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Respecting Community Development
- 1. Kistithitamowin: Respecting Community, Respecting Development Gary Merasty Vice President, CSR Cameco Corporation February 12, 2013
- 2. Overview - Context Setting - Strategies / Illustrations - Going Forward Together
- 3. Building Relationships Pine Channel Retreat, July 2012
- 4. Context: Indigenous Communities • Power of History • Recognize Stories • Recognize Rights • Recognize Success • Recognize Challenges • Recognize Commitment • Relationship Building
- 5. Context: Indigenous Communities DEMOGRAPHIC • LARGE AREA • FN / METIS • SMALL • FN: 50% UNDER 22 • FED / PROV POPULATION • SK: 50% OVER 45 • GOV’T DEPT’S / NGO’S GEOGRAPHIC JURISDICTION Public Policy Challenge: - Not the Cause of Socio-Economic Strife but; - Impedes Action and Progress - Needs to be Understood to be Overcome
- 6. Context: Indigenous Communities Poverty Cycle Breaking Free ●Important; Apprehensions Poverty – Can be easy to dismiss efforts by Aboriginal Community – Should Understand Challenge Not to Confuse – Keep Open Mind / Expect Setbacks Culture of Poverty – Industry not expected to be the only with the Culture of solution but; the People Education Incarceration “can certainly be a part of the Levels solution” How you “frame” your involvement Health Indicators
- 7. Motivation
- 8. Cameco’s five-pillar strategy COUNTRY PLATFORM Workforce Development Business Development Community Engagement Community Environmental Investment Stewardship
- 9. Northern Saskatchewan - 40,000 population - 50% under 20 yrs 60% w/o Grade 12 - 40+ communities - First Nation reserves / Municipalities / Metis Locals - FN / Metis majority - Remote / Fly in - Food Basket Costs High - Minimal Road Access - Housing Crisis - Avg. 2 bdrm = 6 people - Other Employers - Mining/ Education & Health Systems / Forestry / Trapping & Fishing / Public Services - Strong Language Area - Cree / Dene
- 10. 5 Pillar Framework: Community Application Workforce Development Red Line: Community A Blue Line: Community B Green Line: Community C Environmental Stewardship Business Development Environmental Stewardship Community Community Engagement & Investment Government Relations
- 12. Northern Career Quest 2 Cameco Corporation January, 2013
- 13. Achievements ● Canada’s Largest Industrial Employer of Aboriginal People ● First Nation / Metis Employment – 51% of Employees at Mine sites / $60 M annual salaries – 34%+ of Trades positions RSN’s / 100% apprentice First Nation / Metis / Northerners – Northern Career Quest 1 & 2 $50 M and 2000 new careers – Legacy of Training / Career Exp / Mobility ● First Nation / Metis Business Development – 70% of all Services at Minesites / $2 Billion since 2004 – Entrepreneurship Driving Social Change ● Community Engagement (building and sustaining trust) – Comm. Visits / Northern Leaders Roundtable / Project Specific Engagement / Use of Animation / In Language (Dene / Cree) / Community Vitality Monitoring… ● Competitive Advantage: Loyalty of Employees Procurement Availability
- 14. Future Goals:Still a lot of work to do! ● Employment & Training – 40,000 population Less 50% under age of 20 = 20,000 Less 50% w/o Gr. 12 = 10,000 Less 9,000 already working = 1,000 w/ Gr. 12 – CCO maxed Entry Level / Need is Skilled Positions – Need to mobilize to target groups A) 1000 with Grade 12 into higher level training B) 10,000 without Gr. 12 back to school and higher level training ● Business Development – Focus on Sustainability – Introduction to other Opportunities – Diversification
- 15. Future Goals ● Responsible and Accountable Growth Plan – Employment Growth & Building Skilled Capacity: Focus on skills training and professional development Replacing Aging Baby Boomers in Skilled positions Skills Database on a community by community basis – Northern Business Development: Building Sustainable northern owned Enterprises Creating Wealth in the North – Enhance Community Engagement, Trust & Support Collaboration Agreements Communication Principles Developing authentic partnerships – this is the only way forward
- 16. Expanding Five-Pillar Model Signing of Pinehouse Collaboration Agreement December, 2012
- 17. Concluding Thoughts - Power of History - Important to hear the dreams and aspirations of the people, to hear of struggles, the rights, the achievements… . - Power of Understanding - Important to understand the context of the past, present and future - Power of a Joint Strategy - Critical for success - Everyone has a stake - Joint responsibility - Power of a Commitment - Power through the tough times, through thick and thin, demonstrated commitment - Celebrate Success - Keep Working!
- 18. Questions?
- 19. Strategic Actions & Considerations ● Early & Ongoing Engagement – Identify Community Driven Processes & Programs that support Education / Training / LaborForce ● Develop Joint Plan – Builds Trust / Establishes Relationships / Gain Understanding ● Leverage Government Programs – P3 Approach / Favorable to Government / Outcomes Based ● Line of Sight from Training to Career / Job – Retention / Commitment / Higher Success Rate ● Group Hire – Mutual Support / Signal of Commitment / Important when Starting ● Cultural Supports – Elders Program / EFAP / Work Schedule ● Internal Training Opportunities – Progression / Retention / Loyalty / Baby Boomer Replacements
- 20. Cameco Illustrations ● External Partnerships (Communities, Fed & Prov Gov’ts, Industry, Training Institutions) – Northern Mineral Sector Steering Committee (Northern Wide Group) Northern Labour Market Committee >Multi Party Training Plan IV – Northern Career Quest (Community Driven) $32.3M to $37.7M / Target Hire – 750: Actual 1412 – Community Vitality Monitoring Program (Northern Wide Group) Community Wellness / Impacts / Guidance – Athabasca Basin Impact Management Agreement (7 Communities) Targeted Training / Workforce Development Initiatives – Scholarships / Mine Tours / Career Fairs / etc… (Multiple Stakeholders)
- 21. Cameco Illustrations ● Internal Initiatives (Informed by Community & other Partners) – Workplace Education Upgrading / Tutoring / Other Training – Apprenticeship Program Targeted Trades based on demand / Work with Union at unionized sites – Career Transition Program Professional Training: Engineering, Commerce, etc… . – Cameco Specific Specialized Positions Radiation Specialists / Raise bore and Mill Operators – Northern Preferred Supplier Program Contractor Strategy for Employment – Elders Program – Week in Week Out Schedule – Satellite Offices
- 22. RSN Percentage by Job Type - Dec 31/11 Gr. 12 + Gr. 12 + Specialized or College or University Training 100% 90% 80% Trades & 70% Apprentices @ 33% 60% 50% 40% 30% 20% 10% 0% Job Type
Hinweis der Redaktion
- Freddie Throassie and his grandsonLong-time Cameco employee…who went on to be Chief in his community (Black Lake)At one point one of Cameco’s greatest opponents/criticsWorking again with Cameco as a community liaison He’s a clear example that a balance can be found between honouring community, tradition, the land – and benefiting from development and new opportunitiesMy presentation today is about this balance – and the foundation Cameco has created by finding that balance and understanding with northern communities
- Canadian Education System has not done a good job in teaching about Aboriginal HistoryAny Company going overseas / Global will learn about new jurisdiction (people, cultures, language, history, norms, challenges, etc…)This does not happen in Canada with Aboriginal Communities but needs to happenThis will only strengthen the opportunities to understand each other and to ultimately advance projectsFilling in this missing component has been key to the relationships Cameco has built in northern Saskatchewan
- Important to also understand some of the structural challenges confronting Aboriginal CanadaAs these will impact how Industry interacts with these communitiesThere are actually similarities in the challenges faced by Industry in rural or remote areas so there may be opportunities to collaborate on strategies
- Also important not confuse what you are sometimes confronted with in Aboriginal communities as the norm or the culture of the people. Regardless of who and where you are – the characteristics accompanying the state of poverty are the sameNeed to see beyond this and the only way you do this is be referring to what I stated in an early slide about learning about the history of the people and community.
- Also need to ask yourselves – why are we engaging First Nation / Metis / Inuit Communities? If you are engaging for the wrong reasons you will fail or at the very least have less than favorable results. I advocate engagement based on a business focus supported by a deep understanding the communities goals, dreams, aspirations, challenges and so on. I find this is what communities want – a hand up not a hand out!
- Our operations are in the Athabasca Basin and represent the Heartbeat of Cameco currently and for the foreseeable futureWe have what is called the Northern Administration District (NAD) within which we operate.Share many common issues but cannot treat as one homogenus group – there are many differences amongst the communties
- -Here is graphic representation as to how we respect the diversity amongst the communities with the flexibility inherent in our 5 Pillar Framework
- “When we understand this slide, we’ll have won the war,” General McChrystal dryly remarked, one of his advisers recalled, as the room erupted in laughter.US Army on AfghanistanParalysis by Analysis – Don’t over complicate things. What I mention in the previous slide are really only respectful ways in which people introduce themselves to each other, generally speaking human nature is to be respectful, considerate and understanding
- An important partnership between Cameco/industry, government and northern communitiesFirst program saw huge success – surpassed targets twofold for job creation - to date almost 1500 jobs created from that first programLaunched a second program - more focused on the mining sector - last month
- None of this happened overnight, We are proud of the results here but we are certainly not taking our foot off the pedalThere is still a lot of work to do here and the challenges are even greater now than they were before in some respects.
- Because of the foundation we have created – Cameco and our northern communities are moving forward with a 2nd generation agreementOur Collaboration Agreements – such as the one signed in Pinehouse in December – allow for growth in production while increasing benefits and independence to CA communities through expanded workforce and business development and a more predictable model for community investment
- The items listed here are based on trail and error in our relationship journey with northern Saskatchewan First Nation and Metis communities.None of them will be ‘new’ to you in the audience – however, the nuances inherent within these revolve around;A) how you approach early engagement, who does it, when you actually do it, how you communicate why you are doing it and so onB) Are you doing this with the highest level of support from you company? Are you consistent in your messaging and are you following up on any early commitmentsC) Can you identify some early successes that can be achieved? (Low hanging fruit)D) What tone are you taking? Do you know who the movers and shakers are in the community? Do you understand the protocols around requesting a meeting or attending community events?
- - For illustration purpose, what I have in the next two slides builds on the comments and concepts I talked about in this presentation.The first is on the external partnerships built on early engagement and in understanding where the communities were coming from and what they wanted to see in the area of education, training and employment.
- This slide speaks to the Internal initiatives CCO has undertaken to support RSN’s in our workforce. Many of these initiatives came from employee or community input These initiatives complement external efforts as well in many cases.