Aboriginal partnerships key to Cameco's success

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Mining has long been a key component of the Saskatchewan economy, one of the grand old industries that, like agriculture, has contributed immeasurably to the province's prosperity and development. There are, according to the Saskatchewan Mining Association, over 27,000 people (six per cent of the provincial work force) employed directly or indirectly in mining, and the industry's 2001 sales of $2.4 billion accounted for 11 per cent of the province's gross domestic product. But mining is more than an economic juggernaut -it is also an industry that is leading the way in Aboriginal relations and business development.

Cameco Corporation is at the forefront of this trend, and as explained by director of investor and corporate relations Jamie McIntyre, it is this commitment to socially conscious business practices that has allowed the company to achieve its present level of success.

"We have business relationships with Aboriginal people in trucking, catering, civil construction, underground mining, aviation, environmental services, road construction, industrial maintenance, and just about every other aspect of our company," McIntyre noted. "This is a success story that we should be telling people in Saskatchewan, because it demonstrates that, contrary to popular opinion, Aboriginal people do want to take their place, they want opportunity, they want access to the same things everyone else wants access to."

The relationships that McIntyre is so proud of did not develop overnight, but rather required considerable time and effort from both Cameco personnel and First Nations communities to establish.

"It would not have happened without Cameco acting as a facilitator, and as a proponent of Aboriginal business development."

McIntyre points to Kitsaki Development Corporation operated by the Lac La Ronge Indian Band as one example of these mutually beneficial partnerships. Cameco works with Kitsaki in trucking, catering, environmental services, and mining construction, and the value of the ongoing relationship is in the millions of dollars.

To establish these successful relationships, the company brings potential, northern-based Aboriginal suppliers together with existing, southern suppliers. Over time, the Aboriginal partners acquire the necessary business management capabilities to operate on their own, and the services needed to support mining operations can then be acquired locally, bringing development and dollars directly into northern communities.

"Cameco is a private-sector, free market economy kind of company. It takes a lot of commitment for us to change the way competition works, so that we can facilitate this business development," McIntyre pointed out. "Now we've got them (the northern suppliers) to the point where we don't have to worry about quality, competitiveness, or price. They're all high quality, competitively priced, and well managed."

The company's commitment to northern residents is also demonstrated in its hiring practices.

"More than half of our employees come from northern communities, the vast majority of whom are Aboriginal. We are Canada's largest industrial employer of Aboriginal people-45 per cent of our operating work force is now Aboriginal. I defy you to find another private company that can match that.

"This is a success story that very, very few people know about. Unfortunately, it's not told widely enough," McIntyre said. "We always hear the bad side of the equation, but seldom the good side. We've got over 400 Aboriginal employees, and they are mill operators, equipment operators, supervisors, trades people, technicians, technologists . . . it's often said that Aboriginal people can only get entry level positions, but that's simply not the case."

In 2001, Cameco's successes and ongoing efforts were recognized by the Canadian Council for Aboriginal Business. The mining company was awarded 'gold' level designation for Aboriginal relations, one of only two such designations givenacross the country. Such accolades are gratifying, but as McIntyre noted, the real reason behind the company's efforts is much simpler-it just makes good business sense.

"It secures our position in the north, our relationships in the north. We're going to be there for the next 25 to 50 years, so we want long-term relationships. We're not an overnight type of mining company; we have been and will be there for a long, long time. We need northern people to be involved with us. If they don't have a vested interest in mining in the north, there's no reason for them to support it."