering both short-term (acute) and long-term (sublethal) effects reveal that the treated effluent was not toxic to Rainbow Trout, minnow, and small crustaceans (water flea). Nevertheless, the treated effluent might have impacted algae and aquatic plant growth from Baker Creek
• tested effluent had the same or lower effects than previous years

5.3.4 Baker Creek and Yellowknife Bay fish and fish habitat assessment

In 2019, the Project updated the fish and fish habitat studies of Baker Creek and Yellowknife Bay (Golder Associates Ltd., 2019e). From the tasks identified during the 2019-21 year (Golder Associates, 2020h), the following progress was made in 2020-21:

• Finalized the fish and habitat mapping in Baker Creek and Yellowknife Bay
• Established the Aquatic Advisory Committee to support engagement on the details of the Fisheries Act Authorization (see section 7.1.1)
• Began regular engagement with Fisheries and Oceans Canada to discuss the Project and advance the conceptual habitat offsetting plan

Next Steps:

• Begin drafting the Fisheries Act Authorization
• Continue engagement with Fisheries and Oceans Canada and the Aquatic Advisory Committee

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. The materials have therefore remained on-site and continued to be appropriately cared for during 2020-21.

5.4.2 Wildlife Monitoring and Research

A draft Wildlife and Wildlife Habitat Management and Monitoring Plan was developed in 2017-18. It was completed in 2018-19 in consultation with GNWT Environment and Natural Resources and stakeholders and submitted as part of the Water Licence package in April 2019. In 2020-21, the Project team submitted the updated version of the Wildlife and Wildlife Habitat Management and Monitoring Plan.

The Project team has suggested the following procedures for wildlife and wildlife habitat (Giant Mine Remediation Project, 2021d):

• Maintain a wildlife sightings log
• Conduct pre-disturbance wildlife sweeps as well as site surveillance to identify the presence of wildlife during remediation activities
• Perform surveys to identify bird nests and ensure that active nests are not destroyed
• Conduct activities to scare wildlife and prevent them from entering in the area before demolition
• Report incidents involving wildlife

In 2020-21, Parsons and contractors logged and reported wildlife sightings and interactions, as required. The Project team did not conduct the planned site-wide bird survey in 2020-2021 season due to restrictions imposed by the COVID-19 pandemic and reduction in site activities that had a potential to disturb nests.

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, as required by applicable regulations, including:

• first aid
• wildlife safety
• water safety
• fire response

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 2020-21, a total of 10,902 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 that might result from the Project, including:

• antimony
• cadmium
• lead
• manganese
• vanadium

These are being measured because other research and studies have shown that they are present at the Giant Mine site.

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 2037 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 2020-21, the Health Effects Monitoring Program Advisory Council developed a plain language summary on arsenic, which the Project distributed to all members of the local communities through a mass mail out. The next representative study with children will be starting in 2022 and with both children and adults in 2027, when the remediation is happening (CIRNAC, 2019a).

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 participants.
3. 2027: The health study team will carry out follow-up sampling with both adults and children participants.

For additional details on the Health Effects Monitoring Program, please refer to the frequently asked questions on the program's 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, the University of Laurier has been leading the development of the Hoèła Weteèts'eèdè: Understanding Community Well-being around Giant Mine Study with various rights and stakeholders. There are 2 committees associated with this study:

1. The Hoèła Weteèts'eèdeè Advisory Committee made up of representatives from:
   • the signatories to the Environmental Agreement
   • Health Canada
   • the University of Laurier
2. The Hoèła Weteèts'eèdeè Technical Committee made up of technical experts.

During 2020, the 2 committees met regularly to revise and continue to improve on the study design. Due to delays related to COVID-19, next steps reported on in 2019-20 Giant Mine Remediation Project Annual Report did not take place as planned, including:

• submission of the full design package to the Ethics Review Board and the NWT Aurora Research Institute (delayed due to COVID-19 protocol requirements)
• Training of study personnel in September 2020 upon approval of the Ethics Permit
• Data collection to begin in October 2020

Furthermore, the implementation of this study could not take place until the NWT COVID-19 restrictions were eased to allow for the in-person components of the study to take place.

7.1.1 Engagement and events

In 2020-21, the Project team undertook or participated in 84 engagement activities and events, aligned with and in support of the Project or related activities. This is up from 67 engagement events in 2019-20 and 43 in 2018-19.

Key Project engagement activities in 2020-21 included:

Quantitative Risk Assessment (Environmental Assessment)

The Quantitative Risk Assessment engagement has been a phased approach, initiating 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, and Yellowknife residents (CIRNAC, 2019c; CIRNAC, 2019a). Over the last fiscal year (2020-21), the Project initiated Phase 4 of the Quantitative Risk Assessment, which focused on:

• presenting and understanding the results of the Quantitative Risk Assessment
• receiving input on the results
• discussing and receiving input on how the results can be used to improve the Project

While COVID-19 impacts did result in delays to engagement, a session was held with the Giant Mine Working Group and other participants in June 2020. Additional separate sessions were held with the North Slave Métis Alliance (July 2020) and Yellowknives Dene First Nation (September 2020). Final engagement on the Quantitative Risk Assessment is expected in 2021/2022 and will be reporting on acute health risks.

Perpetual Care Plan

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.

In 2020-21, the Task Force met regularly to refine the Perpetual Care Plan draft framework, which was submitted to the Giant Mine Oversight Board in November 2020 to meet the submission deadline in the Giant Mine Remediation Project Environmental Agreement. Following that submission, the Task Force planned a series of workshops to draft a statement of work to support the procurement of a consultant for the next phase of development of the plan, which will be held in 2021-22.

Socio-Economic Strategy implementation

The Project team held virtual meetings with the Socio-Economic Working Group and Socio-Economic Advisory Body throughout 2020-21. The team also held focus groups to inform the Socio-economic Implementation Plan. The purpose and outcomes of these meetings are further discussed in Section 7.2.

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 the fall of 2020, the Aquatics Advisory Committee met over 2 days on:

• Baker Creek design
• fish
• fish habitat

The Project team provided details on the final alignment and design of Baker Creek (that was influenced by the past surface design engagement sessions) and gathered input from attendees on recommended fish species and habitat. The attendees had the opportunity to provide input on how success could be measured. Two 1-day meetings were also held on Yellowknife Bay design. The proposed design and the monitoring plans were presented at these initial meetings.

The Aquatics Advisory Committee will continue to meet in 2021 on:

• Area 1 blasting and protection of Baker Creek
• Yellowknife Bay (fish and fish habitat)
• aquatic monitoring
• fisheries authorization requirements
• a report back on Baker Creek

Early Works Implementation Plan

The Project held engagement on the Early Works Implementation Plan throughout 2020-21, including presentations to:

• the Giant Mine Working Group
• the Socio-Economic Working Group
• the Socio-Economic Advisory Body
• the Great Slave Sailing Club

It was also presented at the annual Public Forum.

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 pre-engaged on 7 plans in 2020-21. 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. Moving forward, the Project will use the Mackenzie Valley Land and Water Board review process for sharing annual revisions of the plans with rights holders and stakeholders (as per Water Licence conditions).

Other

Since 2010-11, the Project team has held annual Public Forums to discuss general Project updates and key studies or initiatives for that respective year. The team held virtual meetings in March 2021 with the Yellowknives Dene First Nation, North Slave Métis Alliance, and the City of Yellowknife. The Project team team typically participates in additional events, such as the Yellowknife Geoscience Forum, Yellowknives Dene First nation Job Fair, and the Spring Trade Show, but was unable to due to the COVID-19 pandemic.

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 283 email addresses and posted on the Project website
• Twitter account (@GiantMine and @MineGiant)
• media briefings and responses to media requests
  • in 2020-21 there were 25 media interactions, including interviews and requests for information
• 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
• other correspondence

The Project team endeavours to respond in a timely manner. Key concerns raised in 2020-21 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 will be developing a dust communications plan in winter 2021/22. The Project will be engaging on the dust communications plan to ensure that rights holder and stakeholder concerns are being addressed.

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:

The Minister of CIRNAC is working on the apology and compensation file in coordination with the Yellowknives Dene First Nation. As part of the apology and compensation request, the Yellowknives Dene First Nation requested a Community Benefit Agreement that includes various socio-economic benefits, for example training and economic development, for the period of remediation that is expected to take 10-15 years.

Concern: Action Levels

During the engagement on the management and monitoring plans, rights holders and stakeholders expressed concern that the action levels were not proactively protective of the environment and the public.

Project response:

The Project provided details verbally through the pre- engagement process on the management and monitoring plans and is planning to provide additional information on the action levels during Working Group meetings in the fall of 2021. The dust communication plan that will be drafted will also include information and how to communicate the actions proactively taken at site to protect the environment and people.

Concern: Sediment quality

Community members are concerned about Yellowknife Bay sediment quality near communities for swimming and playing in the water. There is also concern regarding a lack of clarity on new studies.

Project response:

A meeting was scheduled to discuss sediment results and to display the new GNWT sediment tool. Unfortunately, the meeting was delayed due to COVID. The meeting will be rescheduled for the winter of 2022.

Concern: Post closure land use

Post closure land use vision and land constraints is a regular concern heard at various engagement forums (for example, Perpetual Care, Giant Mine Working Group, Aquatics Advisory Committee).

Project response:

The GNWT is the lead on land use planning as the land is Commissioner's Land. The Project is responsible for developing the constraints map. This map is currently under development and the first draft will be presented at a Working Group meeting in the fall of 2021.

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:

To enhance the effectiveness of the working group and support broader socio-economic engagement, the Project is proposing to limit the Project Socio-Economic Working Group to rights holder and stakeholders and invite other government departments (for example, GNWT Department of Education, Culture and Employment) to pertinent meetings. Bilateral meetings will be held with all parties as required and/or requested.

Next steps:

• Engagement activities in 2021-22 will continue to focus on:
  • community and business outreach on procurement and contracting opportunities
  • Socio-economic Strategy update and implementation
  • closure criteria for various site requirements (for example, contaminated soils)
  • aquatics (Baker Creek design and future conditions of Yellowknife Bay)
  • mine water levels
  • action levels
  • the Perpetual Care Plan
  • Health Effects Monitoring Program community outreach
  • Hoèła Weteèts'eèdeè: Understanding Community Wellbeing Around Giant Mine
  • the Project Implementation Plan for the remainder of the site remediation
• The Project will continue to:
  • host community forums for Yellowknives Dene First Nation, the North Slave Métis Alliance and residents of Yellowknife
  • to engage with the external advisory bodies
  • to communicate in a frequent and transparent manner via the established channels (for example, e-newsletter, website, Twitter, radio, school outreach)
• Meetings will likely continue to be held virtually, with in-person engagements where permitted

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 (rights holders) 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, Yellowknives Dene First Nations Lands and Environment completed a Traditional Knowledge Study, which aimed at:
  • documenting Yellowknives Dene First Nation
    • knowledge
    • values
    • priorities
    • concerns
    • perceptions of risk
  • 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 area
  • In addition, the Project gathered Traditional Knowledge and local knowledge through the Aquatic Advisory Committee, which has influenced Project remediation activities

Ultimately, the goal of this information is to:

• enable the inclusion of Yellowknives Dene First Nation/North Slave Métis Alliance knowledge and perspectives into the Giant Mine Remediation Project and risk assessment in the Project
• support Yellowknives Dene First Nation/North Slave Métis Alliance values and future land use aspirations
• recognize the history of the First Nations 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
    • Environment 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 on a monthly basis, and is comprised of representatives of:
  • Canadian Northern Economic Development Agency
  • CIRNAC
  • City of Yellowknife
  • GNWT
    • Environment and Natural Resources
    • Industry Tourism and Investment
    • Education, Culture and Employment
    • Health and Social Services
  • Parsons (Main Construction Manager)
  • PSPC
  • North Slave Métis Alliance
  • Yellowknives Dene First Nation
  • Tłı̨chǫ
  • the Giant Mine Oversight Board (acts as an observer)

In 2020-21, the Socio-Economic Working Group met virtually, via Zoom, every 1-2 months. The Advisory Body met twice (August and December 2020), also virtually. Both committees are managed by external facilitators.

The Project considered establishing an Indigenous Benefits Plan Monitoring and Advisory Committee prior to participation of the Yellowknives Dene First Nation and North Slave Métis Alliance on the Socio-Economic Working Group. The Project assessed the need for such a committee over the past 2 years and decided that, at this time, an additional committee is not required because the existing groups and committees already implement the planned mandate of the proposed committee.

7.2.2 Employment and procurement

Providing access to employment and procurement opportunities is 1 of the Projects' key approaches to maximize Northern and Indigenous benefits. The below summarizes the employment and procurement activities from the Implementation Plan that the Project advanced and/or completed in 2020-21.

Employment

Action:

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

Deliverables:

Labour demand forecasts:Parsons' Constructability Review Team prepared labour demand forecasts for 2020-21 contracts as well as the Early Works Implementation Plan.

Apprentices/Trainees: The Project team conducted an exercise to cross-reference the list of Early Works Implementation Plan positions with the GNWT Education, Culture and Employment's apprenticeship programs and training provided in the North Slave region; this information was shared with the Yellowknives Dene First Nation, Tłı̨chǫ and North Slave Métis Alliance.

Labour Capacity Survey: Parsons developed and sent out to businesses, including Indigenous development corporations, an initial Labour Capacity Survey to help inform the Project about work readiness.

Procurement

Action:

• Modify procurement tools

Deliverables:

Deductions: Participants at the February 2020 implementation planning meeting identified the concern that contracting deductions were retained by the Crown (5-10% of contractor payment can be retained if contractors do not meet their commitments); CIRNAC can now transfer funds to impacted communities based on deductions applied.

Indigenous Opportunity Considerations eligibility: PSPC and Parsons have introduced recommended baseline Indigenous Opportunity Considerations commitments to encourage contractors to make higher commitments.

Contract area map: The Project team simplified the contract area map and made additional changes to incorporate input from Indigenous stakeholders (for example, adding the nearby communities of Ndilo and Dettah).

Action:

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

Deliverables:

Right-size contracts: The Project considers the size of contracts for each work package it procures. An example of "right-sizing" a contract in 2020-21 was the separation of the bear monitoring work package from an overall wildlife monitoring work package. The Project also simplified the Request for Proposals document and included a mandatory requirement for the contractor to bring onboard an Indigenous trainee. Bear monitoring will continue to be procured as a separate work package going forward.

Procurement Strategy for Aboriginal Business: The Project team developed Early Works Implementation Plan work packages in 2020-21 to be released as Request for Proposals in 2021-22. All 4 of the work packages will be set aside as Procurement Strategy for Aboriginal Business. In addition, 2 "common services" work packages were set aside as Procurement Strategy for Aboriginal Business in 2020-21.

Action:

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

Deliverables:

Industry Day: Parsons held a multi-day virtual Industry Day in October 2020. The session focused on upcoming remediation work (for example, AR1 freeze pad construction), including:

• scope
• labour and equipment requirements
• tentative schedule

Bilateral meetings: In 2020, Parsons also met individually with:

• North Slave Métis Alliance
• Det'on Cho LLP
• Tłı̨chǫ Investment Corp
• the Chamber of Mines

Action:

• Definition of Northern resident and Northern business

Deliverables:

Definition: Members of the Socio-Economic Advisory Body requested that the Project consider whether its definition of Northern employee was inclusive enough, in the context of Project's performance measuring targets. The Project conducted research to confirm the policy context and broader program and departmental definitions. The outcome was a separate document outlining the Project's definitions for "Northern employee" and "supplier". The definitions themselves did not change from what the Project has been using in the past.

2020-21 Employment Results

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

• Northern
• Indigenous
• Indigenous Opportunities Consideration
• Female employees

Indigenous Opportunities Considerations aim to maximize opportunities for Indigenous communities, businesses and individuals local to the Comprehensive Land Claim Agreement. If an Indigenous Opportunities Consideration is a component of a Request for Proposal, bidders can earn technical points for guarantees to maximize local involvement from within the land claim area. Criteria may include:

• Indigenous labour
• subcontracting with Indigenous businesses
• providing training opportunities

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 and its contractors
• CIRNAC contractors
• 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. Table 8 shows the employment statistics for Parsons and its contractors for 2020-21 and Table 9 shows the employment statistics for CIRNAC contractors.

*Note that these categories may overlap (for example, a single employee may simultaneously be counted as Northern, Indigenous, Indigenous Opportunities Consideration, and female, or a combination or subset thereof) and that this information may not be available for all employees). For this reason, the totals indicated in the bottom row of the table do not represent the sum of the preceding rows.

**All Indigenous Opportunities Consideration employees are Indigenous employees under Parsons data collection methodology.

**Note that these categories may overlap.

** Unlike Parsons' data, Indigenous Opportunities Consideration employees were not consistently categorized as Indigenous employees in CIRNAC's data. Therefore, there is a difference in statistics. However, it can be assumed that all Indigenous Opportunities Consideration employees are also Indigenous (that is, the values should be the same).

The following figures highlight key trends of the total number of persons and total person hours, by category, for 2016-17 to 2020-21 (Figure 7 and Figure 8). These results represent the combined data reported by both CIRNAC and Parsons. When considering the number of persons employed, there are downward trends in both Northern employees and Indigenous employees, with no clear trend in Indigenous Opportunities Consideration employees and female employees.

Text alternative for Figure 7: Persons as percentage of all employees by category from 2016-17 to 2020-21

Number of person hours in percentages

% Persons	2016-2017	2017-2018	2018-2019	2019-2020	2020-2021
Northern employees	23%	20%	31%	23%	18%
Indigenous employees	4%	4%	13%	10%	7%
Indigenous Opportunities Consideration employees	2%	4%	12%	3%	5%
Female employees	33%	35%	31%	37%	34%
Total	100%	100%	100%	100%	100%

When considering the percentage of person hours worked, Northern employment declined from previous years, at 38%. It was

• 44% in 2018-19 and 2019-20
• 67% in 2017-18
• 63% in 2016-17)

Indigenous employment also declined slightly in 2020-21, at 15%, having been relatively consistent over the previous past 4 years (19-20%). Indigenous Opportunities Consideration employment increased to 13% from 8% in 2019-20 (compared to 12-20% in previous years). In 2018-19, the Main Construction Manager accounted for all Northern Indigenous employees as Indigenous Opportunities Consideration employees, which accounts for the higher value compared to other years. Tracking was recorded properly in 2019-20.

Female employment increased slightly to 24% from 22% in 2019-20 and 2018-19 and is higher than 2016-17 and 2017-18 values (16-17%).

Text alternative for Percentage of person hours by category from 2016-17 to 2020-21

% Person-hours	2016-17	2017-18	2018-19	2019-20	2020-21
Northern employees	63%	67%	44%	44%	38%
Indigenous employees	19%	20%	19%	20%	15%
Indigenous Opportunities Consideration employees	12%	20%	18%	8%	13%
Female employees	16%	17%	22%	22%	24%
Total	100%	100%	100%	100%	100%

Table 10 highlights the employment statistics broken down further into Northern Indigenous and Northern non-Indigenous. It is the second year that this data has been available, which prevents the identification of trends (trend information will be provided in the 2021-22 report). Compared with 2019-20 results, total person hours per category are higher across all categories, however, the person-hours as a percentage of all person hours are the same or lower.

Northwest Territories residential status information is only available from Parsons and their contractors. In 2020-21, there were more Northwest Territories residents as a percentage of all employees (Table 11).

Table 12 provides the skill level of Northern, Indigenous and female employees for Parsons and their contractors only.

Results compared to target ranges

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. While the Project is still in the design phase, the Giant Mine Oversight Board and other parties have requested that data be compared to target ranges.

Table 13 compares the actual person-hours (%) to the targets. Employment accounted by women was within the target range in 2020-21. However, employment accounted by Northerners and Northern Indigenous employees are below the lower end of the target range. When considering these results, 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). The Project anticipates that the Northern and Northern Indigenous employee statistics will 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 employment of Northerners, Northern Indigenous peoples, and women overall and seeks to work with its partners to identify and implement actions within the Implementation Plan.

Suppliers Statistics

The Project tracks the total number of suppliers and the total value of contracts by 4 categories: Northern, Southern, Indigenous and Indigenous Opportunities Consideration.

* Note that these categories may overlap (for example, a single supplier may simultaneously be counted as Northern, Indigenous, and Indigenous Opportunities Consideration, 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.

*The tracking of suppliers by CIRNAC sub-contractors was very detailed (for example, taxi, meals, materials, airlines, hotels, et cetera).

** Note that these categories may overlap.

The following figures highlight the total number of suppliers (Figure 9) and percent of total value of contracts (Figure 10), by category, for 2016-17 to 2019-21.

These results represent the combined data reported by both CIRNAC and the Main Construction Manager. The proportion of expenditures with Northern suppliers decreased in 2020-21 (32%) from previous years:

• 44% in 2019-20
• 56% in 2018-2019
• 47% in 2017-18
• 64% in 2016-17

The proportion spent with Indigenous suppliers decreased in 2020-21 (25%) from previous years:

• 36% in 2019-20
• 28% in 2018-19
• 41% in 2017-18
• 45% in 2016-17

The proportion spent with Indigenous Opportunities Consideration suppliers also decreased in 2020-21 (24%) from previous years:

• 35% in 2019-20
• 28% in 2018-19
• 35% in 2017-18
• 31% in 2016-17

From 2005 to March 2021, under the Giant Mine Remediation Project, out of a total of approximately $499 million contract values awarded, $220 million (or 44%) went to Indigenous contractors.

*Note: In previous reports, 2018-19 values were miscalculated. These have been fixed in this report.

Text alternative for Figure 9: Total number of suppliers from 2016-17 to 2020-21

#Suppliers	2016-17	2017-18	2018-19	2019-20	2020-21
Northern suppliers	263	208	337	173	182
Southern suppliers	283	266	453	254	170
Indigenous suppliers	23	19	44	38	18
Indigenous Opportunities Consideration suppliers	15	10	53	33	17
Total	546	474	799	427	352

*Note: In previous reports, 2018-19 values were miscalculated. These have been fixed in this report.

Description of Figure 10: Percent of total dollar value spent from 2016-17 to 2020-21

Percent of dollar value spent	2016-17	2017-18	2018-19	2019-20	2020-21
Northern suppliers	64%	47%	56%	44%	32%
Southern suppliers	36%	53%	42%	56%	68%
Indigenous suppliers	45%	41%	27%	36%	25%
Indigenous Opportunities Consideration suppliers	31%	35%	29%	35%	24%
Total	100%	100%	100%	100%	100%

Results against Targets

Table 16 compares the actual contract values (by percentage) to the targets. Procurement accounted by Northerners is below the lower end of the target range. As highlighted above, under Employment, when considering these results, 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). During the 2020-21 year, work was heavily focused on project design and very little on site construction work. The majority of design work is completed by professional engineers, most of whom are located in the south.

The Project anticipates that the Northern and Northern Indigenous procurement statistics will 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.

Major Procurements

The major procurements awarded between April 1, 2020 and March 31, 2021 are included below. Some of the values are contract extension amounts (that is, a contract had been awarded previous to the 2020-21 fiscal year, and it includes the value and duration of extension), while others are for single or multi-year contracts starting in 2020-21.

*Note: contract extension value, not total work package value

Additional Procurement Key Performance Indicators

Additional procurement Key Performance Indicators include:

• procurement accounted for by:
  • Northern Indigenous suppliers and amount spent (number, value, percentage)
  • Northern Non-Indigenous suppliers and amount spent (number, value, percentage)
• modifications to procurement procedures to increase Indigenous participation (for example, advances communications of procurement, set asides) (description and number) to be reported on in the following fiscal year
• new joint ventures and partnerships established (number) to be reported on in the following fiscal year
• new Northern Indigenous and Northern non-Indigenous contractors bidding (number) to be reported on in the following fiscal year

Table 18 highlights the procurement accounted for by Northern Indigenous and by Northern non-Indigenous suppliers for 2020-21.

*Note that these categories may overlap.

Next Steps: Employment and Procurement

The evergreen Socio-economic Implementation Plan has identified additional actions and deliverables for the Project to focus on in 2021-22, several of which are highlighted below:

• Employment:
  • Create and maintain links between the Project and other large infrastructure projects to identify opportunities to gain employees from project closures and to identify potential employment shortages
  • Enhance the assessment of labour demand for common services and project implementation activities
  • Continue to enhance communication to increase employment desirability and support recruitment of potential hires (for example, attend Yellowknives Dene First Nation job fair and provide information about employment opportunities and job supports)
  • Enhance apprenticeship and trainee uptake
• Procurement:
  • Continue to modify and enhance procurement tools to support the procurement of local, Indigenous and Northern businesses, including the use of Indigenous Opportunities Consideration and the Procurement Strategy for Aboriginal Business
  • Engage with Northern and Indigenous businesses ahead of formal procurement processes to improve their preparedness for upcoming contracts, including Industry Day in late 2021 or early 2022, and additional bidder's conferences in advance of procurement opportunities

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 Consideration in contracts ensures Indigenous employment and capacity building is considered and implemented where possible by all Project contractors.

Below summarizes the training activities from the Implementation Plan that the Project advanced or completed in 2020-21.

Key Actions and Deliverables Advanced in 2020-21: Employment and Procurement

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 GNWT Education, Culture and Employment to identify the purpose and format of the hub, with input from the Socio-Economic Working Group. In 2020, GNWT contracted a third-party organization to lead the initiative, which will be a virtual platform. The Project will provide information to the coordinators and will stay engaged in this initiative.

Action:

• Contribute towards strengthening local remediation capacity

Deliverable:

Over the course of 2020-21, the Project worked with the Yellowknives Dene First Nation to initiate the development of a 5-year training plan for the Yellowknives Dene First Nation's Dechı̨ta Nàowo program; the Project team also engaged with North Slave Métis Alliance and Tłı̨chǫ to initiate development of respective plans.

Action:

• Develop links between training providers, contractors and the Project

Deliverable:

Parsons included a new section in all Request for Proposals that lists local training institutions, the training they provide and their contact information; Parsons also shared labour requirements with local training institutions.

Sky Lennie, Environmental Technician

Sky Lennie joined the Parsons' team working on the Giant Mine Remediation Project in October 2020 as an environmental technician. She was born in Wrigley, a 140-person community in the Deh Cho area of the NWT known as Pedzéh Kı̨́ or "Clay place."

After graduating from high school in Yellowknife, Lennie worked for the Det'on Cho Corporation, now known as Det'on Management LP. The company supported her taking 3 programs with them in 6 months. These included:

• the environmental monitoring coordinator program, where she:
  • observed the environmental impact of industrial activity
  • learned how to communicate the information
• the contaminated site remediation coordinator program
• the environmental site assistant program

Taking these courses confirmed that her passion and joy was the journey she was being led to take. Later, Lennie found work in Yellowknife with Golder Associates Ltd. at the Giant Mine site in support of the hydrologists. This inspired her to work more towards the water side of the environmental field. "It seems like it was meant to be," she said. "To do something you love every day and excited to go to work. It's a sign that I'm moving in the right direction."

Lennie is working toward getting the science credits to apply for college or university, to pursue more of this type of work.

2020-21 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 2020-21 is summarized in Table 20, organized by category:

• Northern
• Northern Indigenous
• Indigenous employees
• Indigenous Opportunities Consideration employees
• Women
• Total

The total does not reflect the sum of the other categories because there is overlap between the categories and the total includes all workforce training (for example, non-Northern).

In 2020-21, workforce training provided to Northern employees (113) was within the average range of values from previous years (102). Workforce training for Indigenous Opportunities Consideration employees (32), increased from the previous year but was within average range since 2016-2017. Workforce training for Indigenous employees (68) and female employees (74) increased from previous years as a result of the inclusion of Dechita Nàowo in the statistics for 2020-2021. The total number of people trained remained within the range from previous year.

Table 20: Total number of people trained and total person hours of training in 2020-21, by category

Workforce training*	Total # persons	Total person-hours	Persons as % of all employees	Person-hours as % of all person-hours
Total	228	20,211	100%	100%
Northern employees	113	19,577	50%	97%
Southern employees	115	634	50%	3%
Indigenous employees	68	18,445	30%	91%
Indigenous Opportunities Consideration employees	32	3,235	14%	16%
Female employees	74	5,747	32%	28%

*Note that these categories may overlap.

Figure 11 highlights the percentage of people trained by employee category, from 2016-17 to 2020-21. The overall number of people trained for each employee group remained the same or increased since 2016 and the proportion of Indigenous employees, Indigenous Opportunities Consideration employees, and female employees trained increased over the years, while there is no discernable trend for Northern employees due to high variability over the years.

Text alternative for Figure 11: Percentage of people trained by employee group from 2016-2017 to 2020-2021

Percentage of Persons	2016-17	2017-18	2018-19	2019-20	2020-21
Northern employees	47%	57%	35%	47%	50%
Indigenous employees	11%	18%	14%	24%	30%
Indigenous Opportunities Consideration employees	7%	17%	23%	10%	14%
Female employees	17%	17%	23%	27%	32%

Figure 12 highlights the number of person-hours of training by employee group from 2016-17 to 2020-21. 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. As a result, the number of person-hours of training for Northern, Indigenous, and Indigenous Opportunities Consideration employees increased significantly since 2016 while the numbers for the female employees increased since 2017. In addition, a significance increase was perceived in Indigenous employees training due to the inclusion of Dechita Nàowo in the statistics for 2020-2021.

Description of Figure 12: Number of person hours of training per 200,000 person-hours worked by employee group from 2015-16 to 2020-21

Normalized Person-hours	2016-17	2017-18	2018-19	2019-20	2020-21
Northern employees	10011	8846	5820	15985	38769
Indigenous employees	8859	8567	11946	27955	89691
Indigenous Opportunities Consideration employees	13784	8570	12342	35464	19051
Female employees	10211	3573	4810	7615	18094
Total	8749	6522	4926	8809	15027

Additional Training Key Performance Indicators

Additional training Key Performance Indicators include:

• workforce training accounted for by (Table 21):
  • 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)
• professional development scholarships funded (number of scholarships, dollar amount of each, and number filled by priority groups): to be reported on during the implementation phase
• northern Indigenous and Northern non-Indigenous apprentices supported (number, percentage out of total apprentices): to be reported on during the implementation phase

Dechita Nàowo

Through a Contribution Agreement, the Project funded the Yellowknives Dene First Nation Dechita Nàowo Training Program in 2020-21. The 2020-21 training programs and number of participants are summarized below:

• BEAHR Module 1: Core Environmental Monitoring (10 participants; 2,800 hours for all participants)
• BEAHR Module 2: Environmental Monitoring Regulatory (8 participants; 1,120 hours total for all participants)
• BEAHR Module 3: Environmental Monitoring Research (5 participants, 350 hours total for all participants)
• BEAHR Module 4: Contaminated Sites Remediation (8 participants; 2,520 hours total for all participants)
• BEAHR Module 5: Environmental Site Assessment Assistant (8 participants; 1,120 hours total for all participants)
• HAZWOPER Training (10 participants; 400 hours total for all participants)
• Heavy Equipment Operator Hands-on Training (11 participants; 5,197.50 hours total for all participants)
• Other (10 participants; 1,294.50 hours total for all participants), includes the following:
  • Training Orientation,
  • Safety Meeting
  • Supervisor Training (2 participants; 302.50 hours for both combined)
  • Kitchen Helper

Next Steps: Training

The Implementation Plan has identified a set of training actions to advance, which include:

• Support establishment of the new training hub (North Slave Region Training Hub) by providing information on Project work packages, labour estimates and schedule
• Contribute towards strengthening local remediation capacity that is, continue supporting the development of 5-year training plans; better understand opportunities for higher-capacity positions and the training required)

Introduction to the Giant Mine Remediation Project

The Giant Mine is a former gold mine located within Yellowknife, Northwest Territories city limits. It is about 5 km north of city centre. The site lies within the asserted traditional territory of Indigenous communities and groups.

• The site is within the Yellowknives Dene First Nation's traditional territory. As part of the Akaitcho Territory Dene First Nations, they are negotiating a land, resource, and governance agreement with the governments of the Northwest Territories and Canada
• The Tłı̨chǫ have a recognized area of traditional land use known as Monfwı̀ Gogha Dè Nı̨htł'è. In this area, members exercise rights set out in the Tłı̨chǫ Agreement. The Giant Mine site falls within this area's boundaries
• The North Slave Métis Alliance represents Métis in Yellowknife. Members assert Indigenous rights in the area that includes the Giant Mine site
• The Northwest Territories Métis Nation represents the Métis from the Northwest Territories' South Slave region. The Giant Mine site is next to Great Slave Lake, which is within the boundaries of the Land and Resources Final Agreement they are negotiating with the governments of Canada and the Northwest Territories

The Giant Mine operated from 1948 to 2004. When the owners went bankrupt, Canada became responsible for the site and the contamination left behind. This includes 13.5 million tonnes of tailings and 237,000 tonnes of arsenic trioxide waste. The Giant Mine Remediation Project (the Project) is jointly managed by:

• the Government of Canada, represented by Crown-Indigenous Relations and Northern Affairs Canada
• the Government of the Northwest Territories, represented by the Environment and Natural Resources department

Together, they manage the site to protect human health and the environment while they plan how they will clean up the site.

About the Annual Report

The Project team is committed to informing interested parties about Project progress, activities, and plans. The team engages and shares information in several ways. One way is through submitting an annual report to the Giant Mine Oversight Board.

The report describes what has happened on the site and the activities in support of planning the clean up that took place over one federal fiscal year. A fiscal year is the budget year of the federal government, from April 1 to March 31.

In the annual report, the team provides a detailed explanation of its activities, important findings, and future plans. This is so interested parties can keep track of the Project's progress.

The Project team needs to prepare an annual report as part of the terms of the Giant Mine Remediation Project Environmental Agreement. The agreement guides what information the Project must include in the report. The Giant Mine Oversight Board reviews and comments on the report each year. This process will continue to shape the report's format and content.

This document is a plain language version of the full annual report, which provides more details about progress in 2020-21. This annual report is Giant Mine Remediation Project's sixth. It covers the period from April 1, 2020 to March 31, 2021. Activities and updates related to the Project after March 31 will be covered in next year's report.

Impact of COVID-19 on the Project

In response to the COVID-19 pandemic, the main construction manager put in place a response plan and procedures. It applied to all people at the Giant Mine site. Procedures included self-isolation requirements and enhanced health and safety protocols. Non-essential work was paused to limit travel into the territory. The Project also followed the guidance of the GNWT Chief Public Health Officer when bringing in workers from outside the territory necessary for specialized work.

Project status

In 2007, the Giant Mine Remediation Project team submitted a Water Licence application to the Mackenzie Valley Land and Water Board. The application included a remediation plan for all aspects of underground and surface clean-up. The City of Yellowknife referred this plan to Environmental Assessment. The assessment was completed in 2014. It included a Report of Environment Assessment with 26 measures the Project team must complete. The measures included developing a new clean-up plan, called a CRP. The CRP is the result of extensive engagement and design work done by the Project team since the Report of Environmental Assessment.

In April 2019, the Project team submitted the new plan and supporting documents to the Mackenzie Valley Land and Water Board. The board approved the Project's land use permit in August 2020 and the water licence in September 2020. These can be found on the board's public registry.

Ongoing site management

Ongoing management at the Giant Mine site is critical to ensuring it stays stable and safe for staff, area communities and the environment during remediation. This includes:

• maintaining the site
• managing risks
• conducting inspections
• monitoring the environment
• keeping dust levels down
• treating water
• health and safety activities

Key activities in 2020-21 included:

Environment

The Project has an Environmental Management Plan that guides how each major component of the site is managed. Currently, the Project has several active monitoring programs in place for key environmental issues. The Project's Long-Term Monitoring Program combines all current monitoring activities and those that will be required. This includes monitoring of the environment and structures/technology.

Environmental:

• Surveillance Network Program
• Metal and Diamond Mine Effluent Regulations, including Environmental Effects Monitoring Program
• Operational Monitoring Program (Effluent Treatment Plant, underground, annual site-wide bird survey)
• Aquatic Effects Monitoring Program
• Wildlife and Wildlife Habitat management and Monitoring Plan
• Air quality: fenceline and community
• Noise

Structural:

• Freeze
• Dams and seeps
• Landfill
• Pit stability
• Tailings covers
• Underground Structures
• Baker Creek (icing)

The Long-term Monitoring Program is used to:

• determine baseline conditions
• monitor current conditions and performance of management programs
• inform the design process for remediation activities

Health and Safety: Occupational and Public

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. 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) will:

• evaluate indirect effects on health from stress related to the possibility of arsenic exposure
• include engagement with affected community members

During 2020-21, study committees met to revise and improve Hoèła Weteèts'eèdeè. As a result of Covid-19, the study team had to delay implementation. Wilfrid Laurier University's Dr. Ketan Shankardass and the study team continue to work toward being able to move the study forward.

Key engagement

Engagement is an important and valued part of the Giant Mine remediation process. In 2020-21, the Project team continued its regular engagement with key affected parties through avenues such as:

• the Giant Mine Oversight Board
• the Giant Mine Advisory Committee
• the Giant Mine Working Group
• the annual forum

Specific engagement sessions were also held to focus on:

• the Quantitative Risk Assessment
• the Perpetual Care Plan
• carrying out the early works
• carrying out the Socio-Economic Strategy
• management and monitoring plans
• open pits
• aquatics such as Baker Creek design and future conditions of Yellowknife Bay
• community-based monitoring

In 2021-22, engagement will focus on:

• outreach to communities and businesses with respect to procurement and contracting opportunities
• carrying out the Socio-Economic Strategy
• minewater levels
• action levels
• the Perpetual Care Plan
• community outreach for the health studies
• the Project Implementation Plan for remediation of the site

Socio-economic

The Giant Mine Remediation Project works to deliver social and economic benefits to Indigenous and Northern communities while protecting the environment and people's health. Parsons, the main construction manager, uses several tools to help the Project team achieve their socio-economic goals. This includes subcontracting to Indigenous and Northern businesses and incorporating criteria into all tenders that encourage employment, training, and apprenticeships for Indigenous workers.

The Project tracks total employment and employment by certain categories. This includes:

• Northern workers
• Indigenous workers
• how Indigenous Opportunities Considerations commitments are met during procurement
• female workers

Indigenous Opportunities Consideration is used by procurement officers to review proposals and evaluate the commitments made by firms, such as the percentage of labour force that is local Indigenous peoples. Incentives and penalties are applied to encourage firms to meet or exceed commitments outlined in their proposal.

In terms of hours worked, Northern employment declined in 2020-21. Indigenous employment declined slightly to 15%, while IOC employment increased compared to previous years, from 8% to 13%. Female employment increased slightly in 2020-21, from 22% to 24%.

Text alternative for Percentage of person hours by category from 2016-17 to 2020-21

Percentage of Person-hours	2016-17	2017-18	2018-19	2019-20	2020-21
Northern employees	63%	67%	44%	44%	38%
Indigenous employees	19%	20%	19%	20%	15%
Indigenous Opportunities Consideration employees	12%	20%	18%	8%	13%
Female employees	16%	17%	22%	22%	24%
Total	100%	100%	100%	100%	100%

In 2019-20, the Project worked with the Socio-Economic Working Group and the Socio-Economic Advisory Body to set employment targets for the Project's implementation. This year, while employment accounted by women was within the target range, employment accounted by Northerners and Northern Indigenous employees are below the lower end of the target range. The Project anticipates that the Northern and Northern Indigenous employee statistics will improve when there is more onsite work. The Project also recognizes there is more to be done to increase employment of Northerners, Northern Indigenous peoples, and women overall. The Project is working with its partners to identify next steps in improving these employment figures.

The table below shows total employment accounted for by Northerners, Northern Indigenous, and Women in 2020-21 compared to the target ranges.

The Project also tracks suppliers by type, specifically Northern, Indigenous and Indigenous Opportunities Considerations. In 2020-21, the proportion of money spent on contracts decreased for Northern suppliers compared to previous years. Of approximately $18 million spent on suppliers, 32% went to Northern businesses. The proportion spent with Indigenous suppliers decreased in 2020-21, to 25%. The proportion spent with Indigenous Opportunity Considerations suppliers decreased slightly in 2019-20 from previous years, to 24%.

Text alternative for Percent of total dollar value spent from 2016-17 to 2020-21

Percentage of total dollar value spent	2016-17	2017-18	2018-19	2019-20	2020-21
Northern suppliers	64%	47%	56%	44%	32%
Southern suppliers	36%	53%	42%	56%	68%
Indigenous suppliers	45%	41%	27%	36%	25%
Indigenous Opportunities Consideration suppliers	31%	35%	29%	35%	24%
Total	100%	100%	100%	100%	100%

The Socio-Economic Working Group and the Socio-Economic Advisory Body continued to meet in 2020. The working group has team members from federal, territorial and municipal governments. It shares information and works to advance socio-economic activities for the Project. The advisory body provides advice to the working group and acts as senior government champions. Its members include senior level representatives from federal, territorial, municipal, and Indigenous partner organizations.

In addition to the occupational health and safety training, Project contractors deliver workforce training, including site orientations. In 2020-21, workforce training provided to Northern employees (113) was within the average range of values from previous years (102). Workforce training for Indigenous Opportunities Consideration employees (32) increased. Workforce training for Indigenous employees (68) and female employees (74) increased from previous years as a result of the inclusion of Dechita Nàowo training. The total number of people trained remained within the range from previous year.

Text alternative for Percentage of people trained by employee group from 2016-2017 to 2020-2021

% Persons	2016-17	2017-18	2018-19	2019-20	2020-21
Northern employees	47%	57%	35%	47%	50%
Indigenous employees	11%	18%	14%	24%	30%
Indigenous Opportunities Consideration employees	7%	17%	23%	10%	14%
Female employees	17%	17%	23%	27%	32%

In closing

In 2020-21, the Project was issued its Land Use Permit and Water Licence, signalling remediation can move forward while the Project also continues to protect human health and safety and the environment by keeping the site safe and stable. The Project continued:

• care and maintenance activities
• risk mitigation
• engagement activities
• progressing the review and resubmission of its management and monitoring place

The Project will continue to prepare annual reports about its progress and performance, and to develop a plain language summary of its annual reports.

For more information or to provide comments, please contact:

Natalie Plato, Deputy Director
natalie.plato@canada.ca
867-669-2838