1. Cameco Community
Relations
Date: November 16, 1998
Prepared For: Ms. Rita Mirwald
Senior Vice President
Human Resources and Corporate Affairs
Cameco Corporaton
Prepared By: Wayne Dunn & Associates
Canada
Tel: +1-250-743-7619
Fax: +1-250-743-7659
2. -i-
i ACKNOWLEDGMENTS
The following report was prepared based on interviews conducted with senior executives and
managers of Cameco Corporation. A full list of the interviewees and the time and place of the
interviews is contained in Section 9. The recommendations developed in Section 8 are based
on our professional assessment of the situation. Although many of the recommendations are
generally consistent with the thoughts expressed in the interviews.
Without exception, everyone we interviewed was very open in their comments and generous
with their time. While everyone was extremely helpful and supportive, there were a number of
individuals who provided the logistical support and information that facilitated our work and
made the task much easier. We would like to extend a special thank you to;
Mr. Jamie McIntyre, Manager, Human Resources who was the key facilitator for the entire
process; to Ms. JoAnne Arnold, who was always ready to drop whatever she was doing and
assist us; and, to Ms. Julia Ewing, Manager, Northern Affairs, who organized and facilitated an
extremely productive process in La Ronge. And finally, we would like to thank
Ms. Rita Mirwald, Senior Vice-President, Human Resources and Corporate Relations for giving
our firm the opportunity to work with Cameco in this exciting area.
Any comments on this report can be directed to the writer at:
Wayne Dunn
Wayne Dunn & Associates
2457 Bakerview Rd
Mill Bay, BC V0R 2P0
CANADA
Tel: 250-743-7619
Fax: 250-743-7659
Email: wayne@waynedunn.com
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November 16, 1998
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approach, they have evolved to the point
• Communications Materials – where they now form an inter-related
developing and using materials system, with programs such as pre-
to effectively communicate employment training and the multi-party
what Cameco is attempting to training program being crucial to the
accomplish in community success of the Northern/native
relations and why it is employment program.
important. This material
should be aimed at both Several of the programs, most notably the
internal and external audiences; Northern/native employment program and
the Northern business development
• Orientation of Workers and
program, have measuring and monitoring
Contractors – We suggest that
processes that are well structured and are
information on Cameco’s
integrated into Cameco’s management
commitment to Northern
evaluation program. Many of the other
people and communities be a
programs are not systematically reported on
standard component of the
or monitored. As well, there is not an
briefing and orientation of all
overall measuring and monitoring process
new workers and contractors,
in place to evaluate the overall community
much the same as safety and
relations effort. Failure to effectively
environmental issues currently
measure and monitor community relations
are;
programs, and the community relations
• Focal Point for Community effort as a whole, may reduce the
Relations – Cameco does not effectiveness of Cameco’s investments in
presently have an this area. Therefore, Cameco may wish to
‘organizational home’ for consider implementing a systematic
community relations. method for measuring and reporting on
Although this is not currently a all individual community relations
major problem, it will likely programs and for the entire set of
become more problematic as community relations efforts.
Cameco moves forward with
standardizing community
relations. If a focal point is 1.2 Corporate Wide Community
established, it is important to Relations Issues
ensure that community
relations programs are still Senior executives and managers throughout
‘owned’ by the responsible Cameco share an understanding of the
departments (i.e. Northern importance of community relations to
procurement with purchasing). Cameco’s ongoing operations. Recent
events at the Kumtor operation have helped
The analysis also indicated that Cameco has to illustrate the need for effective
developed a comprehensive set of actions community relations throughout Cameco’s
that interact directly with Northern operations.
communities and people. While the various
programs were developed from an ad-hoc
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(NGO) play an increasingly powerful role
While various departments are impacted in in the resource development process. This
different ways, all identified direct impacts is especially true for Cameco, a uranium-
that could or did result from community mining company that will be operating in
relations problems. Potential problems the shadow of the Kumtor spill for years to
that were cited included: come.
• Difficulties with lenders; We recommend that Cameco consider the
following strategic steps now to position
• Difficulties with shareholders;
the company as a leading edge international
• Erosion of management credibility (external perception); and to recover from the
mining company
• Difficulty accessing exploration opportunities; of the Kumtor spill.
impact
• Decreased staff morale; Standardize community relations – It was
• Long term loss of goodwill; and, the consensus of those interviewed that this
• Problems in certain markets (Sweden, Finland, Japan); important an area to be
is simply too
without a corporate-wide standardized
approach to guide individuals, departments
The bottom line result of these problems and operations. As a starting point, it may
could be: be worthwhile to consider establishing a
department/office that is a focal point for
• Depressed share prices; community relations and other
• Increased risk profile difficulties accessing capital higher cost of capital;
sustainability issues such as environmental
stewardship, social responsibility and
• Reduction in productivity increased operating costs;
corporate ethics.
• Increased exploration cost; and,
• Potential to lose some key markets Strategic Collaboration – many national
and international institutions (World Bank,
CIDA, United Nations agencies, etc.) are
There was a consensus that strong steps
potential collaborators in community
should be taken to minimize the potential
relations efforts in various areas where
for future community and public relations
Cameco operates. As well, Cameco can
problems such as what occurred at Kumtor.
build on its experience in working with
While the community relations program in
NGOs in Northern Saskatchewan to
Northern Saskatchewan is world class,
establish linkages into the international
there is no structure or standard in place to
NGO community. Collaboration with these
ensure that it is replicated elsewhere in
institutions and NGOs leverages and
Cameco’s operations. Every executive we
increases the return on Cameco’s direct
interviewed strongly supported the
community relations investment.
standardization of community relations
Additionally, it can help to prevent the type
across Cameco’s operations.
of solitary exposure that occurred in
Kyrgyzstan and help to provide the
Public and community relations will
effective communications networks that are
become increasingly important for the
necessary for an international company.
mining industry. Local communities and
activist Non-Governmental Organizations
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Communication and Relationship with economically marginalized people. At
Building – the profile that recent events the same time, environmental and
have given Cameco, can help to effectively regulatory frameworks and
communicate the new steps Cameco is licensing/permitting procedures, combined
taking to manage community relations and with the ubiquity of the global media and
sustainability issues. Cameco may wish to the growth of the Internet, are focusing
consider making a series of presentations at increased attention on the interface between
institutions such as the World Bank, local communities and mining and
International Finance Corporation (IFC) exploration activities. This gives local
and United Nations Development Program communities and activist NGOs an
(UNDP) to highlight internal actions (i.e. increasingly powerful role in the resource
standardizing community relations, dealing development process.
with other sustainability issues, community
relations successes in Northern This influence will likely intensify with the
Saskatchewan, etc.). This would help to next upswing in mineral prices. As prices
increase confidence in Cameco and begin rise, a large volume of projects in the newly
building relationships that are necessary for explored areas will become economically
an international mining company operating viable and will begin gearing up to enter
in today’s climate. production – all under increasing scrutiny
of the global media, anti-mining activists
Ongoing Information and Networking – and the very influential NGO community.
It is important for Cameco to have regular The volume of projects under development
information flow from an ever-expanding will result in numerous instances of
international network in the area of environmental and community problems
sustainable development. arising. These issues will be quickly
brought to the attention of the world. It is
likely that the number of problematic
situations, coupled with an increasing
2 INTRODUCTION AND global focus on environmental and
BACKGROUND social/community issues, will heighten
public concern over the mining industry as
a whole. This will focus increased attention
2.1 Background – A Short Global on the industry and on environmental and
Perspective on Community social problems at various project sites.
Relations
A critical skill for resource companies in
The mining industry is entering a new era, this new environment will be the ability to
one in which public and community interact effectively with local communities
relations will become increasingly and the international community. Without
important. Trade and investment this skill, companies will experience rising
liberalization has opened many new costs and falling profits as local hostility
countries and areas to mineral exploration creates delays and adds complexity to their
and development – often-remote areas that operations. The ability of communities and
have never before been explored with media to quickly bring local issues to
modern technology and that are populated international attention will increase the risk
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of local problems impacting Cameco’s (a) Review and analyze Cameco's
activities worldwide. Conversely, community relations programs in
companies that are known for their ability Northern Saskatchewan.
to develop projects in ways that value and
(b) Prepare a report detailing the results of
benefit communities will become desirable
the analysis of Cameco’s community
partners as communities begin to play a
relations programs in Northern
role in determining who will be allowed to
Saskatchewan.
develop local resources.
(c) With a focus on international projects,
Despite current difficulties, Cameco is well comment on the potential for Cameco
positioned to thrive in this new to make strategic use of community
environment. The Northern Saskatchewan collaboration to enhance opportunity
operations are arguably the best in the acquisition activities.
world at collaborating with local
communities to leverage exploration and The original contract start date of May
mining activities for creating meaningful 1998 was postponed due to issues arising at
and sustainable local benefits. The recent Cameco’s Kumtor operation in Kyrgyzstan.
developments at Kumtor have created an The community relations problems at the
internal awareness of the importance of Kumtor mine resulted in an expansion of
community and public relations that can be the terms of reference to include
used to Cameco’s benefit. recommendations on how Cameco should
approach the issue of community relations
Unfortunately, Cameco’s profile after the on a global basis.
Kumtor spill, coupled with its position as a
leading uranium producer, has also
increased the potential damage that could 3 METHODOLOGY
accrue from future environmental and
social problems. 3.1 Research Methodology
Research was conducted during three visits
Prior to the Kumtor spill Ms. Rita Mirwald to Cameco’s operations in Saskatoon (July,
(Senior Vice-President, Human Resources August and September) and two visits to La
and Corporate Relations) and Mr. Jamie Ronge. Executives, managers and a Board
McIntyre (Manager – Human Resources) Member from Cameco were interviewed.
contracted Wayne Dunn & Associates to As well, a number of government officials
undertake an analysis and assessment of from Northern Saskatchewan were
Cameco’s community relations efforts in interviewed. (See section 9 for details)
Northern Saskatchewan. Corporate documentation pertaining to
community relations was also reviewed.
2.2 Terms of Reference Cameco managers responsible for
community relations programs in Northern
Saskatchewan completed the Development
The terms of reference for the project were: Technology Analysis Sheet for Community
Relations Programs and Initiatives for
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Procurement
3.3.1 Measuring, Monitoring and • Northern Business
Reporting Developmen
Employment
In order to maximize the effectiveness of
• Northern/Native Employment
community relations investments, it is
• Northern Summer Student
important to implement a comprehensive
Program
measuring, monitoring and reporting
program and to integrate it into existing
Capacity Development
management and contractor evaluation
• Multi-party Training Plan
processes. The assessment will evaluate
(MPTP)
the extent to which Cameco systematically
• Junior Achievement - The
measures, monitors and evaluates
Economics of Staying in
community relations programs and
School
activities.
• Cameco Access Program for
Engineering and Science
(CAPES)
4 COMMUNITY RELATIONS • Northern Scholarship Program
PROGRAMS AND INITIATIVES
Training and Education
IN NORTHERN • Athabasca Education Awards
SASKATCHEWAN
Leveraging Relationships
Cameco’s community relations programs • Athabasca Working Group
were analyzed using the Development • Environmental Quality
Technology methodology discussed in the Committees (EQC)
previous section. The programs were • Northern Liaison Committee
grouped in appropriate categories along the
Interaction Continuum (see Section 6.3.1 Grants and Donations
Figure 6, p37). Many of the programs ‘fit’ • Educational
into two or more groupings. The following School/Community Tours of
descriptions of the individual programs are Northern Operations
organized based on the order in which they • Corporate Donations and
were first placed on the Interaction Sponsorship Program
Continuum. A complete listing 3 of all
programs is: Note: Pre-Employment Training, a
workforce preparation program, is
not listed above because it is not a
stand-alone program, but an
integral component of both the
3
Programs that are associated with more than one Northern/Native Employment
grouping on the Interaction Continuum are only listed Program and the Multi-Party
in the first grouping in which they were placed. For a
complete listing of all programs in each grouping, see Training Plan.
Section 6.3.1, Program Placement on the Interaction
Continuum.
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The following section presents detailed listed above.
descriptions of the programs and initiatives
4.1 Procurement
4.1.1 Northern Business Development
Description To select and develop Northern suppliers and contractors to provide goods
and services to Cameco’s operations. Also the program is beginning to
address assisting Northern suppliers to lessen their dependence on Cameco.
Objective To facilitate the establishment and development of successful Northern
businesses and to familiarise Northern businesses with the Purchasing and
Transportation department at Cameco
Responsibility • The Purchasing and Transportation Department
• Northern Affairs Department
History The focus on Northern business development was present prior to the
creation of Cameco in 1988. It was driven by a number of factors including
the surface land use agreement, the need for local support in the permitting
and regulatory process and by Cameco executives and managers who
recognised its importance.
The focus on developing Northern suppliers has matured over time. Initially
it was quite easy to qualify and many early attempts at partnerships between
a southern contractor and a Northern partner did not produce the Northern
benefits that were hoped for.
There has been an increasing emphasis on developing Northern businesses
that benefit Northerners, measuring and monitoring Northern employment
and benefits that are provided by Northern businesses (and other suppliers as
well).
Also, there is a growing sophistication to the Northern business development
program, a full time position has recently been created and the objectives of
the program are fully incorporated into the strategic planning process and
into CAMECO’s Performance Management Program.
Originally it was coordinated through Northern affairs and purchasing
departments. As the volume increased and the complexity of the
requirements increased it demanded a more strategic control of the program
and the Superintendent of Northern Purchasing and Transportation position
was developed. Currently this position has first line responsibility for this
function.
Budget It is difficult to determine the overall budget for this program. There is a
new staff position, Superintendent of Northern Business Development and
Transportation that is dedicated to the program. Also, the program has
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mindshare from other managers such as the Director of Purchasing, who
reports on the program at monthly management committee meetings. As
well, it is recognized that there are additional costs to developing Northern
suppliers, especially in the initial years as they develop the capacity and
expertise to compete on a cost basis with more experienced southern
suppliers.
Success Indicators There is a well-developed measuring and monitoring process for this
Measuring and program. It is fully incorporated into the MAP process with annual dollar
Monitoring targets established and progress reported on monthly.
Key success indicators are:
• Dollar value of Northern purchasing
• Northern/native employees working for contractors
• Number of Northern and native suppliers
A committed focus on Northern procurement has produced some impressive
results.
The current target is to procure 35% of total purchases in support of
Northern mining operations from Northern suppliers Northern purchasing
has steadily surpassed target levels. In 1991 the target was $10 million and
the actual procurement was $10.6 million. In 1998 the target for the entire
year is $67 million and, as of August 31 Northern purchasing has already
reached $62.2 million. During this time the number of Aboriginal suppliers
has risen from 6 in 1991 to 26 in 1998. The chart on the following page
provides additional detail.
Northern purchasing has a direct impact on Northern employment. In
August 1998 of the 554 contract employees reporting to Cameco sites (this
doesn’t include NRT and other off site) 321 were Northerners and 275 are
aboriginal
In addition to measuring the dollar value of Northern procurement, the
program also tracks Northern employment and other Northern benefits that
flow from this initiative.
Community Communities benefit directly from this program. Local businesses are
Benefits supported (and often created) as a direct result of the program. Northern
suppliers are required to employ local Northern people, thus supporting the
local economy. Cameco’s focus on Northern suppliers puts salary and profit
into the economies of Northern communities and helps increase Northern
business’ capacity to capture other opportunities.
There is an important psychological benefit for communities when they have
the competent, highly visible entrepreneurs (community capacity)
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Other Comments and Cameco has actively facilitated the creation of joint ventures between
Information Northern contractors and traditional suppliers of goods and services. This
approach, originally developed with the Kitsaki/Trimac joint venture to form
NRT Trucking, has proven to be a successful method of enabling Northern
suppliers to bridge capacity gaps that prevent them from moving into some
business opportunities. Cameco has used this approach to develop Northern
suppliers for underground mining services, catering, sophisticated
engineering and construction and other services that the Northern business
community did not have the capacity to develop on its own.
Cameco is beginning to take a proactive role in supporting Northern
businesses beyond simply assisting them to supply goods and services to
Cameco’s operations. One issue that is looming is the slowdown in
Northern procurement that will occur when the current construction phase
winds down. There is currently some internal thinking to address the issue
proactively by bringing major Northern industrial interests (Weyerhaeuser,
Sask. Power, Sask. Tel, other mines, Sask. Highways, etc.) together in a
Northern procurement committee. This committee could then share
information about opportunities and about supplier capacity.
Other issues that have been identified include the need for closer linkages
between the Northern business development program and other groups that
support Northern business development. As well, there is interest in
promoting increased internal involvement in the program and in facilitating
training support for Northern suppliers.
Partners The managers of the program work closely with other mining interests in the
region. As well, they are establishing linkages with other associations and
agencies such as the Inter-provincial Association on Native Employment,
the Northern Labour Market Committee and various organisations that
support Northern and Aboriginal businesses (Sask. Northern Affairs,
Aboriginal Business Canada, Sask. Power Northern Enterprise Fund, etc.)
Business and employment reporting is now part of the surface lease
agreements. It is necessary to report Northern business and employment
statistics and to forecast business opportunities. Northern procurement and
hiring is part of the basis of a partnership with governments, assisting them
to allocate Northern development resources in a more targeted and focused
way.
As noted previously, the program managers are considering spearheading
the establishment of a Northern industrial procurement committee.
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Figure 3: Cameco Purchases From Northern Suppliers – 1991-98
Cameco Purchases from Northern Suppliers
(millions)
$100
$90
$80
Purchases (millions)
$70
$60
$50
$40
$30
$20
$10
$-
1991 1992 1993 1994 1995 1996 1997 1998
Projected Value $10.0 $12.5 $20.0 $25.0 $30.0 $36.6 $58.0 $67.0
Actual Value $10.6 $16.7 $22.8 $27.9 $44.5 $44.1 $74.5 $93.3
Aboriginal Suppliers 6 8 10 12 15 20 21 26
The above chart displays the growth in Cameco’s purchases of goods and services from
Northern Saskatchewan suppliers and demonstrates that there has been a steady growth in the
number of northern suppliers. As well, it illustrates how Cameco has exceeded Northern
procurement targets in every year since 1991.
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4.2 Employment
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Northern/Native Employment
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Description A comprehensive set of inter-related initiatives to increase Northern and
native employment in Cameco’s operations
Objective To increase the total number of Northern and Native people employed at
Cameco’s operations and to increase the percentage of Northern and Native
people employed in supervisory and technical positions.
Responsibility Responsibility is dispersed throughout the Human Resources and Operations
Management departments. Individual managers and supervisors have
responsibility for meeting objectives and targets integrated into their overall
objectives and evaluations.
History Northern and Native employment objectives were included in the
recommendations of the Bayda report, which supported the development of
Key Lake and the Northern Saskatchewan Uranium industry. Initial efforts
at meeting Northern employment targets were largely unsuccessful due to
low Northern literacy rates, lack of Northern capacity and industry’s lack of
expertise in developing the Northern workforce. Employment quotas were
removed from Surface Leases on the condition that companies would
enthusiastically endorse ‘best efforts’ to increase Northern and native
employment. This proved to be a key turning point.
A number of ad-hoc programs and initiatives by Cameco and others in the
industry attempted to increase Northern employment. While there was some
initial success the real turning point came with the introduction of the multi-
party training program (see separate description). This plan systematically
addressed capacity development and collaboration in a way that enabled
both an increase in the number of Northern/native employees and an
increase in the supervisory and technical level positions filled by Northern
and native personnel.
It should also be noted that an early attempt at collaboration, the Northern
Mine Co-ordinators group brought together industry, government and some
community interests on an informal basis. This group met quarterly, shared
information and helped to spearhead some initiatives such as the initial
underground mining training program.
Budget There is no direct budget for Northern/native employment. The initiative is
completely integrated into Cameco’s human resource management
processes.
Success Indicators The key success indicators are the number of Northern and native people
Measuring and employed at Cameco’s operations and the growth in occupational groupings
Monitoring as Northern and native people increase their representation in technical,
trade and managerial occupations.
Community • Salaries earned by local employees
Benefits • Increased focus on education (many employees are upgrading their own
educational levels and this helps to develop a family/community culture
supporting increased education)
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• Increased community education levels (through on the job training and
development) increase the overall capacity of the community
Other Comments and • The 7 in 7 out work schedule and aircraft commuting system has
Information enabled Northern and native employees to maintain employment and
retain time for traditional hunting, and other traditional activities
• The Northern employment database helps with screening and targeted
recruitment. Cameco collaborates with Cogema on the database
• Cameco is beyond reacting to the Northern labour force – now
managing it. Human Resource management has moved to external
focus
• Employees from over 20 Northern communities
• Employment increases through hiring and also through purchasing (see
Northern business development program)
• Northern/native employment has gone from a legal obligation dictated
by the surface land use agreements to a corporate mission that is even
reflected in vision and values statement and in corporate policies
• Cameco’s payroll to Aboriginal employees is over $20 million per year.
• There is a strong focus on the need to move beyond entry level positions
(workplace literacy)
• There are supervisory development programs to identify and develop
aboriginal supervisors
• Cameco has been able to secure union co-operation – every second
apprenticeship to Northerner of aboriginal descent.
• The development of pre Employment training programs significantly
enhanced the ability to recruit and retain Northern/native employees.
• Strong collaboration with others in industry, with federal, provincial and
local governments and other stakeholders to get major initiatives in
place. Collaboration is so strong that Cameco has even trained
employees specifically for competitors
• Northern employment conditions have been written into contracts with
suppliers
Partners Partners and collaborators include;
• Federal, provincial and local government departments
• Aboriginal organisations
• Unions
• Other mining companies
Figure 4: Aboriginal Employment - Percentage of Workforce 1989-98
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Cameco Aboriginal Employment
(includes permanent contractor workforce)
50%
44%
43%
Percentage of Total Workforce
45% 42% 42%
39%
40% 37% 37%
34%
35%
30%
29%
30%
25%
20%
1989 1990 1991 1992 1993 1994 1995 1996 1997 1998
(Aug)
The above graph demonstrates the effectiveness of Cameco’s efforts to increase
the percentage of Aboriginal people employed in the company’s operations.
Figure 5: Number of Aboriginal Employees - 1989-98
The graph to the
Aboriginal Employees at Cameco left portrays the
(includes permanent contractor workforce) success of
Cameco’s efforts
600 557 in increase the
492 number of
500 Aboriginal
Number of Employees
employees in the
400 workforce. The
319
299 dramatic increase
300 274
251 in employees
231
204
200 166 178 between 1996
and 1997 is due
100 to the beginning
of construction at
0 McArthur River.
1989 1990 1991 1992 1993 1994 1995 1996 1997 1998
(Aug)
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4.2.1 Northern Summer Student Program
Description A select group of students are employed for the summer at one of Cameco’s
Northern mines. Special (but not exclusive) consideration will be given to
students interested in pursuing careers related to the mining industry.
Objective Cameco can utilize this opportunity to educate students about the mining
and uranium industry and perhaps encourage students to pursue a career in
mining.
Cameco’s summer employment program is designed to:
• Educate students about the mining and uranium industry.
• Enable the corporation to undertake special projects which can be done
by students.
• Provide relief coverage when regular employees take their holidays
throughout the summer.
• Assist students to gain experience in their chosen field of study.
• Provide students with job related experience and assists them financially
so that they may continue to finance their education.
Responsibility Cameco’s Northern Affairs Officer
History This program has been in place since Cameco’s inception in 1988.
Budget Each Dept/Site is responsible for their summer student program i.e. salaries,
medicals, accommodation, etc.
Success Indicators Success indicators include:
Measuring and • Number of applicants
Monitoring • Program participants who work with Cameco upon graduation
Community • Provides summer employment for students
Benefits • Provides students with
- On the job education
- Employment
- Experience.
Other Comments and Students will be limited to 2 terms (summers) of employment with Cameco
Information to ensure that a greater number of students are provided the opportunity to
gain experience directly related to their area of study. The exception will be
students who are in non-traditional areas of study and have been targeted as
future full time employees by a site or a department, particularly in an
advanced professional occupation.
To qualify, students must:
• be 18 years of age
• be in good physical health (a pre-employment medical is required).
• have been a resident of Saskatchewan’s North for at least five years
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prior to applying (northern residents attending school in the south still
qualify).
• Submit a verification of enrolment in school.
• Submit a verification of anticipated enrolment for the following
school year.
4.3 Capacity Development
4.3.1 Multi-party Training Plan (MPTP)
Description The goals are to:
• enhance the potential for economic development of the communities of
Saskatchewan’s North
• maximize the employment and economic opportunities for people of the
communities of Saskatchewan’s North deriving from the activities of the
mineral industry in the North.
Objective To assist Northerners in upgrading their skills to meet the requirements of
the mining industry and gain employment in the industry
Responsibility The Mineral Sector Steering Committee co-ordinates the implementation of
the MPTP.
History Multi-party Training Plan I (1993-1998)
Multi-party Training Plan II (1998-2003)
Budget • Plan I - $10.5 million
• Plan II - $13.0 million
Cameco’s total contribution to this program has been $2.5 million.
Contributions for recent years are:
• April 1995 to March 1996 - $418,698
• April 1996 to March 1997 - $334,985
• April 1997 to March 1998 - $424,440
A small portion of these costs were direct cash expenses. The remainder
were indirect costs such as flights to and from minesites, supervision,
supernumerary positions and training expenses.
Success Indicators A key success indicator is the increase in the number of Northern residents
Measuring and of Saskatchewan holding technical and supervisory positions in the mining
Monitoring industry.
The program has elaborate measuring and monitoring processes that enable
tracking of students and impacts. Additionally, a comprehensive review of
the program was conducted in 1998.
The Department of Indian and Northern Affairs has noted that this program
created a 4-500% higher rate of Aboriginal participation in the industry than
other plans/initiatives
Community More Northerners are able to gain employment in the mining industry; not
Benefits only in entry-level positions but in technical, trade, supervisory and
professional positions. The training helps to minimize many of the barriers
preventing full participation of Northerners.
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Other Comments and Courses include:
Information • Radiation/Environmental Tech
• Workplace Ed/Literacy
• Adult 12/Pre-Technologies
• Geophysics
• Ecological Technician
• Chemical Technician
• Instrumentation Technician
• Underground Mining
• Truck Driver Training
• Apprenticeship Training
• Work placements
An evaluation titled Summative Evaluation of the Multi-party Training Plan
1993-1998 was completed in April 1998 by the Business Advisory Services
from the College of Commerce at the University of Saskatchewan.
Partners Training Program partners include::
• The Province of Saskatchewan
• The Government of Canada
• The Prince Albert Grand Council
• The Meadow Lake Tribal Council
• The Metis Nation Training and Education Authorities
• The Northern Mining Industry (Cameco, Cogema, and Cigar Lake)
4.3.2 Junior Achievement - The Economics of Staying in School
Description A series of four classroom activities designed to help students understand
the importance of an education and the personal and economic costs of
dropping out of school.
Objective To encourage students to examine their future and to understand the
connection between education and future economic opportunities.
Responsibility Larry Chrispen and the Northern Affairs Department
History Started in ‘97-’98 with four schools in the North as a pilot project
Budget For ‘98-‘99 the cost was $35,000 shared between Cameco and Cogema.
Success Indicators Yearly suggestions from student participants, educator/volunteer
Measuring and participants, Northern development co-ordinator and JA president on
Monitoring program successes and how the program could be improved.
Community Encourages students to remain in school, increasing the overall education
Benefits level of the community.
Other Comments and The program was specially developed for delivery to Aboriginal students in
Information Saskatchewan’s north. It is expanding in ‘98-‘99 to include delivery of the
program to 10 Northern schools
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Partners • Junior Achievement Organization
• Various School Divisions
• Cogema
4.3.3 Cameco Access Program for Engineering and Science (CAPES)
Description An agreement between Cameco and the University of Saskatchewan
Objective • increase awareness and knowledge in the general areas of science,
technology and engineering among elementary and secondary students
in remote centres of Saskatchewan
• supporting the pre-entrance training needs of rural and, in particular,
Northern aboriginal students
• consulting with elders, community leaders, K-12 and post-secondary
educators in Northern Saskatchewan
• collaborating with other institutions, engineering colleges, and
multimedia and distance education centres to develop a comprehensive
assessment of teaching materials and methodologies
• providing academic, cultural and social support for students at the U of
S that includes individual counselling and tutoring
• providing teaching support to the instructors involved with the program
Responsibility • Jamie McIntyre and Roger Francis (Internal)
• Harold Schultz, Cameco advisor to the CAPES board
• CAPES advisory board
History An agreement between Cameco and The University of Saskatchewan which
came into effect June 1, 1997. A program organized under the umbrella of
the College of Engineering’s Innovative Teaching and Learning Centre.
Budget • $1,000,000 over 5 years
- 1997/98 approved expenditures - $291,972
- 1998/99 approved commitments - $57,329
Success Indicators Success will be an increase in the number of students enrolling in and
Measuring and completing science and math post-secondary training. Ultimately, success
Monitoring will be a pool of Northern Saskatchewan expertise in science and
engineering.
Community • Sci-Fi Camps
Benefits • university math/science/engineering classes offered in Northern Sask.
• more emphasis in K-12 on science and math
Other Comments and • Development of computer based foundations course in mathematics and
Information math readiness course
• Have held two Northern conferences on math/science education
Partners • Cameco,
• College of Engineering,
• NORTEP/NORPAC,
• Northlands College,
• Post-Secondary Education and Skills Training
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• Ile a la Crosse School Division
• University of Saskatchewan – College of Engineering/Extension
Division
• Northern Lights School Division
4.3.4 Northern Scholarship Program
Description Cameco recognizes the value of a post-secondary education and supports
Northern Saskatchewan students in their efforts. Winners are selected based
on academic standing, residency and career interest. Special (but not
exclusive) consideration will be given to applicants pursuing careers related
to some aspect of the mining industry.
Objective To enhance post-secondary education opportunities for students of
Saskatchewan’s north, by providing financial assistance in the form of
scholarships.
Responsibility Cameco’s Northern Affairs Officer is in charge of the program, however,
applications are also reviewed by a selection committee of members from
Cameco, Saskatchewan Education - Northern Division, Northern Lights
School Division, and Prince Albert Grand Council.
History This program has been in existence since Cameco’s inception in 1988.
Budget • Scholarships of up to $5,000 each are awarded to select qualified
applicants enrolling in a university degree program
• Cameco awards scholarships of up to $3,000 each to select applicants
who are entering trades or technical training at a recognized technical
institute.
Success Indicators • Increases in the number of Northern students enrolling in math and
Measuring and science related courses and in technical and professional.
Monitoring
Community • Recognising the academic achievements of Northern students at the
Benefits post-secondary level on an annual basis provides incentive to Northern
students.
• Increasing the education level of Northern residents
• Increasing the academic performance of Northern students.
Other Comments and • Applicants must have lived in Saskatchewan’s north for at least five
Information years immediately prior to applying. Students who normally reside in
this region but are attending school in the south are also eligible.
• Recipients of other scholarships are eligible, but in such cases Cameco’s
scholarship is reduced by the amount that the other award exceeds
$1,000.
• Applicants must meet the entrance requirements of, and plan to attend, a
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university or technical institute in Saskatchewan, unless the desired
program of study is not available in this province.
• Those applying for renewal must maintain at least a 75% academic
average and be eligible to progress to the next year of a program which
is acceptable to the selection committee.
Partners N/A
4.4 Training and Education
The CAPES Program and the Northern Scholarship Program are both training and education
programs and capacity development programs. They are described in detail in the previous
section.
4.4.1 Athabasca Education Awards
Description Approximately forty Northern Students are recognized annually for their
combined achievements in the following areas:
• Academic performance
• Traditional cultural skills
• School attendance
• Athletics
• Community service
• Second language ability
• Special talents and skills
Objective • To promote student achievement and academic success and to
encourage students to graduate from Grade 12.
• To identify the wide rage of student achievement in the Athabasca
region.
• To promote and reflect the unique cultural fabric of the Athabasca
region.
Responsibility Cameco’s Northern Affairs Officer and a representative from Cigar Lake
Mining Corporation and Cogema Resources.
History Originally started in 1989 by Cameco and Cigar Lake Mining Corporation,
Cogema Resources joined the program in 1994.
Budget 1. In addition to monetary awards, the corporate sponsors (Cameco, Cigar
Lake Mining and Cogema Resources) also provides each award winner
with a non-monetary award to symbolise the students’ achievement.
2. Value of the Awards is as follows:
• Grade 7 $100.00
• Grade 8 $150.00
• Grade 9 $200.00
• Grade 10 $250.00
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• Grade 11 $300.00
• Grade 12 $500.00
The awards must be used in a fashion that is most beneficial and suited to
the recipients to further their education or individual interests such as sports,
leisure activities or hobbies. Local education authorities will be responsible
for ensuring that the recipients are guided by this principle.
Success Indicators The success of the Athabasca Awards Program are evaluated according to
Measuring and the following criteria:
Monitoring • Increased levels of academic achievement;
• Increased student attendance rates and lower school drop out rates;
• Evaluation data provided by participating schools.
Community • Since the start of the Program in 1989, 382 recipients have received the
Benefits Awards.
• It’s a stay-in-school initiative.
• Lower dropout rate.
• Recognizing the academic achievements of Northern students.
• Recognizing and promoting traditional cultural skills.
Other Comments and Two awards are provided in Grade 7 through 12 in each community:
Information • one award is provided to the students achieving the top academic
average in each class, Grade 7 through 12 in each school in the
Athabasca Region. This award is called the Academic Award.
• one award is also provided to the student judged to be the top overall
student in each class, (Grade 7 through 12) in each school in the
Athabasca Region. This award is called the Athabasca Award.
• School principals are responsible for administering the program at the
school level and for establishing a recipient selection process.
Principals are requested to review program criteria with staff, students
and community. The recipient selection process should include staff,
administration and community members.
• A student is only eligible to receive one award - either the Academic or
the Athabasca Award - per school year.
Partners • Cigar Lake Mining Corporation
• Cogema Resources.
4.5 Leveraging Relationships
The Multi-Party Training Plan, which was described in detail in Section 4.3 also classifies as a
program in the Leveraging Relationships category.
4.5.1 Athabasca Working Group
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Description An agreement between the uranium mining companies and the Athabasca
communities with respect to:
• Environmental protection, compensation and indemnification in the
event of losses caused by emissions
• Employment, training and business development opportunities; and
• Benefit sharing
Related to the uranium mining projects of Rabbit Lake, McArthur River,
Cigar Lake, Mclean Lake and Midwest Lake
Objective To negotiate conditions with respect to the three key issues noted above and
to conclude with an Impact Management Agreement (IMA) signed between
the Companies and the Communities
Responsibility The Athabasca Working Group (AWG) consists of members from the
respective Companies and from communities in the Athabasca region.
History An Agreement-in-Principle was signed May 30, 1994. It is anticipated that
the Impact Management Agreement will be signed in 1998.
Budget The cost of transporting, meals and accommodation of AWG members is
divided equally between Cameco, Cogema and Cigar Lake. Industry’s total
investment in the program to date is in excess of $200,000. (the costs were
much higher prior to 1996 during the hearing process). Cameco’s share of
costs in the past two years has been
• 1996 - $14,670
• 1997 - $32,081
Success Indicators A variety of parameters including:
Measuring and • number of employees at the mine sites from the Athabasca region;
Monitoring • quality of the relationships with the communities
• acceptance by elders in the communities
• acceptance by participating companies
• successful negotiation of an Impact Management Agreement
• donation and sponsorship dollars invested in the Communities
Community • strategy in place if environmental damage occurs
Benefits • preferential employment, training and business development
opportunities; and
• benefit sharing by enhancing the education, training, health, cultural
recreational and economic development of the Region
Other Comments and The IMA may not be signed until at least the fall of ‘98 however, the terms
Information of the agreement are currently being implemented.
Partners The project is based on collaboration between Industry and Communities.
Participants include;
• Cameco,
• Cigar Lake Mining Corporation,
• Cogema,
• Hatchet Lake Band,
• Black Lake Band
• Fond du Lac Band,
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• Wollaston Lake (hamlet)
• Stony Rapids
• Uranium City
• Camsell Portage
4.5.2 Environmental Quality Committees (EQC)
Description The committees, which are formed by government, are composed of
individuals nominated by his/her community. The EQC serves as a bridge
between Northerners, government and the uranium mining industry. The
committee is a bridge built upon a solid foundation of mutual trust and
respect.
Objective To assure people from Saskatchewan’s north that the uranium mines are
operating in compliance with all applicable Provincial and Federal
regulations and the Northern economic benefits are being maximized
through appropriate hiring practises and policies related to the enhanced
capture of business opportunities.
Responsibility Northern Mines Monitoring Secretariat (NMMS)
History In the Government’s Position on Proposed Uranium Mining Developments
in Northern Saskatchewan (December, 1993), Saskatchewan committed to
the establishment of a central support agency responsible for collecting and
communicating government’s monitoring efforts (the NMMS) and for
providing support to regionally based committees composed of
representatives from impact communities (the EQCs).
Budget Operational costs for the EQCs are paid by the Province of Saskatchewan
and Cameco pays direct costs associated with minesite visits and other direct
interactions. Also, Cameco makes professional expertise available to assist
the Committees to understand technical material and issues.
Success Indicators Increased awareness and understanding of Northerners regarding monitoring
Measuring and activities surrounding the uranium industry, and the role of government and
Monitoring industry in protecting the environment, ensuring the health and safety of
workers and the public, and improving the distribution of benefits amongst
Northern residents.
Community • Providing a direct link between the community and the EQC and
Benefits NMMS
• Liaisoning with community residents in order to convey to the EQC any
concerns on issues related to uranium industry activities or requests for
information, meetings or activities
Other Comments and There are three EQCs – one in each of the regions. Each of the three visit
Information the operation(s) in their region at least once per year. This is generally done
around re-licensing time to allow input into the re-licensing process. The
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