Topic: BUSINESS

ALM Mining Conferences in Canada

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The Aboriginal Community this past year has been a landmark one for legal and other developments in land and natural resources management with major implications for First Nations and other Aboriginal groups as well as for industry and policy makers.

ABORIGINAL LAND RESOURCE MANAGEMENT FORUM

This past year has been a landmark one for legal and other developments in land and natural resources management with major implications for First Nations and other Aboriginal groups as well as for industry and policy makers.

This annual Insight Information event will examine key developments in policy, legal and business contexts, and the implications these hold for the future well-being of Aboriginal communities. As Land Managers and Chief’s responsibilities expand in scope, government and industry are encouraged and compelled to create meaningful partnerships with First Nations.

Speakers at this important conference will bring solutions and perspective on how and why due consideration must be paid to community, traditional and regional values, and priorities. Consultation, accommodation and other processes are evolving to help achieve these objectives. The next step is to bring industry, government, and the Aboriginal Community together to exchange insights into the challenges each must overcome in order to move these processes forward, for the benefit of all.

Attendees at this event will also have the opportunity to hear from their peers: Aboriginal-owned corporations that have found a recipe for success: Gitchi Animki Energy Corporation, Nigig Power Corporation, Shwe Miikaan Corporation, and Wataynikaneyap Power.

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Forum Speaker: Harvey Yesno, Grand Chief of the Nishnawbe Aski Nation.

 

SASKATCHEWAN MINING FORUM

Saskatchewan is home to a wealth of resources. Historically, the development of Saskatchewan’s resources has been affected by many factors over the years including availability of capital, technical challenges for resource recovery, commodity markets and other general factors.

In the last several years Saskatchewan’s resources have again caught the attention of the local and global mining sector as evidenced by the number of new developments being proposed and executed by new and returning players in the Saskatchewan resources sector. As a result, Saskatchewan has seen the benefit of exponential growth in its mineral resource sector as government, entrepreneurs, and mining industry participants have worked to bring Saskatchewan mineral resources to a global presence and influence like no other time in Saskatchewan’s history.

Due to Saskatchewan’s stability, a great opportunity currently exists to further explore and develop its mineral resources in conjunction with an increasing global demand for commodities.

This year’s event will also include the perspective of the Aboriginal Community, as well as a select group of government and industry leaders and experts that will help conference participants understand the opportunity for mineral resource exploration and development in Saskatchewan. They will provide attendees with information and guidance on how to successfully engage in Saskatchewan’s resource industry, as well as the steps required to include the Aboriginal Community in their processes to establish much-needed partnerships.

To highlight the need for inclusion and cooperation in the industry, presenters will include The Honourable Bill Boyd, SK Minister of the Economy, Chief Reginald Bellerose, Chief Executive Officer of Muskowekwan Resources Limited, and Nancy Komperdo, Co-Chair of Women in Mining and an Exploration Geoscientist at BHP Billiton.

 

NORTH OF 60 ECONOMIC POTENTIAL IN THE CANADIAN TERRITORIES

Much of Canada’s untapped natural resources are believed to lie in the territories. Covering 40 percent of Canada’s land mass, there is tremendous mineral potential; however, there are many barriers that prevent our ability to create sustainable extraction projects, let alone uncover vast mineral deposits through exploration.

As global commodity prices drop, the territories’ now face additional challenges in advancing their natural resource sector. As such, we must examine new means for prudent resource development north of the 60° parallel.

Much is happening in the territories that escape the everyday headlines, but which will inevitably play an important role in Canada’s economic future. These include much more than the commonly-known devolution discussion in Nunavut, the continuing implementation and challenges of the recently-established devolution agreement in the Northwest Territories, and the talks around Bill S-6 in the Yukon.

While these are important, the two most cited challenges for Northern development, and which the North of 60° Forum’s distinguished faculty will discuss, are the territories’ regulatory environment, and infrastructure needs.

Through case studies and panel discussions, practical solutions will be presented; further defining new means for achieving an attractive and sustainable regulatory system, viable options for reducing the cost of exploration and infrastructure development, and the necessity of collaboration between Aboriginal communities, government and the natural resource industry to accomplish these goals. The Honourable Scott Kent, Minister of Energy, Mines and Resources for the Government of Yukon will be in attendance to add to these important discussions.

ONTARIO MINING FORUM

Mineral exploration and development are critical to the prosperity of many Northern Ontario communities, and the products of mining are essential to everyone in all parts of the province.

The value of the province’s mineral production in 2014 was $11 billion, making Ontario the leading province in mineral production every year for the last decade, and it is expected to grow by five more new mines over the next three years. These key projects will deliver important jobs to the North, and add significantly to the Ontario economy, but more can be done.

Since last year’s Ontario Mining Forum much has happened: continuing work on the proposed development of the Ring of Fire, the government’s commitment of up to $1 billion for strategic transportation infrastructure, the establishment of the Ring of Fire Infrastructure Development Corporation, the signing of a Framework Agreement with the Matawa First Nations, and many other developments.

“Our government is working to renew Ontario’s Mineral Development Strategy to further strengthen the sector. Renewing the Mineral Development Strategy with your input will allow us to seize opportunities for Ontario’s mineral development sector to continue to move forward in a prosperous direction.” – The Honourable Michael Gravelle, Minister of Northern Development and Mines, Government of Ontario.

To achieve this goal, this conference will bring, among others, The Honourable Bill Mauro, Ontario Minister of Natural Resources and Forestry, Harvey Yesno, Grand Chief of the Nishnawbe Aski Nation, Lawrence Martin, Grand Chief of the Mushkegowuk Council, under the same roof to discuss solutions to move forward.

New Forest Management Standard Helps SFI® Strengthen Aboriginal and Tribal Relations

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By Andrew de Vries

The Sustainable Forestry Initiative (SFI) works to ensure forest health through its Forest Management Standard, while strengthening its relationships with aboriginal and tribal groups. The new SFI 2015-2019 Forest Management Standard builds on principles shared by aboriginal groups, and is designed to enhance the relationship between sustainable forestry and those groups.

SFI has a strong track record of addressing Aboriginal interests, and more Aboriginal groups use SFI than any other forest certification standard. Over 25 Aboriginal and tribal groups in Canada and the U.S. have over 3 million hectares certified to the SFI Standard. In Canada, there are lands managed to the SFI standard in B.C., Saskatchewan and Ontario. The SFI Standard continues to grow in popularity with Aboriginal communities that have land-management responsibilities because it’s aligned with traditional values.

“We specialize in the management of First Nations forestry operations. Our clients’ territories range from the central mainland coast through north, west and south Vancouver Island to the southern Interior. We found that a significant number of the SFI principles incorporated the objectives, values and goals of our First Nations clients for long-term management of their land base,” said Corby Lamb, President of Capacity Forest Management, which is certified to the SFI Forest Management Standard.

The 2015-2019 Forest Management Standard explicitly recognizes that forests are central to the cultural beliefs and livelihoods of many Aboriginal peoples with a new objective called “Recognize and Respect Indigenous Peoples’ Rights.” This new objective reflects SFI forest management requirements about respect for Aboriginal rights and values.

SFI principles include sustainable forest management, protecting water quality, maintaining biodiversity, and conserving wildlife habitat. The SFI Standard also directly respects traditional aboriginal knowledge about forests, the identification and protection of historical and culturally important sites, and the use of non-timber forest products. The SFI Standard’s strong focus on training and knowledge transfer helps facilitate passing knowledge from tribal elders to foresters, loggers and youth.
SFI_purplefish_Jan2015

“As an SFI Board member, I am pleased that the new standard reflects aboriginal values more strongly, and that Aboriginal peoples in Canada and tribes in the U.S. were able to provide direct input to the standard revision,” said Chief David Walkem, President of Stuwix Resources in British Columbia.

SFI reaches out to the Aboriginal community in many ways, including by maintaining relationships with organizations such as the Canadian Council for Aboriginal Business (CCAB).

“SFI’s memorandum of understanding with the CCAB helps grow our relationship, engagement and outreach with the aboriginal community by encouraging SFI Program Participants to seek certification under the CCAB’s Progressive Aboriginal Relations program. We were pleased to see TimberWest join the CCAB in 2014 and continue its commitments to forming valuable relationships with aboriginal business and communities,” said Kathy Abusow, President and CEO of SFI.

Another way SFI builds relationships is through the SFI Conservation and Community Partnerships Grant Program. Several tribal and First Nations organizations have been successful in obtaining grants, including Tk’emlups and Heiltsuk First Nation. The Heiltsuk will use spatial analysis in GIS to improve understanding of location and importance of culturally-modified trees distributed throughout Heiltsuk Traditional Territory.

SFI values its relationships with Aboriginal communities and tribal communities in Canada and the U.S. and hopes to continue to build these relationships.

Andrew de Vries is the SFI Vice President of Conservation and Indigenous Relations. For more information on SFI’s aboriginal programs please contact Andrew de Vries (andrew.devries@sfiprogram.org or 613-424-8734).

The International Minerals Innovation Institute

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The mining industry in Saskatchewan is blossoming. The province’s uranium mines produce 30% of the world’s uranium, which has created a multitude of jobs for people seeking employment in the mining industry. The jobs are in the high income bracket and demand specialized training for employees. The International Mineral Innovation Institute (IMII) is a college with a difference; they specialize in training students to work in the mining industry. The Institute wants skilled people to support Saskatchewan’s mining industry and to provide leadership and capacity building in the development programs, technical certificate, and undergraduate and post graduate programs to prepare students for the minerals industry.

International Mineral Institute_Jan2015

International Minerals Institute. Photo courtesy of Northlands College.

The Institute’s goal is to deliver sustainable capacity expansion for skills development through innovative education and training programs that can adjust to cycles in the market and developing technologies. Innovation is enhanced through research and development and knowledge transfer. The Institute wants to serve as a catalyst to address industry wide education, research issues, and opportunities and to attract and retain skilled people who can strengthen Saskatchewan’s industrial capacity and enhance industry sustainability.

IMII is working to close gaps between skills development and state of the art technologies through advanced education and training and innovative research and development. A strong emphasis on leadership from all participants is a catalyst for continuous improvement in safety, minimizing environmental impact, social responsibility, and financial prudence. IMII opened its doors in 2012. On the board of directors were Cameco, the University of Saskatchewan, and Innovation Saskatchewan, a rare partnership of corporation, university, and government. IMII’s long term goal is to position Saskatchewan to be the world’s most innovative and efficient minerals jurisdiction through excellent education and training and research development partnerships. These are lofty goals, but so far they have implemented all their promises, which means we can be optimistic about their future.

Athabasca Basin Development And Uranium Mining In Saskatchewan

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Saskatchewan supplies 20% of the world’s uranium, as well as potash, making Saskatchewan one of the few provinces with a healthy mining industry. The Athabasca Basin is the centrepiece of uranium mining in Saskatchewan, host to the world’s richest high-grade uranium deposits. The Northern area covers almost a quarter of Saskatchewan and a small portion of Alberta. Athabasca Basin Development (ABD) is an investment company committed to building and investing in successful businesses, explains Kristy Jackson, director of marketing and communications at ABD. The company is owned by the seven communities in northern Saskatchewan’s Athabasca Basin.

Athabasca Basin_pic4_Jan2015
Formed in 2002, Athabasca Basin Development was established to maximize local community participation in the opportunities in the mining industry. ABD has grown to include complete or partial ownership in eleven companies providing a wide range of services. The company represents a unique partnership of First Nations and non-First Nations communities working together. This community unity was key to the company’s success.

“Because the Athabasca Basin area hosts the world’s richest high-grade uranium deposits, there are many mining and exploration activities happening in the region. Our company, owned by the seven Athabasca communities, was formed to maximize local community participation in the opportunities in the mining industry, and today we have ownership in numerous companies that provide services to the mining and exploration industry. As well, we are always open to exploring new ideas and opportunities,” says Kristy. “Whether it’s an established business, a partnership, project, or a potential start-up idea, we encourage people to contact us. Cameco has several operations in the area and employs many people from the region at their mine sites. Cameco has also been a client of many of our investments and was a strong supporter of ours in the early days and today.”

The company is attentive to its business strategy, taking into account current trends and planning ahead. “Because of the current market conditions, we expect a decrease in consolidated revenues over the next year. This market slowdown is a normal part of the mining and resource industry and something to be expected—it’s something we’ve experienced before,” explains Kristy. “Last year, we made the decision to diversify our portfolio and begin investing in industries that are different than what we have currently done. Arctic Beverages, a Pepsi franchise company servicing northern Manitoba, was the first of these investments, and we expect more to come over the following year.”

ABD relies on successful investments to build revenue and generate growth within the company and participating communities. “Our mandate is to build wealth for our shareholder communities by investing in and growing sustainable businesses. We are very strongly focused on long-term results,” Kristy says. “By keeping the focus on building wealth for the future, and reinvesting the majority of profits, ABD has grown to be able to make an impact on the Athabasca communities through distributions.” ABD currently pays out a stable distribution to each community. “Our strategy is to keep these distributions down to a level where we know we can continue to pay them so that they can be relied upon, as well as ensuring that we keep the majority of our profits in the company for reinvestment. The sum goes directly to the unit holder and its use is not dictated by us, however, it is generally used for reinvestment locally and for community improvements such as playgrounds and needed equipment like garbage trucks.”

Athabasca Basin Development’s value has grown tremendously since its inception in 2002, and three of its investments have appeared on SaskBusiness Magazine’s Top 100 list. ABD itself was within the top 50 in 2012. ABD and its investments collectively employ over 1000 people, many of whom are Aboriginal. “One of the things we look for in a potential investment is a commitment to Aboriginal engagement,” Kristy notes. The number of Aboriginal employees does vary among locations; for example, some sites have over 90% Aboriginal employees while other sites have none. ABD itself has only six employees, of which three are Aboriginal people.“All of our investments are committed to hiring Athabasca residents and Aboriginal people wherever possible, and many have invested in training programs that provide transferable skills to help employees obtain meaningful employment beyond our companies,” says Kristy. “Through the years, our investments have been transitional employers for many. For example, in the last three years, clients have hired over 100 Athabasca employees working at Points Athabasca for long term positions.”

“We are proud to support our communities, and the cornerstone of our donations strategy is to focus on initiatives that benefit the Athabasca communities. For example, last year, we were able to make our largest ever donation – $249,000 to help bring cellular towers to the North. We are also involved in local development corporation boards, tours taking various representatives to the region, and involvement in the Northern Business Task Force through the Saskatchewan Chamber of Commerce.”

Tsilhqot’in National Government Promotes Neighbourly Values And Cooperation

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After the June 2014 landmark Supreme Court of Canada ruling giving the Tsilhqot’in Nation more than 1,750 sq. km. of land west of Williams Lake, BC, it’s more than fair to state that it fundamentally alters the relationships between First Nations and all forms of government. Rather than injecting uncertainty into how all levels of governments deal with First Nations, the ruling helps define for the first time how they can work together, Tsilhqot’in leaders told the Union of BC Municipalities convention attendees.

“The Supreme Court of Canada decision only encourages strong relationships with our neighbours,” said Chief Percy Guichon of Alexis Creek First Nation, one of the six First Nations that make up the Tsilhqot’in National Government. “We need to find ways to work together on these difficult topics,” referring to the many resource based industries. “We do live side by side, and we do need to work on a relationship to create or promote a common understanding among all of our constituents. I know that municipalities have a duty to consult, but I think we need to find the best way forward to consult with each other, regardless of what legal obligations might exist. I mean, that’s just neighbourly, right?” he told the audience of 1000 people. “It gives, we believe, all levels of government and 202 First Nation communities in BC the opportunity to embark on a new course and a new direction and relationship. The Supreme Court of Canada has clearly sent a message that the crown must take Aboriginal title seriously, and it must reconcile with First Nations, not just in BC but in Canada, honourably.”

Chief Roger William, Regional Director of Tsilhqot’in National Government and Chief of the Xeni Gwet’in First Nation said that his community never accepted the government’s view that any title was limited to what he called “postage stamp reserves.” He said BC Premier Christy Clark’s visit to the Tsilhqot’in Nation in early September was a good sign toward building a new relationship.

Municipal governments are also affected by that decision because it upholds that Tsilhqot’in land has constitutional protection, and as such, it has more security than fee simple lands owned by others. For that reason, local governments, the province, and even the federal government are limited in what they can do. “Don’t be fooled by the brevity of the decision. I think this is the most significant legal case ever decided in British Columbia,” lawyer Gregg Cockrill told the UBCM convention. “It has big implications for BC and big implications for the rest of Canada as well. In terms of implications directly for local governments, they are probably as wide as we can think of examples. The door has been kicked wide open.”

The full effects of the court ruling have yet to be understood by both the Tsilhqot’in National Government and Canadian governments at all levels. Chief Guichon said that his people must now work at developing a “new relationship” with the province. He said that they have developed a draft policy around mining as a result of the proposed New Prosperity mine. “The Tsilhqot’in do not intend to ram policies down peoples’ throats. We share a lot of common interests in areas like resource development. We are not opposed to development. We need to find ways to work together, to support one another on these difficult topics.”

Pacific Future Energy: The Heart Of The Matter

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Pacific Future Energy’s commitment to build and operate the world’s greenest refinery on British Columbia’s north coast is motivated by their belief that it is in Canada’s national strategic interest to gain access to international markets for Alberta’s oil, especially the fast growing Asian markets. They are firm in their belief it shouldn’t be done at the sacrifice of BC’s coast or broader environment and that it must be done in full partnership with First Nations. In regards to building those partnerships with First Nations, their beliefs attracted Jeffrey Copenace to join their team as the Senior Vice-President of Indigenous Partnership.

Jeffrey Copenace has had a career promoting and serving the needs of Aboriginal peoples throughout Canada as public servant, including a job as the lead negotiator and advisor to Prime Minister Paul Martin during the 18 months that it took to negotiate the over $5 Billion Kelowna Accord. He later joined former AFN Grand Chief Shawn Atleo as his lead advisor. When Copenace joined the private sector with Pacific Future Energy, First Nations Drum took the opportunity for an interview. Jeffrey Copenace has a very engaging, friendly demeanour, and he understands those who sit on the other side of the negotiating table. He is clearly motivated to advance Aboriginal peoples and their rights.

Copenace (age 36) is an Ojibway born on the Onigaming First Nation (Treaty 3) in Northern Ontario. He and his family moved to nearby Kenora just after he was born. Although racial tensions in Kenora were high, his father, whom he views as a trail blazer and a role model, took on a job at the local pulp and paper mill. “My mother told me repeatedly that the education system on the reserve was failing the students, and she wanted us to have a better opportunity,” Copenace said. “They made the sacrifice to move away from their family to a town that had a difficult history in terms of race relations. I am really proud of that.”

Copenace and his older brother Darren and a younger sister Jennifer would spend their weekdays in Kenora attending school and their weekends and summers playing with cousins on their Northern Ontario First Nation, which he calls “beautiful.” He loves visiting and being with his family, including his six-year-old niece, Leah. His mother, whom he says has a big and warm heart, worked as an emergency crisis and social worker. He grew up with “dozens and dozens and dozens” of foster children in his home. “It gives you an appreciation for our young people and what they go through,” said Copenace. “To be able to achieve through struggles… People take for granted in Canada how difficult it is for First Nations children, particularly those who bounce from house to house. I have seen some great outcomes from it, but at the same time, I have also seen some difficult circumstances that they go through. I have been really blessed to have so many other children in my life.”

When Copenace was in Grade 7, his school principal Mr. Toner encouraged him to apply for the Legislative Paige Program at the Ontario Legislature. He spent two months at Queen’s Park as one of the first Aboriginal people to become a Legislative Paige. “I hated it,” Copenace stated. “I absolutely hated it. I found it really phony. There was a headline in the newspaper (The Kenora Daily Miner)—I don’t know if it was the headline or the sub-headline, but the interviewer came to meet me after I got back from my experience. The headline read ‘No Political Future for Copenace!'”

While at Carlton University, Copenace flunked out of Accounting and was told that he had to change his major. He decided to go with his best grade, which was in Political Sciences. His roommate was vice-president of the Carlton University Young Liberals and invited him to events and meetings. At his very first event, he met John Manley, Allan Rock, and Sheila Copps, and was a little star stuck “because I saw them on TV all the time—it was like Canadian Hollywood.” In 2000, he was acclaimed to the Liberal Party of Canada’s National Executive. That night, he had dinner with Prime Minister Jean Chretien and his hero Elijah Harper. “All I could think was that I was 20 years old—what I am doing here?” he recalled. “I was really passionate on behalf of my nation, my peoples.”

“Out of the blue, a year later, I get a call from (then Finance Minister) Paul Martin, asking if I would be interested in joining his office after meeting some of his staff,” said Copenace. “We met about a week later. I was honoured to serve him for five years, including his two years as Prime Minister. Sometimes, the harder you work, the luckier you get. I think that this an example of it.”

At age 21, Copenace traveled with Paul Martin across Canada. In 2003, he was part of the Prime Minister’s national campaign team. He said, “I was really fortunate to lead the team in negotiations—eighteen months of negotiations that lead to the Kelowna Accord—and I still view it as the model for negotiations: a respectful approach that indigenous communities (First Nations, Metis and Inuit) define their own priorities. We work with them (the Government doesn’t define their priorities for them) in an open and transparent manner.” Copenace explained, “We set goals, and we set milestones. In the end, after eighteen months, we came to a $5.1 Billion agreement that had a consensus of every province and territory, and five national Aboriginal organizations that included leaders from First Nations, the Metis Nation, and Inuit communities. It was really a unique moment in Canadian History and still might be one of my proudest achievements. To this day, Mr. Martin and I stay in touch. He has been an incredible mentor to me. I am appreciative that a young First Nations person would get that opportunity at the highest level. I’ll never forget it.”

Jeffrey Copenace spent four and half years as Deputy Chief of Staff to former National Grand Chief Shawn Atleo. As a new resident, Copenace states that he doesn’t have many friends in BC, and he feels that it is nice to have Mr. Atleo nearby, whom he views as a close friend. “I am very proud of those years. He (Atleo) is an incredible leader, and maybe the best public speaker I have ever seen. He is a guy with the biggest heart. I don’t necessarily think that it is conveyed in the media, but anyone who’s had the chance to spend any amount of time with him would agree with me. I’ll say, hopefully all of our leaders, not just First Nations and Indigenous, but all Canadian leaders will be like Shawn Atleo, who is incredible in terms of his integrity.”

“We spent four and a half years visiting nearly 200 First Nations across the country, coast to coast to coast, everywhere,” he continued. “When I was 16 years old, I told my religion teacher that my dream job was to travel across Canada to see all the different Nations, meet all the different elders, and learn the different teachings. For four and a half years I got to do that. There’s nothing prouder than working on the ground with your own communities. I learned so much; it was an incredibly valuable experience. I worked for government, both federal and provincial, and it gives you a new perspective to work with a First Nations organization. You learn all perspectives. It was a fantastic experience. That is something I will never forget as well.”

When asked about his new career at Pacific Future Energy in the private sector, he said, “I really believe from the bottom of my heart that Indigenous peoples have been fighting to have their rights recognized for decades, for centuries. They have been fighting on the land, and they have been fighting in the courts. They have been asserting their title. We all know the tragedies of Oka and Ipperwash where indigenous rights and title were overridden—their constitutionally protected rights. They stood and they fought for them so that future generations would have a better life. We all recognize the atrocities of the residential schools, and there are so many reasons for mistrust in this country. But I really believe that in this day and age, in 2014, we have the opportunity to really revolutionize and reconcile indigenous peoples with Canada. It’s amazing to consider that during those residential school years there was a lot of hurt and a lot of pain our people suffered, and our people still want to reconcile. It’s inspiring. Part of the reason why I joined Pacific Future Energy is because I believe industry has a role in that, and I think they can become leaders.”

“I am excited at Pacific Future Energy because our management team, our board of directors, and our advisors all share the same vision that those days of running rough-shod over First Nations’ title, over their rights, and over their land is over, and there’s a new way of doing business. I am really excited about letting communities define their own priorities and not going to them with pre-conceived or pre-determined notions of what an agreement should be.”

“I am really lucky to be invited by major academic institutions and major industry players to come and speak to their leadership and their students on how to engage with First Nations. It’s kind of surprising to me because they are all lessons you teach your children in terms of respect, in terms of fairness, and in terms of sharing. Being able to apply that to industry in a major way, hopefully, at the end of the day will provide a better future for a community we partner with. Again, taking the approach that we are only going to build our project wherever we are welcomed, and that’s unique.”

Sodexo Canada Believes In Progressive Aboriginal Relations

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At a recent gala in Vancouver, the Canadian Council for the Aboriginal Business (CCAB) celebrated the Progressive Aboriginal Relations (PAR) program, the first and only corporate responsibility assurance program in the world with an emphasis on Aboriginal relations. In 2014, the companies that have joined the PAR program has risen to 40. Companies joining PAR are given the option to commence at the committed level before certification.

Beginning in 2002, PAR has evolved into a online management and reporting program helping companies assess, plan, and develop Aboriginal goals and a certification program that confirms performance at the bronze, silver,or gold levels. Barry Telford, the new president of Sodexo Canada says Sodexo is proud of their PAR Gold certification status. “It is really a very important achievement for Sodexco as the PAR’s criteria goes hand-in-hand with Sodexo’s Quality of Life commitment to support community development and to improve the well-being as well as the performance of our partners,” Telford said. “It is important that we continue to ensure that our projects contribute to the advancement of Aboriginal People and to the economic, social, and environmental development of Aboriginal communities. This is absolutely fundamental in our approach.”

Certified companies promote their achievement with a PAR logo that signals to community market places, that they are good business partners, and are committed to prosperity in Aboriginal communities. The designation is supported by an independent, third party verification of company reports on outcomes and initiatives in the four key areas that matter most to Aboriginal communities: employment, community investment, business development, and community engagement, and a juried review by Aboriginal business people. JP Gladu, president and CEO of CCAB says he sincerely appreciates all the support Sodexo has given to CCAB over the years in their programs and events, as well as Sodexo’s efforts in advancing best practices in PAR. “There is no doubt under the new leadership of Barry Telford, Sodexo will continue to raise the bar in building Aboriginal business in Canada,” Gladu said.

Quality of life is central to the performance and growth of individuals and organizations. Working from this perspective, Sodexo has redefined how to best serve their clients complex needs. Sodexo’s clients come from a wide spectrum, which include corporate, education, healthcare, remotes sites, senior living, and sports and leisure segments. For the past 40 years, Sodexo Canada has been recognized as a strategic partner for clients. Sodexo is a market leader in Canada in terms of revenue and consumers served and has been recognized as a top employer for the past three consecutive years.

The key figures for Sodexo Canada is that they have 10,000 employees, and 1 million consumers served daily. Telford says, “Building partnerships with Aboriginal organizations and communities is tremendously important to Sodexo Canada. Those relationships are critical to our growth strategy and ongoing success. As a result, we invest significant resources to building and managing those relationships, including investing in our Aboriginal employees to ensure they grow and prosper within Sodexo.”

Sodexo has developed Aboriginal support roles within the company as well as an Aboriginal Employee Resource Group (NAAC) that provides cultural awareness training at their remote sites. Telford talked about some of the upcoming PAR initiatives. “In my new role as President of Sodexo, although you may not consider it new, but I want to bring a tremendous amount of support to some of the new initiatives that we introduced recently to ensure that the intended potential is realized. This would include a partnership with OneXOne that supports selected Aboriginal communities through a breakfast program in Quebec. We also provide scholarship support through the Foundation for Advancement of Aboriginal Youth (FAAY), and we have just introduced a new scholarship at Bow Valley College in Calgary specific to Aboriginal Addictions. These are important initiatives for us that I believe will have some very positive impacts.”

At the Vancouver Gala, CCAB awarded Mary Simon the 2014 Award of Excellence in Aboriginal relations. As Canada’s first Ambassador for Circumpolar Affairs, a lead negotiator for the creation of the Arctic Council, and former Canadian Ambassador to Denmark, Ms. Simon’s leadership is international in scope with northern interests at the heart of her extraordinary career. Telford says he’s impressed with the quality of what he sees in Canada’s Aboriginal business community. “At the last CCAB gala in Vancouver, I met some very strong and vibrant business leaders from a variety of Aboriginal communities. I was struck by their commitment and passion for what they were doing, as well as the plans they had for the future. Strong leadership can move businesses a long way. This may be another area where Sodexo can be of support as we continue to develop our relationship with selected Aboriginal businesses who become our suppliers. I strongly believe the future is very bright.”

JP Gladu shared his thoughts on the the current success of Aboriginal business.“The trajectory of Aboriginal business is substantial. Companies that are able to develop relationships with Aboriginal businesses and communities will see significant dividends for both the corporate sector and the communities they have partnered with.”

To find out more on current research on the state of Aboriginal business in Canada go to: https://www.ccab.com/research

A New Way of Doing Business with First Nations: Interview with Jeffrey Copenace

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Pacific Future Energy’s commitment to build and operate the world’s greenest refinery on British Columbia’s north coast is motivated by their belief that it is in Canada’s national strategic interest to gain access to international markets for Alberta’s oil, especially the fast growing Asian markets. They are firm in their beliefs it shouldn’t be done at the sacrifice of BC’s coast or broader environment, and that it must be done in full partnership with First Nations. In regards to building those partnerships with First Nations, their beliefs attracted Jeffrey Copenace to join their team as the Senior Vice-President of Indigenous Partnership.

Jeffrey Copenance has had a career promoting and serving the needs of Aboriginal peoples throughout Canada as public servant, including a job as the lead negotiator and advisor to Prime Minister Paul Martin, during the 18 months that it took to negotiate the over $5 Billion Kelowna Accord. He later joined former AFN Grand Chief Shawn Atleo as his lead advisor. So, when Copenace joined the private sector with Pacific Future Energy, First Nations Drum took notice. I had the opportunity to sit with him for a one on one interview.

The first thing I noticed was that he was very tall and had a very friendly demeanor. He has a very nice charm to him that is very engaging, yet somewhat relaxing at the same time. I could tell that he has an understanding of those who sit on the other side of the negotiating table. He is genuinely a good man and he is clearly motivated to advance Aboriginal peoples and their rights.

Jeffrey-Copenace

Copenace, who is 36 years old, is an Ojibway born on the Onigaming First Nation (Treaty 3) in Northern Ontario. He and his family moved not too far away to Kenora just after he was born. Although racial tensions in Kenora were high, his father, who he views as a trail blazer and a role model, took on a job at the local pulp and paper mill. “My mother told me repeatedly that the education system on the reserve was failing the students, and she wanted us to have a better opportunity,” he said. “They made the sacrifice to move away from their family to a town that had a difficult history in terms of race relations. I am really proud of that.”

Copenace grew up with an older brother, Darren, and a younger sister, Jennifer. They would spend their weekdays in Kenora going to school and their weekends and summers playing with cousins on their Northern Ontario First Nation, which he calls “beautiful”. There is nothing he loves more than visiting and being with his family, including his six year old niece, Leah. His mother, who he says has a big and warm heart, worked as an emergency crisis and social worker. He grew up with “dozens and dozens and dozens” of foster children in his home. “It gives you an appreciation for our young people and what they go through,” said Copenace. “To be able to achieve through struggles…People take for granted in Canada how difficult it is for First Nations children, particularly those who bounce from house to house. I have seen some great outcomes from it, but, at the same time I have also seen some difficult circumstances that they go through. I have been really blessed to have so many other children in my life.”

We moved on to talk about how he got started and involved in politics. While in Grade 7, his school principal, Mr. Toner, encouraged him to apply for the Legislative Paige Program at the Ontario Legislature. He spent two months at Queen’s Park as one of the first Aboriginal people to become a Legislative Paige. “I hated it,” Copenace stated. “I absolutely hated it. I found it really phony. There was a headline in the newspaper (The Kenora Daily Miner). I don’t know if it was the headline or the sub-headline, but, the interviewer came to meet me after I got back from my experience. The headline read ‘No Political Future for Copenace!’ “While at Carlton University, Copenace flunked out of Accounting and was told that he had to change his major. He decided to go with his best grade, which was Political Sciences. His room-mate was a vice-president of the Carlton University Young Liberals, and invited him to events and meetings. At his very first event he met John Manley, Allan Rock and Sheila Copps and was a little star stuck. “Because, I saw them on TV all the time-it was like Canadian Hollywood.” In 2000, he was acclaimed to the Liberal Party of Canada’s National Executive. That night he had dinner with Prime Minister Jean Chretien and his hero, Elijah Harper. “All I could think was that I was 20 years old-what I am doing here?”, he said while reminiscing of that night. “I was really passionate on behalf of my nation, my peoples.”

“Out of the blue, a year later, I get a call from (then Finance Minister) Paul Martin, asking if I would be interested in joining his office after meeting some of his staff,” said Copenace about his job offer with the former Prime Minister. “We met about a week later. I was honoured to serve him for five years, including his two years as Prime Minister. Sometimes, the harder you work the luckier you get. I think that this an example of it.”

At age 21, Copenace traveled with Paul Martin across Canada. In 2003, he was part of the Prime Minister’s national campaign team. When asked about his two years working for Paul Martin the Prime Minister he said, “I was really really fortunate to lead the team in negotiations; eighteen months of negotiations that lead to the Kelowna Accord. And I still view it as the model for negotiations. A respectful approach that Indigenous communities, (First Nations, Metis and Inuit), define their own priorities. We work with them, (the Government doesn’t define their priorities for them), in an open and transparent manner.”

Copenace continued on to explain the process. “We set goals and we set milestones. In the end, after eighteen months, we came to a $5.1 Billion agreement that had a consensus of every Province and Territory, and five national Aboriginal organizations that included leaders from First Nations, the Metis Nation and Inuit communities. It was really a unique moment in Canadian History, and still might be one of my proudest achievements. To this day Mr. Martin and I stay in touch. He has been an incredible mentor to me. I am appreciative that a young First Nations person would get that opportunity at the highest level. I’ll never forget it.”

When I asked him about anything interesting that he would like to share about the Prime Minister, he said “he’s not a bad golfer,” sharing a good laugh knowing what I was after.

Jeffrey Copenace spent four and half years as Deputy Chief of Staff to former National Grand Chief Shawn Atleo. As a new resident, Copenace states that he doesn’t have many friends in BC and he feels that it is nice to have Mr. Atleo nearby, who he views as a close friend. “I am very proud of those years. He (Atleo) is an incredible leader, maybe the best public speaker I have ever seen. He is a guy with the biggest heart. I don’t necessarily think that it is conveyed in the media, but for anyone who’s had the chance to spend any amount of time with him would agree with me. I’ll say, hopefully all of our leaders, not just First Nations and Indigenous, but all Canadian leaders will be like Shawn Atleo, who is incredible in terms of his integrity.”

“We spent four and a half years visiting nearly 200 First Nations across the country, coast to coast to coast, everywhere,” he continued. “When I was 16 years old I told my religion teacher that my dream job was to travel across Canada to see all the different Nations, meet all the different elders and learn the different teachings. For four and a half years I got to do that. There’s nothing prouder than working on the ground with your own communities. I learned so much, it was an incredibly valuable experience. I worked for government, both Federal and Provincial, and it gives you a new perspective to work with a First Nations organization. You learn all perspectives. It was a fantastic experience. That is something I will never forget as well.”

When asked about his new career at Pacific Future Energy, why he chose this position as his first in the private sector, he said, “I really believe from the bottom of my heart that Indigenous peoples have been fighting to have their rights recognised for decades; for centuries. They have been fighting on the land and they have been fighting in the courts. They have been asserting their title. We all know the tragedies of Oka and Ipperwash where Indigenous rights and title were overridden, their constitutionally protected rights. They stood and they fought for them so that future generations would have a better life. We all recognise the atrocities of the residential schools, and there are so many reasons for mistrust in this country. But, I really believe that in this day and age, in 2014, we have the opportunity to really revolutionize and reconcile Indigenous peoples with Canada. It’s amazing to consider that during those residential school years there was a lot of hurt and a lot of pain our people suffered, and our people still want to reconcile. It’s inspiring. Part of the reason why I joined Pacific Future Energy is because I believe industry has a role in that and I think they can become leaders.”

“I am excited at Pacific Future Energy because our management team, our board of directors, and our advisors all share the same vision that those days of running rough-shot over First Nations’ title, over their rights and over their land is over, and there’s a new way of doing business. I am really excited about that. Letting communities define their own priorities and not going to them with pre-conceived or pre-determined notions of what an agreement should be.”

“I am really lucky to be invited by major academic institutions and major industry players to come and speak to their leadership and their students on how to engage with First Nations. It’s kind of surprising to me because they are all lessons you teach your children in terms of respect, in terms of fairness and in terms of sharing. Being able to apply that to industry in a major way, hopefully, at the end of the day will provide a better future for a community we partner with. Again, taking the approach that we are only going to build our project wherever we are welcomed, and that’s unique.”

Mother’s Passing Gives Life To Unique Casket Business

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cedarcreekcaskets

While helping with his mother’s funeral arrangements some six years ago, Snuneymuxw entrepreneur Tom Simpson wanted to find a way to acknowledge and honour her passing with a casket that would reflect her aboriginal heritage.

Much to his surprise, he could find no one who built an indigenous product of that nature to lay his beloved mother to rest. So Simpson set out on his own, slowly teaching himself to cut and carve salvaged western red cedar in the workshop of his Nanaimo home. He learned to transform the salvaged wood into custom-made Aboriginal caskets that could be painted and carved by First Nations artists in the traditions of the deceased.

Today, Simpson’s home-based business Cedar Creek Caskets is thriving, with people calling from all over Vancouver Island, the north coast, and lower mainland. In a typical year, Simpson and his one helper build and sell 70 to 80 caskets at a cost of about $13,000 per unit. “It’s been largely by word of mouth. It’s an eco-friendly product. There’s no decorative metal or chemicals. From an eco-perspective, it’s not necessary. I use natural oils,” says Simpson.

Simpson says a growing number of non-Native people are attracted to his eco-friendly caskets. “It’s a growing part of my little company. More and more non-Native families are choosing it for that reason,” he said.

Check out Cedar Creek Caskets at ccreek.ca.

AltaGas Gives $500,000 To First Nations Entrepreneurs

Posted by on . -- BUSINESS, NEWS

First Nations business has taken giant steps in the last 15 years, Native entrepreneurs such as Clarence Louie and David Tuccaro have shown the business acumen to turn investments into successful projects. They and leaders like them have made the most of what opportunity prevailed and are inspiring a new generation of First Nations entrepreneurs. An interest free $500,000 loan has been given to the Indian Business Corporation from AltaGas to fund First Nations business projects.

It is the first time a company from the private sector has donated such a generous sum of money strictly for Native entrepreneurs, and it was the brainchild of AltaGas CEO David Cornhill. “I know firsthand how important it was to have financial support when we started AltaGas twenty years ago, and we wanted to be able to do the same, but specifically for First Nations entrepreneurs.” AltaGas started with $37,000 in funding, and now they are worth $10 billion.

The Indian Business Corporation (IBC) was founded in 1987 and has supported 2,500 Native businesses with loans totalling $70,000,000. The funding from AltaGas will boost IBC’s capacity to finance viable First Nations entrepreneurs in Alberta, as demand for IBC’s lending service outstrips its capital. The General Manager of IBC Rob Rollingson understands that lack of access to capital can be a challenge for First Nation people when starting a business. “We know this kind of of investment helps companies deepen their community relationships, while increasing individual self-sufficiency, and will create positive social outcomes. This contribution demonstrated that AltaGas is a leader and social innovator in advancing opportunities for First Nations entrepreneurs.”

The objective of this agreement is to develop long-term relationships and to provide sustainable benefits to the First Nation communities in which AltaGas operates. Together AltaGas and IBC have developed the AltaGas First Nations Development Fund to support the creation and growth of sources of revenue for First Nations communities. “We are really proud to be affiliated with AltaGas,” IBC’s Rollingson stated gratefully. “From the very beginning of our conversations with AltaGas, they’ve been trailblazers. Mr Cornhill is so socially innovative, and they recognized what IBC does and some of the outcomes that we can achieve.”

AltaGas has made a remarkable contribution, and they are hoping more companies follow their example and invest in First Nations entrepreneurs and businesses. Neil Mackie the Manager of Government Affairs for AltaGas stated that they are considering doing the same thing in British Columbia. Another major boost for First Nations entrepreneurs. “AltaGas is always seeking new opportunities to create sustainable social value,” David Cornhill said, and he has already shown that he is someone who backs up his promises and believes in the future of First Nations.