SlideShare ist ein Scribd-Unternehmen logo
1 von 49
Downloaden Sie, um offline zu lesen
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
-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




    Cameco Community Relations (electronic version)
    November 16, 1998
- ii -




ii          TABLE OF CONTENTS

i       Acknowledgments ..................................................................................................... i

ii      Table of Contents..................................................................................................... ii

1       Executive Summary ................................................................................................ 1
     1.1 NORTHERN SASKATCHEWAN COMMUNITY RELATIONS ................................................... 1
     1.2 CORPORATE WIDE COMMUNITY RELATIONS ISSUES ........................................................ 2

2       Introduction and Background................................................................................ 4
     2.1 BACKGROUND – A SHORT GLOBAL PERSPECTIVE ON COMMUNITY RELATIONS ............. 4
     2.2 TERMS OF REFERENCE ....................................................................................................... 5

3       Methodology............................................................................................................. 5
     3.1 RESEARCH METHODOLOGY ............................................................................................... 5
     3.2 DEVELOPMENT TECHNOLOGY SYSTEM© .......................................................................... 6
       3.2.1 Corporate Ethos ........................................................................................................ 6
     3.3 CONSTRUCTIVE INTERACTIONS ......................................................................................... 7
       3.3.1 Measuring, Monitoring and Reporting...................................................................... 8

4       Community Relations Programs and Initiatives in Northern Saskatchewan.... 8
     4.1 PROCUREMENT................................................................................................................. 9
       4.1.1 Northern Business Development ............................................................................... 9
     4.2 EMPLOYMENT ................................................................................................................ 13
       4.2.1 Northern/Native Employment .................................................................................. 14
       4.2.2 Northern Summer Student Program ........................................................................ 18
     4.3 CAPACITY DEVELOPMENT ............................................................................................ 19
       4.3.1 Multi-party Training Plan (MPTP) ......................................................................... 19
       4.3.2 Junior Achievement - The Economics of Staying in School .................................... 20
       4.3.3 Cameco Access Program for Engineering and Science (CAPES)........................... 21
       4.3.4 Northern Scholarship Program ............................................................................... 22
     4.4 TRAINING AND EDUCATION ........................................................................................... 23
       4.4.1 Athabasca Education Awards.................................................................................. 23
     4.5 LEVERAGING RELATIONSHIPS ...................................................................................... 24
       4.5.1 Athabasca Working Group ...................................................................................... 24
       4.5.2 Environmental Quality Committees (EQC) ............................................................. 26
       4.5.3 Northern Liaison Committee ................................................................................... 27
     4.6 GRANTS AND DONATIONS .............................................................................................. 28


    Cameco Community Relations (electronic version)
    November 16, 1998
- iii -


       4.6.1 Educational School/Community Tours of Northern Operations ............................. 28
       4.6.2 Corporate Donations and Sponsorship Program .................................................... 30



5      Summary of Internal Interviews .......................................................................... 31


6      Analysis of Programs and Initiatives in Northern Saskatchewan .................... 33
    6.1 OVERALL ANALYSIS ........................................................................................................ 34
    6.2 CORPORATE ETHOS ......................................................................................................... 34
    6.3 CONSTRUCTIVE INTERACTIONS ....................................................................................... 36
      6.3.1 Program Placement on the Interaction Continuum©............................................... 36
    6.4 MEASURING AND MONITORING....................................................................................... 39

7      Observations .......................................................................................................... 39
    7.1 ON COMMUNITY RELATIONS IN NORTHERN SASKATCHEWAN ....................................... 39
    7.2 ON COMMUNITY RELATIONS GENERALLY ...................................................................... 40

8      Recommendations ................................................................................................. 41
    8.1 RECOMMENDATIONS – NORTHERN SASKATCHEWAN PROGRAM .................................... 41
    8.2 IMPLEMENTATION AND STRATEGIC STEPS ...................................................................... 43

9      List of Interviewees ............................................................................................... 44
    9.1 CAMECO INTERVIEWEES.................................................................................................. 44
    9.2 NON CAMECO INTERVIEWEES ......................................................................................... 45



List of Figures and Graphs

DEVELOPMENT TECHNOLOGY MODEL ........................................................................... 6
INTERACTION CONTINUUM .............................................................................................. 7
CAMECO PURCHASES FROM NORTHERN SUPPLIERS – 1991-98 ................................... 12
ABORIGINAL EMPLOYMENT - PERCENTAGE OF WORKFORCE 1989-98....................... 16
NUMBER OF ABORIGINAL EMPLOYEES - 1989-98 ......................................................... 17
PLACEMENT OF PROGRAMS ALONG THE INTERACTION CONTINUUM ......................... 37



 Cameco Community Relations (electronic version)
 November 16, 1998
-1-



                                                             The review and analysis concluded that,
1       EXECUTIVE SUMMARY                                    while Cameco is, essentially, doing a very
                                                             effective job of managing community
Cameco contracted Wayne Dunn &                               relations in Northern Saskatchewan, it does
Associates to undertake a review of its                      not appear to have a system to ensure that
community relations programs and                             community      relations    are   managed
activities in Northern Saskatchewan. The                     effectively in other areas where the
purpose of the review was to assist Cameco                   company operates. As well, the analysis
to build from its Northern Saskatchewan                      noted some specific opportunities to
experience and to more effectively manage                    improve Cameco’s community relations
community relations throughout the                           program in Northern Saskatchewan through
corporation. The project was conducted                       a more standardized approach to managing
through interviews (internal and external)                   the process.
and through a review of relevant internal
documents and information. The analysis                      The following two sub-sections briefly
was undertaken using the Development                         outline the analysis and recommendations
Technology System© 1 developed by Wayne                      for Cameco’s community relations efforts
Dunn & Associates.                                           in Northern Saskatchewan and also those of
                                                             a more corporate-wide nature.
Public and community relations is growing
in importance for the mining industry.
Communities are playing an increasingly                      1.1   Northern        Saskatchewan
important role in mineral exploration and                          Community Relations
development projects. Without a ‘local
license 2’ there is an increased risk that                   While Cameco’s community relations
community opposition will add cost and                       program in Northern Saskatchewan is
complexity to projects (and even force                       undoubtedly one of the most successful
abandonment in some instances). The                          examples of mining/community relations
international media and a growing number                     anywhere in the world, there are
of non-Governmental Organizations are                        opportunities to enhance it and make it
monitoring              corporate/community                  easier for the company to build from the
relationships and are quick to bring                         Saskatchewan experience and standardize
problems and issues to public attention.                     community relations throughout worldwide
This is especially significant for Cameco,                   operations.
as problems associated with Cameco
activities anywhere in the world can                         There is an inconsistent level of
increase international scrutiny of uranium                   understanding of the importance and the
mining       activities     in      Northern                 scope of community relations. This can
Saskatchewan.                                                become divisive if the lack of
                                                             understanding causes resentment towards
                                                             the preferences given to Northern workers
1
  The Development Technology System is explained             and suppliers.      Cameco may wish to
in detail in Section 3.2
2                                                            consider efforts to ‘socialize’ community
  This is a term coined by the International Finance
Corporation to refer to the need for a level of              relations throughout the organization
community acceptance of a project.                           through activities such as:

    Cameco Community Relations (electronic version)
    November 16, 1998
-2-


                                                         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


 Cameco Community Relations (electronic version)
 November 16, 1998
-3-


                                                         (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

 Cameco Community Relations (electronic version)
 November 16, 1998
-4-


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


 Cameco Community Relations (electronic version)
 November 16, 1998
-5-


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


 Cameco Community Relations (electronic version)
 November 16, 1998
-6-


individual community relations programs.
The individual program sheets were then
reviewed with Mr. Jamie McIntyre and                       Fig. 1: Development Technology Model
amended to include additional information
as necessary.
                                                                 Development Technology©
Cameco’s community relations activities in                             A 360o System
Northern Saskatchewan were then analyzed
using the Development Technology                                                            Constructive
                                                                                            Interaction
System© (See below for details on this
                                                         Measuring &
system). The results of this analysis are
                                                         Monitoring
contained in Section 6.     The analysis
produced    a    number     of   specific                                     Firm
recommendations which are contained in
section 8.

Based on information gathered from
internal interviews with Cameco executives                                Corporate Ethos
(See section 5 for details) and building
from Cameco’s and Wayne Dunn &
Associate’s experience and knowledge on                  There are three basic components to the
community relations, a strategic action plan             Development Technology methodology:
was developed for a corporate approach to
effectively managing community relations                  (a) Corporate Ethos – reviewing the
(See section 8 for details).                                  ability of a corporation to work
                                                              effectively in diverse cultural settings.

3.2   Development                Technology               (b) Constructive Interaction - the range,
      System©                                                 frequency and intensity of interactions
                                                              between the corporation and the
The analysis of Cameco’s community                            community.
relations efforts in Northern Saskatchewan
was carried out using our Development                     (c) Measuring, monitoring and evaluating
Technology©        methodology.        The                    the impact of corporate/community
methodology focuses on three critical                         interactions.
aspects     of     the    management    of
corporate/community relations and enables
a standardized evaluation of how a                       3.2.1   Corporate Ethos
corporation manages the interface between
its operations and local communities.                    Effective community relations demands
                                                         that the corporation, its personnel and sub-
                                                         contractors have the capacity, the desire
                                                         and the tools to bridge cultural and capacity
                                                         gaps that often separate them from local
                                                         communities. The ability to effectively
                                                         communicate and interact across diverse


 Cameco Community Relations (electronic version)
 November 16, 1998
-7-


cultures is an essential skill set for both              employment and procurement efforts). As
executives and front line technicians in a               well, there is often other development
modern resource company. Without these                   interests that are willing to assist financially
skills, it is nearly impossible to establish a           and operationally in developing various
systematic process for creating and                      interactions and programs.
maintaining good community relations.
                                                         Cameco’s various community relations
Evaluation of the corporate ethos includes
                                                         programs will be assessed and placed at
an assessment of the firm’s current capacity
                                                         appropriate locations along the Interaction
in this area; existing programs, activities
                                                         Continuum. As well the integration of the
and resources that support this competency
                                                         programs (the use of one program to
and any special issues pertaining to the
                                                         enhance the effectiveness of another) will
where the operation(s) are located.
                                                         be analyzed. It is expected that some
                                                         programs will ‘fit’ into more than one
                                                         grouping on the continuum.
3.3   Constructive Interactions
        Figure 2: Interaction Continuum                        Fig. 2: Interaction Continuum©
The interactions that occur between a
corporation and local communities are the
most crucial component of a community                                                                     Partnering
relations strategy. There is a series of



                                                                        Communication & Consultation
potential interactions that can have varying
impacts on the community and its                                                                         Procurement
relationship with the corporation. They
range from a ‘beads ‘n trinkets’,
paternalistic approach, with a strong                                                                    Employment
emphasis on donor/recipient relations,
through to more mutually beneficial
interactions that facilitate the development                                                              Capacity
of      constructive      and     sustainable                                                            Development
relationships. An effective and sustainable
community relations program will have a
comprehensive mix of inter-related                                                                        Training &
initiatives at various points along the                                                                   Education
continuum.
                                                                                                          Leveraging
Often there are huge capacity gaps that                                                                  Relationships
must be transcended before local
communities      can     become      more
constructively involved in resource                                                                       Grants &
projects. Programs at higher points on the                                                                Donations
continuum can be very dependent upon the
impacts of programs at other levels (i.e.                                                              Beads & Trinkets
training    and   capacity    development
programs are often necessary to support

 Cameco Community Relations (electronic version)
 November 16, 1998
-8-


                                                                      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.

    Cameco Community Relations (electronic version)
    November 16, 1998
-9-


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


 Cameco Community Relations (electronic version)
 November 16, 1998
- 10 -


                             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)




Cameco Community Relations (electronic version)
November 16, 1998
- 11 -



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.




Cameco Community Relations (electronic version)
November 16, 1998
- 12 -




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.




 Cameco Community Relations (electronic version)
 November 16, 1998
- 13 -




4.2   Employment




 Cameco Community Relations (electronic version)
 November 16, 1998
- 14 -




Northern/Native Employment
 Cameco Community Relations (electronic version)
 November 16, 1998
- 15 -


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)


Cameco Community Relations (electronic version)
November 16, 1998
- 16 -


                              •   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



 Cameco Community Relations (electronic version)
 November 16, 1998
- 17 -



                                                                                 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)




                      Cameco Community Relations (electronic version)
                      November 16, 1998
- 18 -




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


 Cameco Community Relations (electronic version)
 November 16, 1998
- 19 -


                                     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.


 Cameco Community Relations (electronic version)
 November 16, 1998
- 20 -



 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


 Cameco Community Relations (electronic version)
 November 16, 1998
- 21 -


 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


 Cameco Community Relations (electronic version)
 November 16, 1998
- 22 -


                              •   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

 Cameco Community Relations (electronic version)
 November 16, 1998
- 23 -


                                  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


 Cameco Community Relations (electronic version)
 November 16, 1998
- 24 -


                                      •         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




 Cameco Community Relations (electronic version)
 November 16, 1998
- 25 -


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,


Cameco Community Relations (electronic version)
November 16, 1998
- 26 -


                              •   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


 Cameco Community Relations (electronic version)
 November 16, 1998
Cameco Community Relations Report (1998)
Cameco Community Relations Report (1998)
Cameco Community Relations Report (1998)
Cameco Community Relations Report (1998)
Cameco Community Relations Report (1998)
Cameco Community Relations Report (1998)
Cameco Community Relations Report (1998)
Cameco Community Relations Report (1998)
Cameco Community Relations Report (1998)
Cameco Community Relations Report (1998)
Cameco Community Relations Report (1998)
Cameco Community Relations Report (1998)
Cameco Community Relations Report (1998)
Cameco Community Relations Report (1998)
Cameco Community Relations Report (1998)
Cameco Community Relations Report (1998)
Cameco Community Relations Report (1998)
Cameco Community Relations Report (1998)
Cameco Community Relations Report (1998)

Weitere ähnliche Inhalte

Was ist angesagt?

Dec 2003 business plan for d'lectables
Dec 2003   business plan for d'lectablesDec 2003   business plan for d'lectables
Dec 2003 business plan for d'lectablesDFickett
 
200 clearchanne
200  clearchanne200  clearchanne
200 clearchannefinance31
 
Hr best practices 2008
Hr best practices 2008Hr best practices 2008
Hr best practices 2008prashu75
 
SURVEY OF LEBANESE CITIZENS’ PRIORITY CONCERNS AND ATTITUDES TOWARDS CIVIC EN...
SURVEY OF LEBANESE CITIZENS’ PRIORITY CONCERNS AND ATTITUDES TOWARDS CIVIC EN...SURVEY OF LEBANESE CITIZENS’ PRIORITY CONCERNS AND ATTITUDES TOWARDS CIVIC EN...
SURVEY OF LEBANESE CITIZENS’ PRIORITY CONCERNS AND ATTITUDES TOWARDS CIVIC EN...PACE LEBANON
 
VicgovtabledreportMental_Health_Report_FCDC2012
VicgovtabledreportMental_Health_Report_FCDC2012VicgovtabledreportMental_Health_Report_FCDC2012
VicgovtabledreportMental_Health_Report_FCDC2012Ingrid Ozols
 
Ilcma december 2011 page 4
Ilcma december 2011 page 4Ilcma december 2011 page 4
Ilcma december 2011 page 4mikewojcik
 
Final Summarised Public Lands Validation Report_Anyona_validated_18.11
Final Summarised Public Lands Validation Report_Anyona_validated_18.11Final Summarised Public Lands Validation Report_Anyona_validated_18.11
Final Summarised Public Lands Validation Report_Anyona_validated_18.11anyonasimon
 
Smart Communities: Rethinking Infrastructure
Smart Communities: Rethinking InfrastructureSmart Communities: Rethinking Infrastructure
Smart Communities: Rethinking InfrastructureSamantha Wagner
 
Integrating the Organizational Community
Integrating the Organizational CommunityIntegrating the Organizational Community
Integrating the Organizational CommunityJohn Inman
 
Halifax: Hub City for the Maritime Provinces
Halifax: Hub City for the Maritime ProvincesHalifax: Hub City for the Maritime Provinces
Halifax: Hub City for the Maritime ProvincesHalifax Partnership
 
Strategic performance management_system_and_strategic_planning_cycle
Strategic performance management_system_and_strategic_planning_cycleStrategic performance management_system_and_strategic_planning_cycle
Strategic performance management_system_and_strategic_planning_cycleMalik Khalid Mehmood
 
Team Collaboration: a Comparative Analysis of Email and CFCS
Team Collaboration: a Comparative Analysis of Email and CFCSTeam Collaboration: a Comparative Analysis of Email and CFCS
Team Collaboration: a Comparative Analysis of Email and CFCSGyeabour Akwasi Fosuhene Jr.
 
Good practice guidelines final english cw layout
Good practice guidelines final english cw layoutGood practice guidelines final english cw layout
Good practice guidelines final english cw layoutVincent Page
 
water for rural communities
water for rural communitieswater for rural communities
water for rural communitiesStephen Musimba
 

Was ist angesagt? (19)

Dec 2003 business plan for d'lectables
Dec 2003   business plan for d'lectablesDec 2003   business plan for d'lectables
Dec 2003 business plan for d'lectables
 
200 clearchanne
200  clearchanne200  clearchanne
200 clearchanne
 
Hr best practices 2008
Hr best practices 2008Hr best practices 2008
Hr best practices 2008
 
SURVEY OF LEBANESE CITIZENS’ PRIORITY CONCERNS AND ATTITUDES TOWARDS CIVIC EN...
SURVEY OF LEBANESE CITIZENS’ PRIORITY CONCERNS AND ATTITUDES TOWARDS CIVIC EN...SURVEY OF LEBANESE CITIZENS’ PRIORITY CONCERNS AND ATTITUDES TOWARDS CIVIC EN...
SURVEY OF LEBANESE CITIZENS’ PRIORITY CONCERNS AND ATTITUDES TOWARDS CIVIC EN...
 
2013 Point-in-Time Orange County Final Report
2013 Point-in-Time Orange County Final Report2013 Point-in-Time Orange County Final Report
2013 Point-in-Time Orange County Final Report
 
Final Year Thesis
Final Year Thesis Final Year Thesis
Final Year Thesis
 
VicgovtabledreportMental_Health_Report_FCDC2012
VicgovtabledreportMental_Health_Report_FCDC2012VicgovtabledreportMental_Health_Report_FCDC2012
VicgovtabledreportMental_Health_Report_FCDC2012
 
The Thin Months Revisited
The Thin Months RevisitedThe Thin Months Revisited
The Thin Months Revisited
 
iswpp_03-2010
iswpp_03-2010iswpp_03-2010
iswpp_03-2010
 
Ilcma december 2011 page 4
Ilcma december 2011 page 4Ilcma december 2011 page 4
Ilcma december 2011 page 4
 
Final Summarised Public Lands Validation Report_Anyona_validated_18.11
Final Summarised Public Lands Validation Report_Anyona_validated_18.11Final Summarised Public Lands Validation Report_Anyona_validated_18.11
Final Summarised Public Lands Validation Report_Anyona_validated_18.11
 
Smart Communities: Rethinking Infrastructure
Smart Communities: Rethinking InfrastructureSmart Communities: Rethinking Infrastructure
Smart Communities: Rethinking Infrastructure
 
Rural Territorial Dynamics Program – Final Report 2007-2012
Rural Territorial Dynamics Program – Final Report 2007-2012Rural Territorial Dynamics Program – Final Report 2007-2012
Rural Territorial Dynamics Program – Final Report 2007-2012
 
Integrating the Organizational Community
Integrating the Organizational CommunityIntegrating the Organizational Community
Integrating the Organizational Community
 
Halifax: Hub City for the Maritime Provinces
Halifax: Hub City for the Maritime ProvincesHalifax: Hub City for the Maritime Provinces
Halifax: Hub City for the Maritime Provinces
 
Strategic performance management_system_and_strategic_planning_cycle
Strategic performance management_system_and_strategic_planning_cycleStrategic performance management_system_and_strategic_planning_cycle
Strategic performance management_system_and_strategic_planning_cycle
 
Team Collaboration: a Comparative Analysis of Email and CFCS
Team Collaboration: a Comparative Analysis of Email and CFCSTeam Collaboration: a Comparative Analysis of Email and CFCS
Team Collaboration: a Comparative Analysis of Email and CFCS
 
Good practice guidelines final english cw layout
Good practice guidelines final english cw layoutGood practice guidelines final english cw layout
Good practice guidelines final english cw layout
 
water for rural communities
water for rural communitieswater for rural communities
water for rural communities
 

Andere mochten auch

Pre Commercial Thinning Work Examples
Pre Commercial Thinning Work ExamplesPre Commercial Thinning Work Examples
Pre Commercial Thinning Work Examplesdavkearn
 
Введение в курс фармакологии
Введение в курс фармакологииВведение в курс фармакологии
Введение в курс фармакологииcrasgmu
 
Dirtball Fall Catalog
Dirtball Fall CatalogDirtball Fall Catalog
Dirtball Fall Catalogkatmeyer
 
Wisconsin’s Great Lakes AOC meeting Nov 3-4 2011 in Green Bay
Wisconsin’s Great Lakes AOC meeting Nov 3-4 2011 in Green BayWisconsin’s Great Lakes AOC meeting Nov 3-4 2011 in Green Bay
Wisconsin’s Great Lakes AOC meeting Nov 3-4 2011 in Green Bayroppedahl
 
All about Malaysia
All about MalaysiaAll about Malaysia
All about Malaysialilbeans
 
Trabajo de computacion 4ºd
Trabajo de computacion 4ºdTrabajo de computacion 4ºd
Trabajo de computacion 4ºdxiomaraleones
 
Cultivating Innovation
Cultivating InnovationCultivating Innovation
Cultivating InnovationSarah Prevette
 
VFX TOUR COLOMBIA
VFX TOUR COLOMBIAVFX TOUR COLOMBIA
VFX TOUR COLOMBIAVfxtour
 
About new messaging app "Jumvo" by genesix at Social Media Day #smd_tokyo
About new messaging app "Jumvo" by genesix at Social Media Day #smd_tokyoAbout new messaging app "Jumvo" by genesix at Social Media Day #smd_tokyo
About new messaging app "Jumvo" by genesix at Social Media Day #smd_tokyogenesix, Inc
 
Ch1 110122035659-phpapp01
Ch1 110122035659-phpapp01Ch1 110122035659-phpapp01
Ch1 110122035659-phpapp01maryely1
 
Acc 626 slidecast
Acc 626 slidecastAcc 626 slidecast
Acc 626 slidecastj9lai
 
Fairy tales
Fairy talesFairy tales
Fairy talesLes Davy
 

Andere mochten auch (20)

Youtube Basics
Youtube BasicsYoutube Basics
Youtube Basics
 
Pre Commercial Thinning Work Examples
Pre Commercial Thinning Work ExamplesPre Commercial Thinning Work Examples
Pre Commercial Thinning Work Examples
 
Введение в курс фармакологии
Введение в курс фармакологииВведение в курс фармакологии
Введение в курс фармакологии
 
Observation
ObservationObservation
Observation
 
Dirtball Fall Catalog
Dirtball Fall CatalogDirtball Fall Catalog
Dirtball Fall Catalog
 
Wisconsin’s Great Lakes AOC meeting Nov 3-4 2011 in Green Bay
Wisconsin’s Great Lakes AOC meeting Nov 3-4 2011 in Green BayWisconsin’s Great Lakes AOC meeting Nov 3-4 2011 in Green Bay
Wisconsin’s Great Lakes AOC meeting Nov 3-4 2011 in Green Bay
 
All about Malaysia
All about MalaysiaAll about Malaysia
All about Malaysia
 
Trabajo de computacion 4ºd
Trabajo de computacion 4ºdTrabajo de computacion 4ºd
Trabajo de computacion 4ºd
 
Cultivating Innovation
Cultivating InnovationCultivating Innovation
Cultivating Innovation
 
Macario sakay
Macario sakayMacario sakay
Macario sakay
 
Album Digital
Album DigitalAlbum Digital
Album Digital
 
VFX TOUR COLOMBIA
VFX TOUR COLOMBIAVFX TOUR COLOMBIA
VFX TOUR COLOMBIA
 
About new messaging app "Jumvo" by genesix at Social Media Day #smd_tokyo
About new messaging app "Jumvo" by genesix at Social Media Day #smd_tokyoAbout new messaging app "Jumvo" by genesix at Social Media Day #smd_tokyo
About new messaging app "Jumvo" by genesix at Social Media Day #smd_tokyo
 
Budget
BudgetBudget
Budget
 
Ch1 110122035659-phpapp01
Ch1 110122035659-phpapp01Ch1 110122035659-phpapp01
Ch1 110122035659-phpapp01
 
Acc 626 slidecast
Acc 626 slidecastAcc 626 slidecast
Acc 626 slidecast
 
Toads in-a-hole
Toads in-a-holeToads in-a-hole
Toads in-a-hole
 
Fairy tales
Fairy talesFairy tales
Fairy tales
 
Presentation1
Presentation1Presentation1
Presentation1
 
Parent survey Longfellow 2011
Parent survey Longfellow 2011Parent survey Longfellow 2011
Parent survey Longfellow 2011
 

Ähnlich wie Cameco Community Relations Report (1998)

Compliance implications of social media
Compliance implications of social mediaCompliance implications of social media
Compliance implications of social mediaActiance, Inc.
 
Mekong Womens Entreprenuer Program
Mekong Womens Entreprenuer ProgramMekong Womens Entreprenuer Program
Mekong Womens Entreprenuer ProgramHetal Patel
 
Contents1 Introduction Corporate Information Security . ..docx
Contents1 Introduction Corporate Information Security . ..docxContents1 Introduction Corporate Information Security . ..docx
Contents1 Introduction Corporate Information Security . ..docxmaxinesmith73660
 
ICF Energy Efficiency in HOME Affordable Housing Manual
ICF Energy Efficiency in HOME Affordable Housing ManualICF Energy Efficiency in HOME Affordable Housing Manual
ICF Energy Efficiency in HOME Affordable Housing ManualICF_HCD
 
Wef gitr-2010-2011
Wef gitr-2010-2011Wef gitr-2010-2011
Wef gitr-2010-2011Masso_07
 
IPDI_Pioneers_in_Online_Politics
IPDI_Pioneers_in_Online_PoliticsIPDI_Pioneers_in_Online_Politics
IPDI_Pioneers_in_Online_Politicsjgraf
 
ZSSS_End of Project Evaluation Report
ZSSS_End of Project Evaluation ReportZSSS_End of Project Evaluation Report
ZSSS_End of Project Evaluation ReportClaudios Hakuna
 
Youth On Youth Gyc Report Final
Youth On Youth  Gyc Report FinalYouth On Youth  Gyc Report Final
Youth On Youth Gyc Report Finalibrahimrainbow
 
RDGB Corporate Profile
RDGB Corporate ProfileRDGB Corporate Profile
RDGB Corporate ProfileRejaul Islam
 
2012 Grantmakers Information Technology Survey Report
2012 Grantmakers Information Technology Survey Report2012 Grantmakers Information Technology Survey Report
2012 Grantmakers Information Technology Survey ReportJSA Consultants (Jill M S)
 
Gloabal Panorama on Postal Financial Inclusion: Business Model and Key Issues
Gloabal Panorama on Postal Financial Inclusion: Business Model and Key IssuesGloabal Panorama on Postal Financial Inclusion: Business Model and Key Issues
Gloabal Panorama on Postal Financial Inclusion: Business Model and Key IssuesDr Lendy Spires
 
Corporate digital communication - CIM Level 07
Corporate digital communication - CIM Level 07Corporate digital communication - CIM Level 07
Corporate digital communication - CIM Level 07Dinesh Tharanga
 
Final background report - e-agriculture strategies in ACP
Final background report - e-agriculture strategies in ACPFinal background report - e-agriculture strategies in ACP
Final background report - e-agriculture strategies in ACPNawsheen Hosenally
 
Privacy and Tracking in a Post-Cookie World
Privacy and Tracking in a Post-Cookie WorldPrivacy and Tracking in a Post-Cookie World
Privacy and Tracking in a Post-Cookie WorldAli Babaoglan Blog
 
Telecottage_Handbook__How_to_Establish_and_Run_a_Successful_Telecentre
Telecottage_Handbook__How_to_Establish_and_Run_a_Successful_TelecentreTelecottage_Handbook__How_to_Establish_and_Run_a_Successful_Telecentre
Telecottage_Handbook__How_to_Establish_and_Run_a_Successful_TelecentreYuri Misnikov
 
It Handbook On Mergers Acqui 130975
It Handbook On Mergers Acqui 130975It Handbook On Mergers Acqui 130975
It Handbook On Mergers Acqui 130975Kellermann Robert
 

Ähnlich wie Cameco Community Relations Report (1998) (20)

Compliance implications of social media
Compliance implications of social mediaCompliance implications of social media
Compliance implications of social media
 
Mekong Womens Entreprenuer Program
Mekong Womens Entreprenuer ProgramMekong Womens Entreprenuer Program
Mekong Womens Entreprenuer Program
 
Contents1 Introduction Corporate Information Security . ..docx
Contents1 Introduction Corporate Information Security . ..docxContents1 Introduction Corporate Information Security . ..docx
Contents1 Introduction Corporate Information Security . ..docx
 
ICF Energy Efficiency in HOME Affordable Housing Manual
ICF Energy Efficiency in HOME Affordable Housing ManualICF Energy Efficiency in HOME Affordable Housing Manual
ICF Energy Efficiency in HOME Affordable Housing Manual
 
Wef gitr-2010-2011
Wef gitr-2010-2011Wef gitr-2010-2011
Wef gitr-2010-2011
 
Blogger
BloggerBlogger
Blogger
 
IPDI_Pioneers_in_Online_Politics
IPDI_Pioneers_in_Online_PoliticsIPDI_Pioneers_in_Online_Politics
IPDI_Pioneers_in_Online_Politics
 
yellowgrass
yellowgrassyellowgrass
yellowgrass
 
ZSSS_End of Project Evaluation Report
ZSSS_End of Project Evaluation ReportZSSS_End of Project Evaluation Report
ZSSS_End of Project Evaluation Report
 
Youth On Youth Gyc Report Final
Youth On Youth  Gyc Report FinalYouth On Youth  Gyc Report Final
Youth On Youth Gyc Report Final
 
RDGB Corporate Profile
RDGB Corporate ProfileRDGB Corporate Profile
RDGB Corporate Profile
 
Comunis Project report
 Comunis Project report  Comunis Project report
Comunis Project report
 
2012 Grantmakers Information Technology Survey Report
2012 Grantmakers Information Technology Survey Report2012 Grantmakers Information Technology Survey Report
2012 Grantmakers Information Technology Survey Report
 
Gloabal Panorama on Postal Financial Inclusion: Business Model and Key Issues
Gloabal Panorama on Postal Financial Inclusion: Business Model and Key IssuesGloabal Panorama on Postal Financial Inclusion: Business Model and Key Issues
Gloabal Panorama on Postal Financial Inclusion: Business Model and Key Issues
 
Corporate digital communication - CIM Level 07
Corporate digital communication - CIM Level 07Corporate digital communication - CIM Level 07
Corporate digital communication - CIM Level 07
 
Final background report - e-agriculture strategies in ACP
Final background report - e-agriculture strategies in ACPFinal background report - e-agriculture strategies in ACP
Final background report - e-agriculture strategies in ACP
 
Final background report - e-agriculture strategies in ACP
Final background report - e-agriculture strategies in ACPFinal background report - e-agriculture strategies in ACP
Final background report - e-agriculture strategies in ACP
 
Privacy and Tracking in a Post-Cookie World
Privacy and Tracking in a Post-Cookie WorldPrivacy and Tracking in a Post-Cookie World
Privacy and Tracking in a Post-Cookie World
 
Telecottage_Handbook__How_to_Establish_and_Run_a_Successful_Telecentre
Telecottage_Handbook__How_to_Establish_and_Run_a_Successful_TelecentreTelecottage_Handbook__How_to_Establish_and_Run_a_Successful_Telecentre
Telecottage_Handbook__How_to_Establish_and_Run_a_Successful_Telecentre
 
It Handbook On Mergers Acqui 130975
It Handbook On Mergers Acqui 130975It Handbook On Mergers Acqui 130975
It Handbook On Mergers Acqui 130975
 

Mehr von Wayne Dunn

CSR Impact Measurement & Management
CSR Impact Measurement & ManagementCSR Impact Measurement & Management
CSR Impact Measurement & ManagementWayne Dunn
 
CSR Reporting & Communications
CSR Reporting & CommunicationsCSR Reporting & Communications
CSR Reporting & CommunicationsWayne Dunn
 
Free Zones, Social Responsibility & Strategic Advantage
Free Zones, Social Responsibility & Strategic AdvantageFree Zones, Social Responsibility & Strategic Advantage
Free Zones, Social Responsibility & Strategic AdvantageWayne Dunn
 
CSR-Zero Sum, Charity or Strategic Opportunity
CSR-Zero Sum, Charity or Strategic OpportunityCSR-Zero Sum, Charity or Strategic Opportunity
CSR-Zero Sum, Charity or Strategic OpportunityWayne Dunn
 
Integrating social and business value through the SDGs
Integrating social and business value through the SDGsIntegrating social and business value through the SDGs
Integrating social and business value through the SDGsWayne Dunn
 
The SDGs: A framework for social and business value
The SDGs: A framework for social and business valueThe SDGs: A framework for social and business value
The SDGs: A framework for social and business valueWayne Dunn
 
CSR: Charity? Strategy? Or what?
CSR: Charity? Strategy? Or what?CSR: Charity? Strategy? Or what?
CSR: Charity? Strategy? Or what?Wayne Dunn
 
CSR: Strategy? or Charity?
CSR: Strategy? or Charity?CSR: Strategy? or Charity?
CSR: Strategy? or Charity?Wayne Dunn
 
SDGs: A framework for multi-sector CSR partnerships and value creation
SDGs: A framework for multi-sector CSR partnerships and value creationSDGs: A framework for multi-sector CSR partnerships and value creation
SDGs: A framework for multi-sector CSR partnerships and value creationWayne Dunn
 
Budget Crunch Sustainability: Effective CSR in economically challenging times
Budget Crunch Sustainability: Effective CSR in economically challenging timesBudget Crunch Sustainability: Effective CSR in economically challenging times
Budget Crunch Sustainability: Effective CSR in economically challenging timesWayne Dunn
 
Csr training: Seven strategies to make it work for participants
Csr training:  Seven strategies to make it work for participantsCsr training:  Seven strategies to make it work for participants
Csr training: Seven strategies to make it work for participantsWayne Dunn
 
Social Value Brand
Social Value BrandSocial Value Brand
Social Value BrandWayne Dunn
 
CSR-friendly tax policy: Unlocking value and aligning interests
CSR-friendly tax policy: Unlocking value and aligning interestsCSR-friendly tax policy: Unlocking value and aligning interests
CSR-friendly tax policy: Unlocking value and aligning interestsWayne Dunn
 
CSR Skills: What you need and why
CSR Skills: What you need and whyCSR Skills: What you need and why
CSR Skills: What you need and whyWayne Dunn
 
Business Innovation& CSR Masterclass | Dubai, Jan 31-Feb 2
Business Innovation& CSR Masterclass | Dubai, Jan 31-Feb 2Business Innovation& CSR Masterclass | Dubai, Jan 31-Feb 2
Business Innovation& CSR Masterclass | Dubai, Jan 31-Feb 2Wayne Dunn
 
Business Innovation, CSR and Competitive Advantage: Strategic pathways to value
Business Innovation, CSR and Competitive Advantage: Strategic pathways to valueBusiness Innovation, CSR and Competitive Advantage: Strategic pathways to value
Business Innovation, CSR and Competitive Advantage: Strategic pathways to valueWayne Dunn
 
Ethics, expectations and profits: Managing in complex environments
Ethics, expectations and profits: Managing in complex environments Ethics, expectations and profits: Managing in complex environments
Ethics, expectations and profits: Managing in complex environments Wayne Dunn
 
Hockey taught me this: NHL Alumni Breakaway Symposium
Hockey taught me this: NHL Alumni Breakaway SymposiumHockey taught me this: NHL Alumni Breakaway Symposium
Hockey taught me this: NHL Alumni Breakaway SymposiumWayne Dunn
 
Time for a more nuanced debate on child labour
Time for a more nuanced debate on child labourTime for a more nuanced debate on child labour
Time for a more nuanced debate on child labourWayne Dunn
 
This time it is in my backyard! A major LNG project and I'm a Stakeholder ins...
This time it is in my backyard! A major LNG project and I'm a Stakeholder ins...This time it is in my backyard! A major LNG project and I'm a Stakeholder ins...
This time it is in my backyard! A major LNG project and I'm a Stakeholder ins...Wayne Dunn
 

Mehr von Wayne Dunn (20)

CSR Impact Measurement & Management
CSR Impact Measurement & ManagementCSR Impact Measurement & Management
CSR Impact Measurement & Management
 
CSR Reporting & Communications
CSR Reporting & CommunicationsCSR Reporting & Communications
CSR Reporting & Communications
 
Free Zones, Social Responsibility & Strategic Advantage
Free Zones, Social Responsibility & Strategic AdvantageFree Zones, Social Responsibility & Strategic Advantage
Free Zones, Social Responsibility & Strategic Advantage
 
CSR-Zero Sum, Charity or Strategic Opportunity
CSR-Zero Sum, Charity or Strategic OpportunityCSR-Zero Sum, Charity or Strategic Opportunity
CSR-Zero Sum, Charity or Strategic Opportunity
 
Integrating social and business value through the SDGs
Integrating social and business value through the SDGsIntegrating social and business value through the SDGs
Integrating social and business value through the SDGs
 
The SDGs: A framework for social and business value
The SDGs: A framework for social and business valueThe SDGs: A framework for social and business value
The SDGs: A framework for social and business value
 
CSR: Charity? Strategy? Or what?
CSR: Charity? Strategy? Or what?CSR: Charity? Strategy? Or what?
CSR: Charity? Strategy? Or what?
 
CSR: Strategy? or Charity?
CSR: Strategy? or Charity?CSR: Strategy? or Charity?
CSR: Strategy? or Charity?
 
SDGs: A framework for multi-sector CSR partnerships and value creation
SDGs: A framework for multi-sector CSR partnerships and value creationSDGs: A framework for multi-sector CSR partnerships and value creation
SDGs: A framework for multi-sector CSR partnerships and value creation
 
Budget Crunch Sustainability: Effective CSR in economically challenging times
Budget Crunch Sustainability: Effective CSR in economically challenging timesBudget Crunch Sustainability: Effective CSR in economically challenging times
Budget Crunch Sustainability: Effective CSR in economically challenging times
 
Csr training: Seven strategies to make it work for participants
Csr training:  Seven strategies to make it work for participantsCsr training:  Seven strategies to make it work for participants
Csr training: Seven strategies to make it work for participants
 
Social Value Brand
Social Value BrandSocial Value Brand
Social Value Brand
 
CSR-friendly tax policy: Unlocking value and aligning interests
CSR-friendly tax policy: Unlocking value and aligning interestsCSR-friendly tax policy: Unlocking value and aligning interests
CSR-friendly tax policy: Unlocking value and aligning interests
 
CSR Skills: What you need and why
CSR Skills: What you need and whyCSR Skills: What you need and why
CSR Skills: What you need and why
 
Business Innovation& CSR Masterclass | Dubai, Jan 31-Feb 2
Business Innovation& CSR Masterclass | Dubai, Jan 31-Feb 2Business Innovation& CSR Masterclass | Dubai, Jan 31-Feb 2
Business Innovation& CSR Masterclass | Dubai, Jan 31-Feb 2
 
Business Innovation, CSR and Competitive Advantage: Strategic pathways to value
Business Innovation, CSR and Competitive Advantage: Strategic pathways to valueBusiness Innovation, CSR and Competitive Advantage: Strategic pathways to value
Business Innovation, CSR and Competitive Advantage: Strategic pathways to value
 
Ethics, expectations and profits: Managing in complex environments
Ethics, expectations and profits: Managing in complex environments Ethics, expectations and profits: Managing in complex environments
Ethics, expectations and profits: Managing in complex environments
 
Hockey taught me this: NHL Alumni Breakaway Symposium
Hockey taught me this: NHL Alumni Breakaway SymposiumHockey taught me this: NHL Alumni Breakaway Symposium
Hockey taught me this: NHL Alumni Breakaway Symposium
 
Time for a more nuanced debate on child labour
Time for a more nuanced debate on child labourTime for a more nuanced debate on child labour
Time for a more nuanced debate on child labour
 
This time it is in my backyard! A major LNG project and I'm a Stakeholder ins...
This time it is in my backyard! A major LNG project and I'm a Stakeholder ins...This time it is in my backyard! A major LNG project and I'm a Stakeholder ins...
This time it is in my backyard! A major LNG project and I'm a Stakeholder ins...
 

Kürzlich hochgeladen

Nashon Holloway - Media/Press Kit - Priv
Nashon Holloway - Media/Press Kit - PrivNashon Holloway - Media/Press Kit - Priv
Nashon Holloway - Media/Press Kit - PrivNashonHolloway
 
asdfasdiofujasloidfoia nslkflsdkaf jljffs
asdfasdiofujasloidfoia nslkflsdkaf jljffsasdfasdiofujasloidfoia nslkflsdkaf jljffs
asdfasdiofujasloidfoia nslkflsdkaf jljffsJulia Kaye
 
Moaaz Hassan El-Shayeb - Projects Portfolio
Moaaz Hassan El-Shayeb - Projects PortfolioMoaaz Hassan El-Shayeb - Projects Portfolio
Moaaz Hassan El-Shayeb - Projects Portfoliomoaaz el-shayeb
 
10 Things That Will Shape the Future of Education.pdf
10 Things That Will Shape the Future of Education.pdf10 Things That Will Shape the Future of Education.pdf
10 Things That Will Shape the Future of Education.pdfEducationView
 
Blockchain_TezosDeveloperCommunitySNSCE.pdf
Blockchain_TezosDeveloperCommunitySNSCE.pdfBlockchain_TezosDeveloperCommunitySNSCE.pdf
Blockchain_TezosDeveloperCommunitySNSCE.pdfVISHNURAJSSNSCEAD
 
ASDFSDFASDFASDFASDFOUIASHDFOIASUD FOIJSADO;IFJOISADJF
ASDFSDFASDFASDFASDFOUIASHDFOIASUD FOIJSADO;IFJOISADJFASDFSDFASDFASDFASDFOUIASHDFOIASUD FOIJSADO;IFJOISADJF
ASDFSDFASDFASDFASDFOUIASHDFOIASUD FOIJSADO;IFJOISADJFJulia Kaye
 
kids gpaddfghtggvgghhhuuuuuhhhgggggy.pptx
kids gpaddfghtggvgghhhuuuuuhhhgggggy.pptxkids gpaddfghtggvgghhhuuuuuhhhgggggy.pptx
kids gpaddfghtggvgghhhuuuuuhhhgggggy.pptxJagrutiSononee
 
STORY OF SUSAN & JUDY - CEREBRAL PALSY.pptx
STORY OF SUSAN & JUDY - CEREBRAL PALSY.pptxSTORY OF SUSAN & JUDY - CEREBRAL PALSY.pptx
STORY OF SUSAN & JUDY - CEREBRAL PALSY.pptxsheenam bansal
 
Fireman Resume Strikuingly Text............................
Fireman Resume Strikuingly Text............................Fireman Resume Strikuingly Text............................
Fireman Resume Strikuingly Text............................calvinjamesmappala
 
reStartEvents March 28th TS/SCI & Above Employer Directory.pdf
reStartEvents March 28th TS/SCI & Above Employer Directory.pdfreStartEvents March 28th TS/SCI & Above Employer Directory.pdf
reStartEvents March 28th TS/SCI & Above Employer Directory.pdfKen Fuller
 
127. Reviewer Certificate in BP International
127. Reviewer Certificate in BP International127. Reviewer Certificate in BP International
127. Reviewer Certificate in BP InternationalManu Mitra
 
wealth_spend_bharatpeVerse_Analysis .pptx
wealth_spend_bharatpeVerse_Analysis .pptxwealth_spend_bharatpeVerse_Analysis .pptx
wealth_spend_bharatpeVerse_Analysis .pptxAnuragBhakuni4
 
Chapter-1 IATA, UFTAA, ICAO, FAA, CAA, ATAB, Conventions
Chapter-1 IATA, UFTAA, ICAO, FAA, CAA, ATAB, ConventionsChapter-1 IATA, UFTAA, ICAO, FAA, CAA, ATAB, Conventions
Chapter-1 IATA, UFTAA, ICAO, FAA, CAA, ATAB, ConventionsMd Shaifullar Rabbi
 
Audhina Nur Afifah Resume & Portofolio_2024.pdf
Audhina Nur Afifah Resume & Portofolio_2024.pdfAudhina Nur Afifah Resume & Portofolio_2024.pdf
Audhina Nur Afifah Resume & Portofolio_2024.pdfaudhinafh1
 
FAHAD HASSAN NOOR || UCP Business School Data Analytics Head Recommended | MB...
FAHAD HASSAN NOOR || UCP Business School Data Analytics Head Recommended | MB...FAHAD HASSAN NOOR || UCP Business School Data Analytics Head Recommended | MB...
FAHAD HASSAN NOOR || UCP Business School Data Analytics Head Recommended | MB...FaHaD .H. NooR
 
Chapter-4 Introduction to Global Distributions System and Computerized Reserv...
Chapter-4 Introduction to Global Distributions System and Computerized Reserv...Chapter-4 Introduction to Global Distributions System and Computerized Reserv...
Chapter-4 Introduction to Global Distributions System and Computerized Reserv...Md Shaifullar Rabbi
 
How to Host a Successful Webinar for Success?
How to Host a Successful Webinar for Success?How to Host a Successful Webinar for Success?
How to Host a Successful Webinar for Success?StrengthsTheatre
 

Kürzlich hochgeladen (17)

Nashon Holloway - Media/Press Kit - Priv
Nashon Holloway - Media/Press Kit - PrivNashon Holloway - Media/Press Kit - Priv
Nashon Holloway - Media/Press Kit - Priv
 
asdfasdiofujasloidfoia nslkflsdkaf jljffs
asdfasdiofujasloidfoia nslkflsdkaf jljffsasdfasdiofujasloidfoia nslkflsdkaf jljffs
asdfasdiofujasloidfoia nslkflsdkaf jljffs
 
Moaaz Hassan El-Shayeb - Projects Portfolio
Moaaz Hassan El-Shayeb - Projects PortfolioMoaaz Hassan El-Shayeb - Projects Portfolio
Moaaz Hassan El-Shayeb - Projects Portfolio
 
10 Things That Will Shape the Future of Education.pdf
10 Things That Will Shape the Future of Education.pdf10 Things That Will Shape the Future of Education.pdf
10 Things That Will Shape the Future of Education.pdf
 
Blockchain_TezosDeveloperCommunitySNSCE.pdf
Blockchain_TezosDeveloperCommunitySNSCE.pdfBlockchain_TezosDeveloperCommunitySNSCE.pdf
Blockchain_TezosDeveloperCommunitySNSCE.pdf
 
ASDFSDFASDFASDFASDFOUIASHDFOIASUD FOIJSADO;IFJOISADJF
ASDFSDFASDFASDFASDFOUIASHDFOIASUD FOIJSADO;IFJOISADJFASDFSDFASDFASDFASDFOUIASHDFOIASUD FOIJSADO;IFJOISADJF
ASDFSDFASDFASDFASDFOUIASHDFOIASUD FOIJSADO;IFJOISADJF
 
kids gpaddfghtggvgghhhuuuuuhhhgggggy.pptx
kids gpaddfghtggvgghhhuuuuuhhhgggggy.pptxkids gpaddfghtggvgghhhuuuuuhhhgggggy.pptx
kids gpaddfghtggvgghhhuuuuuhhhgggggy.pptx
 
STORY OF SUSAN & JUDY - CEREBRAL PALSY.pptx
STORY OF SUSAN & JUDY - CEREBRAL PALSY.pptxSTORY OF SUSAN & JUDY - CEREBRAL PALSY.pptx
STORY OF SUSAN & JUDY - CEREBRAL PALSY.pptx
 
Fireman Resume Strikuingly Text............................
Fireman Resume Strikuingly Text............................Fireman Resume Strikuingly Text............................
Fireman Resume Strikuingly Text............................
 
reStartEvents March 28th TS/SCI & Above Employer Directory.pdf
reStartEvents March 28th TS/SCI & Above Employer Directory.pdfreStartEvents March 28th TS/SCI & Above Employer Directory.pdf
reStartEvents March 28th TS/SCI & Above Employer Directory.pdf
 
127. Reviewer Certificate in BP International
127. Reviewer Certificate in BP International127. Reviewer Certificate in BP International
127. Reviewer Certificate in BP International
 
wealth_spend_bharatpeVerse_Analysis .pptx
wealth_spend_bharatpeVerse_Analysis .pptxwealth_spend_bharatpeVerse_Analysis .pptx
wealth_spend_bharatpeVerse_Analysis .pptx
 
Chapter-1 IATA, UFTAA, ICAO, FAA, CAA, ATAB, Conventions
Chapter-1 IATA, UFTAA, ICAO, FAA, CAA, ATAB, ConventionsChapter-1 IATA, UFTAA, ICAO, FAA, CAA, ATAB, Conventions
Chapter-1 IATA, UFTAA, ICAO, FAA, CAA, ATAB, Conventions
 
Audhina Nur Afifah Resume & Portofolio_2024.pdf
Audhina Nur Afifah Resume & Portofolio_2024.pdfAudhina Nur Afifah Resume & Portofolio_2024.pdf
Audhina Nur Afifah Resume & Portofolio_2024.pdf
 
FAHAD HASSAN NOOR || UCP Business School Data Analytics Head Recommended | MB...
FAHAD HASSAN NOOR || UCP Business School Data Analytics Head Recommended | MB...FAHAD HASSAN NOOR || UCP Business School Data Analytics Head Recommended | MB...
FAHAD HASSAN NOOR || UCP Business School Data Analytics Head Recommended | MB...
 
Chapter-4 Introduction to Global Distributions System and Computerized Reserv...
Chapter-4 Introduction to Global Distributions System and Computerized Reserv...Chapter-4 Introduction to Global Distributions System and Computerized Reserv...
Chapter-4 Introduction to Global Distributions System and Computerized Reserv...
 
How to Host a Successful Webinar for Success?
How to Host a Successful Webinar for Success?How to Host a Successful Webinar for Success?
How to Host a Successful Webinar for Success?
 

Cameco Community Relations Report (1998)

  • 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 Cameco Community Relations (electronic version) November 16, 1998
  • 3. - ii - ii TABLE OF CONTENTS i Acknowledgments ..................................................................................................... i ii Table of Contents..................................................................................................... ii 1 Executive Summary ................................................................................................ 1 1.1 NORTHERN SASKATCHEWAN COMMUNITY RELATIONS ................................................... 1 1.2 CORPORATE WIDE COMMUNITY RELATIONS ISSUES ........................................................ 2 2 Introduction and Background................................................................................ 4 2.1 BACKGROUND – A SHORT GLOBAL PERSPECTIVE ON COMMUNITY RELATIONS ............. 4 2.2 TERMS OF REFERENCE ....................................................................................................... 5 3 Methodology............................................................................................................. 5 3.1 RESEARCH METHODOLOGY ............................................................................................... 5 3.2 DEVELOPMENT TECHNOLOGY SYSTEM© .......................................................................... 6 3.2.1 Corporate Ethos ........................................................................................................ 6 3.3 CONSTRUCTIVE INTERACTIONS ......................................................................................... 7 3.3.1 Measuring, Monitoring and Reporting...................................................................... 8 4 Community Relations Programs and Initiatives in Northern Saskatchewan.... 8 4.1 PROCUREMENT................................................................................................................. 9 4.1.1 Northern Business Development ............................................................................... 9 4.2 EMPLOYMENT ................................................................................................................ 13 4.2.1 Northern/Native Employment .................................................................................. 14 4.2.2 Northern Summer Student Program ........................................................................ 18 4.3 CAPACITY DEVELOPMENT ............................................................................................ 19 4.3.1 Multi-party Training Plan (MPTP) ......................................................................... 19 4.3.2 Junior Achievement - The Economics of Staying in School .................................... 20 4.3.3 Cameco Access Program for Engineering and Science (CAPES)........................... 21 4.3.4 Northern Scholarship Program ............................................................................... 22 4.4 TRAINING AND EDUCATION ........................................................................................... 23 4.4.1 Athabasca Education Awards.................................................................................. 23 4.5 LEVERAGING RELATIONSHIPS ...................................................................................... 24 4.5.1 Athabasca Working Group ...................................................................................... 24 4.5.2 Environmental Quality Committees (EQC) ............................................................. 26 4.5.3 Northern Liaison Committee ................................................................................... 27 4.6 GRANTS AND DONATIONS .............................................................................................. 28 Cameco Community Relations (electronic version) November 16, 1998
  • 4. - iii - 4.6.1 Educational School/Community Tours of Northern Operations ............................. 28 4.6.2 Corporate Donations and Sponsorship Program .................................................... 30 5 Summary of Internal Interviews .......................................................................... 31 6 Analysis of Programs and Initiatives in Northern Saskatchewan .................... 33 6.1 OVERALL ANALYSIS ........................................................................................................ 34 6.2 CORPORATE ETHOS ......................................................................................................... 34 6.3 CONSTRUCTIVE INTERACTIONS ....................................................................................... 36 6.3.1 Program Placement on the Interaction Continuum©............................................... 36 6.4 MEASURING AND MONITORING....................................................................................... 39 7 Observations .......................................................................................................... 39 7.1 ON COMMUNITY RELATIONS IN NORTHERN SASKATCHEWAN ....................................... 39 7.2 ON COMMUNITY RELATIONS GENERALLY ...................................................................... 40 8 Recommendations ................................................................................................. 41 8.1 RECOMMENDATIONS – NORTHERN SASKATCHEWAN PROGRAM .................................... 41 8.2 IMPLEMENTATION AND STRATEGIC STEPS ...................................................................... 43 9 List of Interviewees ............................................................................................... 44 9.1 CAMECO INTERVIEWEES.................................................................................................. 44 9.2 NON CAMECO INTERVIEWEES ......................................................................................... 45 List of Figures and Graphs DEVELOPMENT TECHNOLOGY MODEL ........................................................................... 6 INTERACTION CONTINUUM .............................................................................................. 7 CAMECO PURCHASES FROM NORTHERN SUPPLIERS – 1991-98 ................................... 12 ABORIGINAL EMPLOYMENT - PERCENTAGE OF WORKFORCE 1989-98....................... 16 NUMBER OF ABORIGINAL EMPLOYEES - 1989-98 ......................................................... 17 PLACEMENT OF PROGRAMS ALONG THE INTERACTION CONTINUUM ......................... 37 Cameco Community Relations (electronic version) November 16, 1998
  • 5. -1- The review and analysis concluded that, 1 EXECUTIVE SUMMARY while Cameco is, essentially, doing a very effective job of managing community Cameco contracted Wayne Dunn & relations in Northern Saskatchewan, it does Associates to undertake a review of its not appear to have a system to ensure that community relations programs and community relations are managed activities in Northern Saskatchewan. The effectively in other areas where the purpose of the review was to assist Cameco company operates. As well, the analysis to build from its Northern Saskatchewan noted some specific opportunities to experience and to more effectively manage improve Cameco’s community relations community relations throughout the program in Northern Saskatchewan through corporation. The project was conducted a more standardized approach to managing through interviews (internal and external) the process. and through a review of relevant internal documents and information. The analysis The following two sub-sections briefly was undertaken using the Development outline the analysis and recommendations Technology System© 1 developed by Wayne for Cameco’s community relations efforts Dunn & Associates. in Northern Saskatchewan and also those of a more corporate-wide nature. Public and community relations is growing in importance for the mining industry. Communities are playing an increasingly 1.1 Northern Saskatchewan important role in mineral exploration and Community Relations development projects. Without a ‘local license 2’ there is an increased risk that While Cameco’s community relations community opposition will add cost and program in Northern Saskatchewan is complexity to projects (and even force undoubtedly one of the most successful abandonment in some instances). The examples of mining/community relations international media and a growing number anywhere in the world, there are of non-Governmental Organizations are opportunities to enhance it and make it monitoring corporate/community easier for the company to build from the relationships and are quick to bring Saskatchewan experience and standardize problems and issues to public attention. community relations throughout worldwide This is especially significant for Cameco, operations. as problems associated with Cameco activities anywhere in the world can There is an inconsistent level of increase international scrutiny of uranium understanding of the importance and the mining activities in Northern scope of community relations. This can Saskatchewan. become divisive if the lack of understanding causes resentment towards the preferences given to Northern workers 1 The Development Technology System is explained and suppliers. Cameco may wish to in detail in Section 3.2 2 consider efforts to ‘socialize’ community This is a term coined by the International Finance Corporation to refer to the need for a level of relations throughout the organization community acceptance of a project. through activities such as: Cameco Community Relations (electronic version) November 16, 1998
  • 6. -2- 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 Cameco Community Relations (electronic version) November 16, 1998
  • 7. -3- (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 Cameco Community Relations (electronic version) November 16, 1998
  • 8. -4- 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 Cameco Community Relations (electronic version) November 16, 1998
  • 9. -5- 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 Cameco Community Relations (electronic version) November 16, 1998
  • 10. -6- individual community relations programs. The individual program sheets were then reviewed with Mr. Jamie McIntyre and Fig. 1: Development Technology Model amended to include additional information as necessary. Development Technology© Cameco’s community relations activities in A 360o System Northern Saskatchewan were then analyzed using the Development Technology Constructive Interaction System© (See below for details on this Measuring & system). The results of this analysis are Monitoring contained in Section 6. The analysis produced a number of specific Firm recommendations which are contained in section 8. Based on information gathered from internal interviews with Cameco executives Corporate Ethos (See section 5 for details) and building from Cameco’s and Wayne Dunn & Associate’s experience and knowledge on There are three basic components to the community relations, a strategic action plan Development Technology methodology: was developed for a corporate approach to effectively managing community relations (a) Corporate Ethos – reviewing the (See section 8 for details). ability of a corporation to work effectively in diverse cultural settings. 3.2 Development Technology (b) Constructive Interaction - the range, System© frequency and intensity of interactions between the corporation and the The analysis of Cameco’s community community. relations efforts in Northern Saskatchewan was carried out using our Development (c) Measuring, monitoring and evaluating Technology© methodology. The the impact of corporate/community methodology focuses on three critical interactions. aspects of the management of corporate/community relations and enables a standardized evaluation of how a 3.2.1 Corporate Ethos corporation manages the interface between its operations and local communities. Effective community relations demands that the corporation, its personnel and sub- contractors have the capacity, the desire and the tools to bridge cultural and capacity gaps that often separate them from local communities. The ability to effectively communicate and interact across diverse Cameco Community Relations (electronic version) November 16, 1998
  • 11. -7- cultures is an essential skill set for both employment and procurement efforts). As executives and front line technicians in a well, there is often other development modern resource company. Without these interests that are willing to assist financially skills, it is nearly impossible to establish a and operationally in developing various systematic process for creating and interactions and programs. maintaining good community relations. Cameco’s various community relations Evaluation of the corporate ethos includes programs will be assessed and placed at an assessment of the firm’s current capacity appropriate locations along the Interaction in this area; existing programs, activities Continuum. As well the integration of the and resources that support this competency programs (the use of one program to and any special issues pertaining to the enhance the effectiveness of another) will where the operation(s) are located. be analyzed. It is expected that some programs will ‘fit’ into more than one grouping on the continuum. 3.3 Constructive Interactions Figure 2: Interaction Continuum Fig. 2: Interaction Continuum© The interactions that occur between a corporation and local communities are the most crucial component of a community Partnering relations strategy. There is a series of Communication & Consultation potential interactions that can have varying impacts on the community and its Procurement relationship with the corporation. They range from a ‘beads ‘n trinkets’, paternalistic approach, with a strong Employment emphasis on donor/recipient relations, through to more mutually beneficial interactions that facilitate the development Capacity of constructive and sustainable Development relationships. An effective and sustainable community relations program will have a comprehensive mix of inter-related Training & initiatives at various points along the Education continuum. Leveraging Often there are huge capacity gaps that Relationships must be transcended before local communities can become more constructively involved in resource Grants & projects. Programs at higher points on the Donations continuum can be very dependent upon the impacts of programs at other levels (i.e. Beads & Trinkets training and capacity development programs are often necessary to support Cameco Community Relations (electronic version) November 16, 1998
  • 12. -8- 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. Cameco Community Relations (electronic version) November 16, 1998
  • 13. -9- 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 Cameco Community Relations (electronic version) November 16, 1998
  • 14. - 10 - 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) Cameco Community Relations (electronic version) November 16, 1998
  • 15. - 11 - 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. Cameco Community Relations (electronic version) November 16, 1998
  • 16. - 12 - 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. Cameco Community Relations (electronic version) November 16, 1998
  • 17. - 13 - 4.2 Employment Cameco Community Relations (electronic version) November 16, 1998
  • 18. - 14 - Northern/Native Employment Cameco Community Relations (electronic version) November 16, 1998
  • 19. - 15 - 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) Cameco Community Relations (electronic version) November 16, 1998
  • 20. - 16 - • 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 Cameco Community Relations (electronic version) November 16, 1998
  • 21. - 17 - 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) Cameco Community Relations (electronic version) November 16, 1998
  • 22. - 18 - 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 Cameco Community Relations (electronic version) November 16, 1998
  • 23. - 19 - 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. Cameco Community Relations (electronic version) November 16, 1998
  • 24. - 20 - 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 Cameco Community Relations (electronic version) November 16, 1998
  • 25. - 21 - 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 Cameco Community Relations (electronic version) November 16, 1998
  • 26. - 22 - • 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 Cameco Community Relations (electronic version) November 16, 1998
  • 27. - 23 - 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 Cameco Community Relations (electronic version) November 16, 1998
  • 28. - 24 - • 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 Cameco Community Relations (electronic version) November 16, 1998
  • 29. - 25 - 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, Cameco Community Relations (electronic version) November 16, 1998
  • 30. - 26 - • 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 Cameco Community Relations (electronic version) November 16, 1998