August 20180170 Laurier Ave. W. Suite 604
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CENTRE FOR
THE STUDY OF
LIVING
STANDARDS

Indigenous Recruitment, Retention and Community
Outreach in the Canadian Natural Resource Sector

Final Report
Prepared by Nicole Johnston and James Ashwell
CSLS Research Report 2018-01
August 10, 2018

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Indigenous Recruitment, Retention andCommunity Outreach in the CanadianResource Sector
Abstract
The objective of this report is to highlight best practices for resource industry
engagement with Indigenous stakeholder communities. This report reviews relevant
literature and draws on successful examples of community engagement to provide
information on best practices for recruitment and retention of Indigenous workers, as well
as for creating partnerships in health, education and culture. In general, respecting
cultural differences and consulting closely with local communities to understand their
particular history, culture, needs and goals will help to build lasting and mutually
beneficial relationships between resource companies and Indigenous communities.

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Indigenous Recruitment, Retention andCommunity Outreach in the CanadianResource Sector
Table of Contents
Abstract ............................................................................................................................. 1
Executive Summary ........................................................................................................ 4
I. Introduction ................................................................................................................... 10
II. Social/Historical Context ............................................................................................. 12
A. Indian Act ................................................................................................................. 12
B. Residential Schools................................................................................................... 13
C. Sixties Scoop ............................................................................................................ 14
D. The Contemporary Context of Indigenous Issues .................................................... 14
III. Recruitment and Retention of Indigenous Employees in the Resource Industry ....... 15
A. Legal Provisions for Indigenous Recruitment .......................................................... 16
i. Impact and Benefit Agreements and Preferential Hiring ....................................... 16
B. Job Characteristics Desired by Indigenous Job-Seekers .......................................... 17
i. Aligning job characteristics with those sought by Indigenous job-seekers............ 17
ii. Case Study in Catering to Job Characteristics Desired by Indigenous People ..... 19
C. Relocation and Commuting ...................................................................................... 19
i. Relocation as a Barrier to Employment ................................................................. 19
ii. Best Practices in Recruitment and Retention based on Relocation ....................... 20
D. Changes to Company Culture................................................................................... 21
i. Common Problems in Company Culture ............................................................... 21
ii. Best Practices in Creating a Workplace Culture Welcoming of Indigenous People................................................................................................................................... 22
E. Building Community Networks ................................................................................ 23
i. Benefits to Building Networks ............................................................................... 24
ii. Methods in Network Building ............................................................................... 24
iii. Maintaining Networks .......................................................................................... 25
iv. Case Study in Network Building .......................................................................... 25
F. Indigenous Recruitment Beyond the Network .......................................................... 26
i. Methods of Indigenous Recruitment ...................................................................... 26
ii. Case Studies in Indigenous Recruitment ............................................................... 27
iii. Indirect Participation and Procurement ................................................................ 28
G. Applications and Interviews ..................................................................................... 28
i. Applications............................................................................................................ 28
ii. Interviews .............................................................................................................. 30
IV. Indigenous Community Outreach Opportunities in the Resource Industry................ 32
A. Opportunities for Relationships in Health ................................................................ 32
B. Opportunities for Relationships in Education .......................................................... 33

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i. Barriers to Indigenous Education ........................................................................... 33
ii. Enhancing Educational Resources ........................................................................ 34
iii. Recognizing Educational Achievement ............................................................... 34
iv. Supporting Post-Secondary Research .................................................................. 35
v. Promoting Skills Training ..................................................................................... 36
C. Opportunities for Relationships in Culture ............................................................... 36
i. Promoting Indigenous Culture in the Workplace ................................................... 36
ii. Promoting Indigenous Culture in the Community ................................................ 38
V. Conclusion ................................................................................................................... 39
VI. Further Directions for Engagement ............................................................................ 40
References ......................................................................................................................... 42

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Indigenous Recruitment, Retention andCommunity Outreach in the CanadianResource Sector
Executive Summary
Constructive engagement with stakeholder communities is becoming an increasingly
important element of the business operations of resource companies. Lack of a social
license to operate can cause economic as well as social damages to corporations andcommunities. The objective of this report is to highlight best practices and examples ofresource industry relationships with Indigenous stakeholders in Canada. This report first
briefly describes the historical and contemporary context of Indigenous peoples in
Canada. It then describes best practices for the recruitment and retention of Indigenous
workers and examples of resource industry leaders in this area. The third section of thisreport showcases successful community outreach by resource companies in the realms ofhealth, education and culture.
Historical perspective and current situation
Indigenous peoples in Canada have experienced a long history of persecution andoppression, which has manifested in the residential school system, the “Sixties Scoop”
policies, and ongoing problems including the large numbers of missing and murderedwomen and girls. Ongoing experiences of racism and intergenerational trauma havecreated a context which must be taken into account when devising policies relating to
Indigenous peoples, including a knowledge of what each community has specificallydealt with.
Indigenous populations in Canada exhibit certain general characteristics in terms of
employment:•••

Significantly above average unemployment rates
Below average labour force participation rates
Lower average wages

Indigenous communities generally face significant barriers to employment and education,
including:

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•
•
•

Geographic isolation
Historical and ongoing discrimination
Lower overall socio-economic status

Resource companies have increasingly made commitments to engaging moreconstructively with Indigenous communities. For example, Rio Tinto has committed toworking with Indigenous partners in long-term relationships based on respect, and toensuring that Rio Tinto resource development is beneficial for Indigenous communities.
Strategies for Recruitment and Retention
Recruitment and retention practices are complementary and mutually reinforcing. This isbecause a company with good retention of Indigenous workers can gain a reputation andbecome integrated with Indigenous networks, which can lead to greater Indigenous
recruitment. Furthermore, retention can not take place if recruitment is not successful.
Impact and Benefit Agreements (IBAs) between resource companies and Indigenous
communities are legal agreements which lay out the commitments of the company to thecommunity, so that both may benefit from their relationship. These agreements areimportant for creating a lasting relationship between industry and communities, because
they formalize a commitment to sharing in the benefits of resource development. Many
IBAs contain provisions for preferential hiring and preferential contracting policies that
increase opportunities for Indigenous workers and businesses.
Indigenous people will seek out work opportunities according to their individual
preferences, but some workplace characteristics may be generally more appealing to
Indigenous workers. Characteristics of workplaces generally conducive to the recruitment
and retention of Indigenous workers include:•••

Scheduling flexibility
Cultural inclusivity
A supportive team environment

Due to large distances and lack of road access to many Indigenous communities,
relocation to work sites may be the only feasible option for Indigenous workers seeking
work with resource companies. Relocation may be made easier for Indigenous workers
by:• Allowing for cultural accommodations at work sites and housing facilities, suchas allowing smudging (ceremonial burning of herbs)

6•Creating flexible work arrangements such as a two-weeks-on two-weeks-offmodel, allowing return to home communities for longer periods

Company culture can play an important role in encouraging or deterring Indigenous
people from working with an employer. Many non-Indigenous Canadians lackknowledge of Indigenous history and culture, and resulting stereotyping and racism
towards Indigenous workers can create a hostile work environment for Indigenous
workers. Company cultures can become more welcoming for Indigenous workers by:•••

Increasing knowledge of Indigenous cultures and history among non-Indigenous
workers
Increasing awareness of personal biases and stereotypes among non-Indigenous
workers
Promoting positive narratives of Indigenous agency and achievement

These strategies are best implemented in partnership with local Indigenous organizations
to ensure accuracy and relevance of information.
The creation and public release of a formal corporate vision statement on the recruitment
and retention of Indigenous workers is an important step in building a workforce which isinclusive for Indigenous workers. Appointing a senior executive to act as a sponsor or
representative of this initiative will help ensure that it is taken seriously. A clear plan toachieve the vision statement and a system for monitoring progress on Indigenous
employment are essential next steps for the increase of Indigenous representation in aresource company’s workforce.
Implementing mentoring programs which pair new Indigenous employees with moreexperienced Indigenous workers can help new workers navigate cultural differences andbecome more aware of resources and opportunities available to them.
Integration of resource companies with local Indigenous networks is an essential part ofbuilding a recruitment strategy for local Indigenous workers. Best practices for building acommunity network include:•••

Establishing a designated Indigenous Community Liaison role
Understanding the needs and goals of the community through consultations
Engaging with the community in non-corporate settings, as by sponsoring sports
teams and attending community events.

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Beyond integration with local Indigenous networks, other methods of recruiting
Indigenous workers include:•••

Collaborations with employment websites dedicated to providing information on
job opportunities for Indigenous people
Partnerships with educational institutions (including co-op or internshipprograms)
Advertising with Indigenous media

Best Practices for the Application and Hiring Process
The relationship with a potential Indigenous worker begins when applications arereceived, and the treatment of applicants throughout the recruitment process caninfluence their willingness to stay with the company or to re-apply for a position if
necessary. As such, a culturally sensitive and respectful treatment of job applicants canbe especially important in encouraging Indigenous workers to re-apply or remain with anorganization.
When evaluating applications from Indigenous job-seekers, it is important that theapplicant’s experiences be comprehensively assessed, meaning that professional and nonprofessional experiences be considered in their cultural context, and that systemic barriers
to obtaining education and work experience, such as the remoteness of reserves, be taken
into account.
Interviewers of Indigenous job applicants should be familiar with the relevant culturaland historical context of the person applying, and they should be able to identify cultural
bias in themselves. The following is a sample of cultural differences that can occur withapplicants from Indigenous communities:•••

A greater emphasis on silence in conversation
Different norms surrounding body language including handshaking
Greater valuation of group achievements

However, Indigenous communities are tremendously diverse and, as in every population,individuals within each community may vary greatly.
The legal framework for employment equity in Canada is such that special measures in
the hiring process, including preferential hiring, are permissible in certain circumstances.
Such practices have been implemented successfully for Indigenous workers by certain
firms in the resource industry, often as part of Impact-Benefit Agreements.

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Community Outreach in Health, Education and Culture
The health-related role of corporate partners should not necessarily be limited to support
for the healthcare system, but also environmental responsibility. Healthcare initiatives
may include provision of supplemental funding for health facilities or for post-secondary
Indigenous health research. Funding such projects should be done carefully in order torespect governmental jurisdiction and academic independence.
The environmental impacts of resource industries often affect the physical health of
employees and local residents. This is especially true for Indigenous communities which
value their environment as part of their well-being. As a result,the implementation ofrobust environmental monitoring and protection in resource projects is an importantelement of corporate-Indigenous engagement in health.
In the realm of education, three main opportunities for engagement between Indigenous
stakeholders and resource companies are identified:•••

Providing funding for literacy resources and programs through libraries and othercommunity partners
Enabling Indigenous students to obtain skills training and post-secondary
education through scholarship programs, apprenticeships, and partnerships with
post-secondary institutions
Providing funding for university research on Indigenous issues

Cultural preservation and promotion are priorities for Indigenous communities. Resourcecompanies can support these aims by promoting Indigenous culture in their companies
and in the wider communities. Within resource companies, Indigenous culture can bepromoted in the following ways:••

Training non-Indigenous managers and employees in cultural competency, which
entails learning about Indigenous cultures and history, understanding bias, anddeveloping inter-cultural skills
Enabling Indigenous workers to practice cultural activities at the worksite or at
employer-provided housing facilities

In the broader community, two categories of initiatives that help perpetuate traditional
knowledge and culture are the following:

9••

Financial support for on-the-land programming which reconnects youth with their
outdoor cultural traditions
Financial support for Indigenous language preservation through community
programs and at universities

Conclusions and Directions for Future Engagement
The overarching conclusion of this report is that an attitude of respect from resourcecompanies towards Indigenous communities is necessary for the success of industryIndigenous relationships. This respect must first be shown through an interest on the partof resource companies in truly understanding the unique history, culture, needs and goalsof each Indigenous group that it engages with. Only with this understanding and a strong
ongoing relationship with Indigenous communities can resource companies tailor their
recruitment, retention, and outreach strategies to successfully engage with the Indigenous
stakeholders of a project.
An important next step for resource companies going forward is to consult closely with
relevant Indigenous communities to understand their subjective experiences with theresource industry, and to recognize their needs and goals.
An exploration of the opportunities to increase Indigenous economic autonomy is anotherpromising area to be explored. Best practices for supporting Indigenous business throughprocurement policy, greater Indigenous access to capital, and increased Indigenous
entrepreneurship are some areas in which best practices have already been observed.
A deeper investigation of environmental best practices could also provide valuable
insights for avoiding conflict on this common point of friction between resourcecompanies and Indigenous communities going forward.

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Indigenous Recruitment, Retention andCommunity Outreach in the Canadian Resource
Sector1
I. Introduction
In the natural resource sector, economic, environmental and social impacts on local
communities have led to an increasing emphasis on corporate social responsibility andengagement with these communities. In particular, Indigenous communities are often among themost closely affected by resource development, and the creation of positive and lasting
relationships with them is an important part of corporate social responsibility. The objective of
this report is to provide a summary of industry best practices and highlight key examples incommunity engagement. First, this report draws attention to the historical context of Indigenous
communities in Canada. Second, best practices for recruitment and retention of Indigenous
workers are identified. Third, successful models of community partnerships in health, education,and culture are highlighted.
With operations from coast to coast, Rio Tinto is one of the most important resourcecompanies in Canada. Rio Tinto runs some of their Canadian operation directly, and others are
owned through subsidiaries and in partnership with other firms. With smelters in Alma,
Saguenay, Sept-Iles and Kitimat, Rio Tinto is a major player in the Canadian aluminum industry
across the country. With iron ore operations in Labrador and majority ownership of Diavik
Diamond Mine in the Northwest Territories, Rio Tinto also plays a large role as an employer in
Canada’s North. In addition, numerous hydro-electric plants, refining facilities and a port are allimportant parts of Rio Tinto’s Canadian operations.
A publicly held corporation, Rio Tinto’s natural focus has historically been on
maximizing shareholder value. However, attention has increasingly been paid to corporate social
responsibility and the relationships between the company and local stakeholders. Many now see
obtaining a social license to operate as essential for ensuring the long-term profitability ofresource projects (Bursey, 2015)2. Of particular interest to resource companies operating in
Canada are the relationships between resource companies and Indigenous communities.
Understanding how best to build relationships with these communities and obtain social license
1 Report prepared by Nicole Johnston and James Ashwell under the supervision of CSLS Executive Director Andrew Sharpe. The

CSLS thanks Rio Tinto for their financial support.
2 For a more detailed overview of social license to operate, see the Business Council of British Columbia’s environment andenergy bulletin on the topic at http://www.bcbc.com/content/1708/EEBv7n2.pdf

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to operate are important goals for resource companies going forward. A number of documents
and public commitments by Rio Tinto and others can guide a discussion of the objectives andobligations of resource companies as they seek to work more effectively with Indigenous
communities.
Globally, Rio Tinto is guided by the principles and values expressed in the policy
framework document The Way We Work: safety, teamwork, respect, integrity and excellence. In
applying these values, the company has committed to valuing the well-being of communities,
workers, and contractors above all else, and to working transparently and respectfully withstakeholders to achieve success (Rio Tinto, 2017).
As a member of the International Council on Mining and Minerals, Rio Tinto has made anumber of commitments with regards to corporate social responsibility. Specifically, through the
ICCM Indigenous peoples and mining position statement, Rio Tinto has agreed to respect therights of Indigenous peoples and recognize the unique connections many Indigenous
communities have with the land (ICCM, 2013).
This commitment is also reiterated in Rio Tinto’s corporate document Why Human Rights
Matter (Rio Tinto, 2013) which affirms their support for human rights consistent with the
Universal Declaration of Human Rights, the UN Guiding Principles on Business and Human
Rights, and the OECD Guidelines for Multinational Enterprises. In addition:
Rio Tinto seeks to operate in a manner consistent with the United Nations Declaration on
the Rights of Indigenous Peoples (UNDRIP). In particular, we strive to achieve the Free,
Prior and Informed Consent (FPIC) of affected Indigenous communities as defined inInternational Finance Corporation Performance Standard 7 (IFC PS 7) and its supporting
guidance (Rio Tinto, 2013).
The performance standard mentioned above dictates that free, prior and informed consent “builds
on and expands the process of informed consultation and participation... and will be establishedthrough good faith negotiation” (World Bank International Finance Corporation, 2012).
In developing a specific policy with regards to Indigenous rights in Canada, Rio Tinto has
elaborated on their approach through the Statement of Commitment for Indigenous Peoples (Rio
Tinto, n.d.). In this document, Rio Tinto commits to working with Indigenous partners in longterm relationships based on respect, and they commit to ensuring that Rio Tinto resource
development is beneficial for Indigenous communities. In accordance with the rights ofIndigenous peoples as described above, Rio Tinto focuses their engagement on four areas:
education and skills training, culture, economic development, and environmental stewardship.

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Thus far, Rio Tinto has made significant strides in implementing the above commitments.
At the Diavik Diamond Mine, Indigenous training and employment opportunities are among thebest in the industry, and cultural promotion efforts have helped preserve Indigenous traditions.
Furthermore, in 2015 Rio Tinto announced a partnership with the federal government of Canada
and Indigenous education organization Indspire to launch a Rio Tinto Award for Indigenous
Students, a significant step towards boosting Indigenous academic achievement.

Nonetheless, there are lessons to be learned from other industry leaders in community
engagement. For example, by implementing preferential hiring practices and creating a culturally
welcoming workplace, the Raglan Mine operation in Quebec has led the way in Indigenous
recruitment and retention. In the realm of community outreach, Victoria Gold Corp has
spearheaded a collaborative approach, working closely with local governments in the Yukon toestablish a mutually beneficial agreement that meet the specific needs and goals of thecommunity.
This report will describe these and many other industry-leading examples, along with bestpractices for community engagement through employment, health, education, and culture.

II. Social/Historical Context
Indigenous communities in Canada have long faced discrimination, both institutionalized
through discriminatory policies and more informally through racial bias. In order to fully
understand the barriers to education and employment encountered by Canada’s Indigenous
population, these contextual factors must be taken into account. By learning about this complex
history, employers can better understand the context in which they are working and ensure thatthey are making decisions based on facts, rather than assumptions (Eco Canada, 2010:9). Below,
a few of the most prominent historical obstacles that have faced Indigenous populations in
Canada are briefly outlined. This list is not comprehensive and it does not include the ways inwhich individual communities were affected. Rather, it should serve as a point of reference when
understanding individual community histories.

A. Indian Act
First introduced in 1876, the Indian Act was created as the principal statute for
Indigenous affairs in Canada. Through this statute, the government could determine andadminister Indian status, and manage other elements of Indigenous life such as local
governments, reserve lands and administration of federal benefits (Henderson, 2017). It should
be noted that the Act applies only to First Nations peoples. Since its inception, the Act has beenhighly problematic and has been the cause of widespread trauma and human rights. The first

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version of the act worked to replace local governance structure, introduced official residential
schools, banned religious ceremonies, and sought overall to assimilate Indigenous people to themajority culture. While consultations helped lead to the amending of the Act in 1951 to remove
some of the discrimination and reinstated some of the outlawed religious ceremonies, theamendments also included additions that targeted Indigenous women. Many of these
discriminating amendments were taken out in 1985, but the Act still constrains the activity ofFirst Nations people (Henderson, 2017).

B. Residential Schools
Developed in partnership between Christian churches and the Canadian government,
residential schools were government-sponsored religious schools with the goal of assimilating
Indigenous children into Euro-Canadian culture. Residential schools are now recognized to havecaused a variety of social woes by separating children from their families and communities.
Moreover, former students have documented serious complaints about their living conditions,severe isolation, excessive punishment, and physical and sexual abuse. Children were also notallowed to speak their maternal language, and suffered a loss of culture (Miller, 2017). The lastresidential school was closed in 1996, but the legacy of residential schools is still felt in many
communities. Following an apology from then Prime Minister Stephen Harper, the Indian
Residential Schools Settlement Agreement came into effect in 2007. This agreement provided
compensation for some former residential school students, and was implemented after former
students pressed for recognition and restitution (Miller, 2017).
As a part of the Indian Residential Schools Settlement Agreement, a Truth andReconciliation Commission of Canada was launched in 2008. This commission was created to
guide Canadians through understanding the residential school system while creating an actionplan for lasting reconciliation moving forward. The final report, released in 2015, Honouring theTruth, Reconciling for the Future, seeks to document and understand the experiences of theresidential school survivors who participated in the commission (Truth and Reconciliation
Commission, 2015). The report also includes 94 recommendations for governments and othersocial actors, including a recommendation directed explicitly at corporations:
92. We call upon the corporate sector in Canada to adopt the United Nations Declarationon the Rights of Indigenous Peoples as a reconciliation framework and to apply its
principles, norms, and standards to corporate policy and core operational activities
involving Indigenous peoples and their lands and resources. This would include, but not
be limited to, the following:i. Commit to meaningful consultation, building respectful relationships, andobtaining the free, prior, and informed consent of Indigenous peoples before
proceeding with economic development projects

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ii. Ensure that Aboriginal peoples have equitable access to jobs, training, andeducation opportunities in the corporate sector, and that Aboriginal communities
gain long-term sustainable benefits from economic development projects.
iii. Provide education for management and staff on the history of Aboriginal
peoples, including the history and legacy of residential schools, the United Nations
Declaration on the Rights of Indigenous Peoples, Treaties and Aboriginal rights,
Indigenous law, and Aboriginal–Crown relations. This will require skills based
training in intercultural competency, conflict resolution, human rights, and antiracism. (Truth and Reconciliation Commission, 2015)
The Commission’s report is one of the most significant documents informing discussion around
Indigenous issues today. Its recommendations inform corporate engagement policies ofresource companies, and they are an important source for the recommendations in this report.

C. Sixties Scoop
Taking place broadly between 1950s and 1980s, the “Sixties Scoop” refers to a number ofprograms resulting in the mass apprehension of Indigenous children into Child Welfare Systems
across Canada. These children were largely taken from their communities and families, without
the consent of their parents or bands, and then adopted into predominantly non-Indigenous
families across the country. Researchers attribute this large-scale apprehension to a desire to
assimilate Indigenous cultures and communities. These Indigenous adoptees have since faced
loss of culture, along with emotional trauma. Some have also reported sexual, physical and otherabuses (Sinclair & Dinard, 2017).
One example of a Sixties Scoop program was the Adopt Indian and Métis Project thattook place in Saskatchewan from 1967 to 1969. The government-funded program worked toincrease adoptions of the over-represented Indigenous population in Saskatchewan’s childwelfare system through direct advertisement. Specifically, the focus was on transracial adoptions
to increase the number of Indigenous children adopted into non-Indigenous homes (Steveson,2017).
It should also be noted that Indigenous children are still taken into child welfare systems
at very high rates. Research from Statistics Canada in 2016 showed that Indigenous children
accounted for over half of children under the age of 14 in foster care, despite accounting for only
8 per cent of that age group, nationally. These children, too, have been cut off from their family
and culture (The Current, 2018).

D. The Contemporary Context of Indigenous Issues

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Indigenous people are disproportionately likely to be victims of violent crime in Canada(Grant, 2016). In particular, the number of missing and murdered Indigenous women and girls(MMIWG) has been a cause of major concern. In response to pressure from civil society groups,
in December 2015 the Government of Canada announced a National Public Inquiry into the caseof MMIWG in Canada. This inquiry is tasked with investigating the systemic causes of violenceagainst Indigenous women and girls. In late 2015, the government began a pre-inquiry to allow
stakeholders to determine the structure of the inquiry, and the final report was scheduled to bereleased in late 2018. However, the Inquiry has recently asked for a two-year extension, and as ofthis writing a response from the government with regards to that deadline has not been released(Brant, 2017; Hoole, 2018).
It is important to remember the ways in which Canada’s past treatment of its Indigenous
population continues to affect many aspects of Indigenous life in Canada through the concept ofintergenerational trauma. As demonstrated, Canada’s Indigenous populations have sufferedgenerations of trauma from policies aimed at the erasure of their culture and the absorption into
the Western culture (Aguiar & Halseth, 2015:7). Policies, such as those which created residential
schools, have undermined Indigenous well-being, altered family structure, disrupted community
life, and weakened a sense of identity. Indeed, through psychological, physiological and social
processes, this history of trauma has led to a number of social issues that continue to affectaccess to education and employability. Specifically, intergenerational trauma has led to higher
rates of family violence; sexual, physical and emotion abuse; substance abuse, Fetal Alcohol
Syndrome Disorder, mental health issues, and poorer physical health (National Collaborating
Centre for Aborigial Health, 2017:7).
Throughout history, Indigenous communities have shown tremendous resilience, and it isimportant to acknowledge the successes of many communities in overcoming these challenges.
Nonetheless, it is important to remember that Indigenous populations have undergone a historyof systemic oppression, the effects of which cannot be undone with a ‘quick fix’ solution.
Understanding this context is an important step for resource companies to take in devising
effective recruitment, retention, and community outreach strategies for Indigenous communities

III. Recruitment and Retention of Indigenous Employees in the
Resource Industry
This section will highlight best practices for increasing Indigenous worker recruitment
and retention in the natural resources sector. These objectives are closely intertwined, as
strategies to increase Indigenous recruitment will often make the workplace itself more
hospitable for Indigenous employees, increasing retention, and a greater Indigenous presence in aworkplace can increase recruitment. Further, neither recruitment nor retention alone can increase

16
the share of Indigenous employees in a company, and so the following section of this reportcontains overlapping recommendations that promote both recruitment and retention.
To understand the challenges that exist in the recruitment and retention of Indigenous
employees in the natural resource sector, a variety of contextual considerations and pragmatic
strategies must be discussed. While the literature and community knowledge surrounding thisarea is vast, this report will focus on understanding the importance of the following areas: job
characteristics desired by Indigenous job-seekers, relocation, changes to company culture,building community networks, application and interview procedures, and other methods of
Indigenous recruitment.
It should also be noted that the purpose of this section is to review best practice, notdevelop an Indigenous recruitment plan. Many of the best practices noted in this report involve
detailed field research or consultation with local populations that are beyond the scope of thisreport.

A. Legal Provisions for Indigenous Recruitment
i. Impact and Benefit Agreements and Preferential Hiring
An important component of most successful resource industry relationships with
Indigenous communities is the creation of formal Impact and Benefit Agreements (IBAs). In
general, IBAs are legally enforceable contracts which are negotiated between resourcecompanies and Indigenous communities. The purpose of these contracts is to allow Indigenous
groups to seek compensation for adverse effects of development activities, acquire benefits fromthe use of their land, and to become active partners in the development of the local resource
industry. One common aspect of most IBAs is a section on employment, often including theprovision of training opportunities and the implementation of preferential hiring practices(Kielland, 2015).
Preferential hiring is a practice whereby job applicants with certain characteristics are
given preference during a hiring process. For example, applications from people of a certain
ethnic background may considered before considering other applications. This practice isallowed in certain circumstances in Canada under the Employment Equity Act (1995), which
identifies “women, Aboriginal peoples, persons with disabilities and members of visible
minorities” (Canada, 1995) as groups may be given preferential treatment. Canadian provinces
have their own employment equity laws which are based on these same principles. This conceptof employment equity generally means that resource companies can give preference toIndigenous applicants for job openings.

17
A strong example of preferential hiring practices is the Raglan nickel mine in Nunavik,
Quebec. The project’s unique approach to preferential hiring has made it not only an Indigenous
recruitment leader in the resource sector, but also an important partner to the community. Since
the facility opened in 1997, Raglan’s philosophy has been that every job belongs to an Inuk.
Only in the case that a job cannot be filled by an Inuk should a non-Inuit be offered the job. Thisapproach has been made possible by a proactive approach to training that equips Inuit employeeswith skills for future jobs in advance of those future job openings. This pre-emptive training
procedure has been implemented by working with other parts of the company to understandupcoming employment opportunities and skills gaps before they arise (Raglan Mine, 2017).
In unionized workplaces, Indigenous hiring processes can also be integrated into thecollective agreement. While the inclusion of Indigenous hiring policies in such agreements is
usually union-motivated, employers have also taken initiative in this regard. For example theSaskatchewan Association of Health Organizations (SAHO), the bargaining agent of healthemployers in the province, has acted as a major advocate for Indigenous employment. It hassigned tripartite partnership agreements with the Saskatchewan government and the Canadian
Union of Public Employees to promote Indigenous employment (Caverly, 2006:34).
Vale’s nickel mine at Voisey’s Bay is another leader in Indigenous employment practices
in Canada, and its success can largely be credited to the impact and benefit agreements signedwith the Inuit and Innu. The agreements included an Indigenous hiring preference, overseen by
Inuit and Innu employment coordinators, and the company partnered with training and support
services to equip Indigenous people for the mining jobs. The results of these hiring policies havebeen very positive. In a 2015 report, over half of the northern workforce was reported
Indigenous, with over 90 per cent of this Indigenous population coming from local communities.
In addition, this partnership allowed the Inuit to initiate consultations on the impact of mining on
sea ice that resulted in the development of a mutually acceptable strategy (Coates, Finnegan,
Hall, & Lendsay, 2015:11).

B. Job Characteristics Desired by Indigenous Job-Seekers
Like all job-seekers, Indigenous people are looking for jobs that suit their needs and alignwith their values, while also providing an appropriate level of compensation. When evaluating an
employment opportunity, Indigenous job-seekers are likely to rely on both formal and informal
networks to ensure that the job will be a good fit (Eco Canada, 2010:12).
i. Aligning job characteristics with those sought by Indigenous job-seekers
It is a best practice to outline the job characteristics sought by the local Indigenous
community and to ensure that job descriptions emulate these identified characteristics. Factors

18such as Indigenous traditions, level of remoteness, climate, and others can affect the types ofwork desired by a community. For example, a remote northern community with a close culturalconnection to the land may not find it desirable to move to a southern city for work.
In the natural resource sector, Indigenous job-seekers have identified as key features of
employment: compensation and working hours, and acknowledgement of culture and community(Eco Canada, 2010). Indigenous employees are likely to look at the hours of work, possible
accommodations and living subsidies for those relocating/living on-site, transportation, andflexibility of hours to accommodate for other contract work or community engagements.
Indigenous job-seekers may also be looking for an employer that recognizes workers’ culturalneeds. For example, some Indigenous cultures may define all extended family as immediatefamily, which is an important consideration to make when an employee requests time off for thedeath of a family member. Similarly, in some Indigenous groups seasonal hunting and gathering
are important cultural cornerstones and vital to the providing sustenance for families. In such
communities, Indigenous job-seekers may search for jobs that offer this type of flexibility (EcoCanada, 2010:12).
In a survey conducted by the Native Women’s Association of Canada, Indigenous
respondents (95 percent of which were women) identified the top five job characteristics sought
by Indigenous job-seekers in the natural resource sector. The most commonly identified
characteristics were: daycare facilities (63 per cent); pre-employment training programs (62 percent); safe work environments for Aboriginal women (54.6 per cent); well-paying jobs (50.9 percent); and jobs with flexible work hours (50 per cent) (Native Women's Association of Canada,
2015:27).
The broader literature also highlights childcare as a major barrier to entry into theworkforce, with an emphasis on the high costs of child care (National Collaborating Centre for
Aborigial Health, 2017:5). Women are typically asked to do a disproportionate amount of labour
relating to childcare, so providing childcare and other programming to relieve this burden would
allow more women to participate in the workforce.
Indigenous workers who have left their jobs have also cited a number of reasons for theirdeparture, many of which form common themes. Many of the Indigenous workers cited reasons
related to the general team atmosphere, negative office politics, or inadequate support systems.
Others identified a lack of professionalism that translated into stress on behalf of the Indigenous
employee. The general environment may also be a cause for leaving if there is racism, lack offemale representation (especially in leadership), and a lack of motivation to advance theIndigenous workforce (Indigenous Works, 2018).

19

ii. Case Study in Catering to Job Characteristics Desired by Indigenous People
As previously noted, what is important in terms of desirable job characteristics can only
be discovered through consultation with local Indigenous groups. This sub-section will explore
best practices taken from an case study to provide a tangible example of a natural resourcecompanies collecting information on and adapting to the job characteristics desired by theirtargeted Indigenous communities.
The Cameco Corporation, a uranium company in Northern Saskatchewan, is a leader in
Indigenous employment in the natural resource sector. Approximately 800-900 of Cameco’s
employees, or half of the firm’s overall employment, have self-identified as Indigenous. At thetime of the case study, Cameco was the largest industrial employer of Indigenous workers in
Canada (Coates, Finnegan, Hall, & Lendsay, 2015:8).
Among its efforts to train Indigenous employees and develop effective recruitment
policies, Cameco has also been responsive to community needs. Specifically, the company
commissioned a ‘Barometer Workforce Assessment’, conducted by the Aboriginal Human
Resource Council. This report was established to document the ways in which Cameco’s
employment practices were affecting retention and recruitment of their potential workforce.
Essentially, the assessment asked what aspects of the employment with Cameco were attractive
to Indigenous workers and which were not (Coates, Finnegan, Hall, & Lendsay, 2015:8). Such a
study could be commissioned by any resource company that wishes to better understand how
their workplace is viewed in the community and know how to make their workplace more
appealing for Indigenous workers.

C. Relocation and Commuting
i. Relocation as a Barrier to Employment
In an online survey completed by Canadian businesses across all sectors and conductedby the Conference Board of Canada, 39.1 per cent of employers recruiting Indigenous workers
cited a reluctance to move to a job site or away from their home community as one of the top
three challenges in attracting Indigenous workers (Howard, Edge, & Watt, 2012:14). Women,
specifically have voiced concern in relocating to work in the resource development sector. In an
online survey conducted by the Native Women’s Association of Canada with 185 respondents(173 of whom were female), 35.2 per cent of respondents indicated that having to relocate to an
isolated community is a barrier that they perceive in women entering the resource development
sector (Native Women's Association of Canada, 2015:12-13, 30).

20This observation is likely very pertinent to Indigenous communities providing workers to
the Diavik Diamond Mine, as employees must live on-site during their working weeks at themine. Many of the stakeholder communities associated with that project are Inuit communities. A
Conference Board of Canada survey found that 57 per cent of businesses were challenged in
attracting Inuit workers due to reluctance on the part of job applicants to move to the job site oraway from the community (Howard, Edge, & Watt, 2012:14).
It is important to frame the challenge of relocation in the social/historical context
previously discussed in this report. Relocation for work must be considered in the context of alegacy of forced relocation, loss of culture and tense relations between Indigenous and nonIndigenous populations. Indigenous culture is also heavily rooted in the land and community,
meaning that leaving the reserve could lead to a loss of culture.
ii. Best Practices in Recruitment and Retention based on Relocation
Some Indigenous workers actually find relocation conducive to the continued upkeep of
their cultural practices. Relocating for work often means that employees alternate between living
at the work-site and at their home communities for longer periods (e.g. two weeks working
followed by two weeks at home). This extended period at home can allow Indigenous workers topartake in cultural activities such as hunting and fishing that would be more difficult in a typical(“nine-to-five”) full-time employment scenario (Howard, Edge, & Watt, 2012:18). Giving
workers the opportunity to maintain their traditions is an important part of creating a positive
work environment for Indigenous workers.
Promotion of cultural practices at work and in housing facilities can be a way of making
relocation more appealing. This is a strategy taken by some universities to make their Indigenous
students feel more at home. Specifically, University of Alberta allows smudging (the burning of
small amounts of sacred herbs) in their student residence buildings (University of Alberta, 2018).
By implementing a similar policy at employee housing facilities, employers could address someof the cultural concerns associated with relocation.
The Raglan Mine in Nunavik, Quebec developed a program specifically targeted atincreasing the Inuit workforce at the mine. Aptly named “Tamatumani” (Inuktitut for “second
start”), the program encompasses several initiatives to ensure recruitment and retention ofIndigenous employees. Work at the Raglan Mine is done in rotations, with extended periods atwork and living on the worksite, followed by periods in which workers return home.
Among the various community partnership and training programs, Tamatumani also
outlines specific programming to ease the challenge of relocation (Raglan Mine, 2018). For
example, Tamatumani also ensures that workers can partake in cultural activities while on-site,

21
providing a sewing centre, Inuit kitchen and resources for crafting. To ensure that familial bonds
remain intact, workers are also given the opportunity to work the same shifts as their spouses(Raglan Mine, n.d.). Since expanding these programs, Raglan Mine saw a decrease in voluntary
resignation per year from 27.8 per cent in 2013 to 12.2 per cent in 2017. Moreover, the numberof Inuit employees went up from 112 in 2008 to 204 in 2017 (Raglan Mine, 2017:13).
Another important aspect of the Tamatumani program is the support network built among
Inuit employees at Raglan Mine. Other operations could work to adapt the program to fit a daily
commuter model of employment wherein employees do not live on-site, but they are stillencouraged to engage in their culture and with members of their cultural group throughcompany-based programming.

D. Changes to Company Culture
Organizational changes within a company can also help with the retention (and byextension recruitment) of Indigenous employees. Like any group, it is important that Indigenous
workers feel supported, included in the company culture, and welcomed. Making a commitment
to Indigenous recruitment and retention is important, but it is not the only step in ensuring that acompany is willing to embrace these changes at all levels. To ensure that these efforts arecohesive throughout the company and that all employees are both aware of the work to recruitand retain Indigenous employees and equipped to work towards this goal, certain aspects of thecompany’s internal functioning and culture can be worked on. Indigenous groups also emphasize
this as a priority, with 99.1 per cent of respondents to the Native Women’s Association of
Canada survey indicating that resource development companies should have an understanding of
Indigenous culture (Native Women's Association of Canada, 2015:28). For more on culturalcompetency training and Indigenous culture in the workplace, refer to Section IV.C. Part i. of thisreport titled “Promoting Indigenous culture in the workplace”.
i. Common Problems in Company Culture
A prevalent issue facing the Indigenous population in society and in the workplace isracism. Racism, discrimination and negative stereotypes faced by Indigenous people on the partof the employer and co-workers make up some of the most pervasive barriers to employment for
Indigenous people. These barriers manifest in recruitment processes, hiring practices, and poor
working conditions, as well as social exclusion and harmful stereotyping (National Collaborating
Centre for Aborigial Health, 2017:7). While the causes of racism are many, negative stereotypes
in the workplace can often come from a general lack of knowledge about Indigenous people
which can lead to harmful misunderstandings and conflict (Howard, Edge, & Watt, 2012:6).

22
Racism leading to stressful working conditions for Indigenous employees has also been
identified as social detriments of health for Indigenous populations (National Collaborating
Centre for Aborigial Health, 2017:7). The National Collaborating Centre for Aboriginal Health(2017) outlines the ways in which a worker’s self-esteem can be eroded by cultural
misunderstanding, stereotyping and a general negative perception of Indigenous people. Thisdecreased self-esteem and increased stress can also contribute to poor mental health and suicide(National Collaborating Centre for Aborigial Health, 2017:10). Such a work environment isconducive neither to recruitment nor retention.
ii. Best Practices in Creating a Workplace Culture Welcoming of Indigenous People
Eco Canada (2010) identifies that, for corporations seeking to recruit Indigenous workers,
an important first step is making a public organizational commitment to the recruitment andretention of Indigenous people (p. 9). This organizational commitment could be in the form of abusiness case, vision statement, or a release of the formal rationale behind a policy/strategy. One
way to ensure the success of an organizational commitment is by having a senior executive,
ideally the CEO, act as the sponsor or representative for this initiative. This leadership from the
top signals the seriousness with which the initiative is being treated by the corporation. It is also
important that this senior executive meet with Indigenous community leaders to understand theirneeds and to ensure that messaging is appropriate (Eco Canada, 2010:10). These links with
community members can also be valuable in creating the networks with Indigenous communities
needed for both consultation and recruiting.
Syncrude has effectively utilized this strategy by assembling a team of senior executives
to form an Aboriginal Development Steering Committee responsible for determining,
implementing and monitoring the company’s commitments to Indigenous people. This approachhas been successful in both integrating the company’s Indigenous commitments into thecorporate functioning of the company and demonstrating clearly the company’s commitment to
Indigenous recruitment and retention (Caverly, 2006:20).
To more directly reduce biases in the workplace that can stem from misunderstanding, it
is important to create a learning environment in which non-Indigenous staff are able to learn
about the local Indigenous culture. This type of cross-cultural training can work to dispel myths
and to increase appreciation of Indigenous cultures. One way in which this can be done isthrough social events focused on culture-sharing (Eco Canada, 2010:10).
Another way to address cultural bias is through promoting positive stories that highlightthe hard work and successes of Indigenous people as well as the benefits of including Indigenous
people in the workforce. The media focuses largely on the problems faced by Indigenous people
such as extreme poverty and substance abuse, and consequently many non-Indigenous employees
may have stereotyped notions of Indigenous people and may not understand the value that they

23
can add to an organization. Highlighting positive examples, such as Indigenous employees thathave progressed into management positions, can address these issues of bias and can work tocounter the misrepresentation of Indigenous people (Howard, Edge, & Watt, 2012:35). Suchstories can also encourage recruitment by providing potential Indigenous job-seekers with
Indigenous role models who can inspire them to pursue a similar career (Caverly, 2006:25).
While trying to create a shift in recruitment/retention policies it is commonplace that nonIndigenous employees may have questions regarding the Indigenous population being integrated
into the company and the reasoning for the new commitments. Thus, it is important that theemployer have resources on Indigenous culture and history available for employees to reference.
It is also important that those in management positions have a strong knowledge base to answer
questions, dispel common myths, and recognize when employees are operating based onstereotypes or false information.
For example, knowledge of the demographics of the Indigenous population, awareness ofproper terminology use, understanding of the institutional barriers that have had negative effects
on the Indigenous population in Canada, and recognition of the positive contributions thatIndigenous peoples have made to Canada can all create a better informed and more inclusive
workplace (Eco Canada, 2010:11). Indigenous governments such as band councils are one groupthat can help to facilitate this understanding. In addition, the federal government funds training
programs for Indigenous people across the country through the Aboriginal Skills andEmployment Training Strategy (ASETS). Local organizations such as the Coast Salish
Aboriginal Employment and Training Society are responsible for carrying out the training
according to the needs of the local community. These organizations can be important partners to
help corporations understand the strengths and weaknesses of a particular Indigenous workforce.
Mentoring can also be used as a way to provide support for Indigenous employees.
Through an Indigenous mentoring system that pairs new Indigenous employees with more senioror experienced Indigenous employees, the company can ensure that new Indigenous employees
have a support system at work. This can also be helpful through navigating misunderstandings in
the workplace and ensuring that the new employee fully understands the resources available tothem at all times. Mentors can demonstrate to new Indigenous workers that success for
Indigenous employees is possible, while also encouraging Indigenous employees to continue intheir education and career development.

E. Building Community Networks
This report emphasizes the need for resource companies to have strong community
partners to form a network that can be mutually beneficial. This section will discuss theimportance of maintaining a community network. A strong community network can help

24
facilitate company access to community events and local media, and it can also act as aconsultation tool to better understand community needs and values. Building networks has also
been identified by Eco Canada as the most effective way of recruiting Indigenous workers, aslong as they are formed and utilized in a respectful and culturally appropriate way (Eco Canada,
2010:15).
In developing networks, it is important to understand the ways in which Indigenous
people network. For example, to many Indigenous groups networking is about building
relationships that go beyond an exchange of goods or services. These relationships are built overtime through the building up of trust. A direct demonstration of a trusting relationship can beseen when the Indigenous community reaches out to invite the employer to community events(Eco Canada, 2010:15).
i. Benefits to Building Networks
The process of network building can be time-consuming, and the direct benefits of a
network may not always be clear at the time. However, the creation of strong networks with thelocal Indigenous communities is of vital importance during every step of the recruitment andretention process. Networks can lead both to informal interactions leading to recruitment of
individual workers, and to the creation of formal partnerships with local Indigenousorganizations. Businesses looking to hire Indigenous employees have identified partnerships with
Indigenous groups as the second most common way in which they recruit, after advertising.
Moreover, the majority of businesses who self-identified as having positive outcomes in hiring
Indigenous people had a strong willingness to work with a variety of Indigenous groups(Howard, Edge, & Watt, 2012:27).
Furthemore, these relationships between companies and local Indigenous organizations
can also allow for cross-cultural learning and a better understanding of Indigenous cultures.
Through one’s network, it is also possible to develop references or points of contact for
consultation and cultural guidance, which is strongly encouraged throughout this report (EcoCanada, 2010:16).
ii. Methods in Network Building
There are many opportunities for companies looking to form networks with Indigenous
groups. Some examples of how resource companies can build their network include: government
programs, non-governmental organizations focused on Indigenous participation in the workforce,
local Indigenous governments, Indigenous hiring agents, ASETS agreement holders, and others.
While a comprehensive list of available resources is largely community-dependent, it isimportant for resource companies to research the availability of these opportunities forpartnerships in their communities of interest (Eco Canada, 2010).

25

One way in which a company can begin to establish a network is by hiring a designatedIndigenous community liaison, who may or may not be Indigenous, and who has someunderstanding of both the company’s goals and the community’s context. This person can act asa point of contact between the company and Indigenous populations, and help to identify
common interests between the Indigenous group and the company,. As the Indigenous liaison
becomes increasingly involved in the community, they can also act as a valuable resource for
identifying and recruiting potential employees, while communicating employment opportunities
through valued face-to-face interactions.
A successful Indigenous liaison should have a genuine interest in furthering the goals of
the community and the company. The liaison should also receive training and have a broad baseof knowledge on both Indigenous culture and the barriers to employment faced by Indigenous
people. While the creation of an Indigenous community liaison is an important step, this position
will only be beneficial if the company management is supportive of the efforts of this person andreceptive to the input of the community (Eco Canada, 2010:19).
While establishing an Indigenous network, it is important to determine the strengths that acompany has to offer, such as stable, well-paying employment opportunities. In addition, acompany should be aware of its needs, such as a competent workforce and the support of thecommunity. Likewise, it is important that the company assess the strengths and needs of thecommunity in order to understand the potential mutual benefit of forming a partnerships (EcoCanada, 2010:21).
iii. Maintaining Networks
As previously stated, Indigenous groups generally value continued and sustained
relationships developed over time. Therefore, it is crucial for resource companies to continue tofoster relationships with Indigenous groups after establishing them, even if there is no immediateneed to use the network. An important way to foster these relationships is through community
engagement, a concept that will be further developed in the next section of this report. Smaller,
more localized actions can also be taken to maintain visibility and a strong community
connection. For example, a company can volunteer to present at a career day or sponsor a local
sports team. It is also important to draw on these networks when making important decisions that
may affect Indigenous groups, thus including them in projects and demonstrating the agency thatthey have within the relationship (Eco Canada, 2010:21).
iv. Case Study in Network Building
Syncrude Canada is now one of the nation’s largest employers of Indigenous peoples.
However, the company states that it took about 30 years to develop the relationships needed to26
integrate Indigenous people into its workforce. The inclusion strategy is focused on the idea that
this is not an employment strategy, but rather a community development strategy. This is done
through a six-pronged Indigenous outreach program that focuses on: the physical environment,
community, business, education, employment, and leadership. One of the cornerstone’s ofSyncrude’s work includes their strong community loyalty, built-up over 30 years of community
engagement. The firm now sees second generation Indigenous employees, a testament to thestrength of its partnerships (Coates, Finnegan, Hall, & Lendsay, 2015:15).

F. Indigenous Recruitment Beyond the Network
i. Methods of Indigenous Recruitment
Complementary to more informal network-based recruitment styles, there are other moreformal methods of Indigenous recruitment. The first of these methods is online recruitment, andthere are a number of websites dedicated to linking Indigenous job-seekers with work
opportunities3.Band offices or the website associated with an Indigenous group, such as the
Manitoba Métis Federation website4, may also have a section for job listings (Eco Canada,
2010:22). Employers can also post job vacancies specifically dedicated to Indigenous recruitment
on their company’s website, which can also be integrated with broader information about
Indigenous recruitment policies, career development, and the application process (Caverly,
2006:23). For example, that section of the website may show a sample resume format on which
to base one’s application, or it may explain how a certain job can lead to promotion to a
management position.
Many Indigenous communities also have their own newspapers, and advertising withthese newspapers can be a good community-based recruitment method.. This advertising can also
be translated into the local language, making it more accessible to community members.
Pragmatically, this can be a very basic way to target advertising at one population. Some
Indigenous newspapers are distributed amongst entire cultural groups, irrespective of theirgeographic location, which can enable companies to reach multiple reserves and target urban
Indigenous populations. (Eco Canada, 2010:22).
On campus recruitment can also ensure that a company recruits Indigenous employees
who are well educated in their field, which is especially important considering the technicalnature of many jobs in the resource sector. Many educational institutions have official
3 For example, see

https://www.firstnationsjobsonline.com/
http://www.aboriginalcareers.ca/
https://www.inclusionnetwork.ca/aboriginal-jobs/index.htm
4 http://www.mmf.mb.ca/employment.php

27
Indigenous support networks which companies can connect with. These networks can also be agood resource in developing a targeted recruitment plan for an institution, given that those withinthese networks are familiar with the student body and culture of their institution. This strategy isespecially pragmatic for continuous hiring as the sustained relationship can facilitate connections
with potential workers year after year (Eco Canada, 2010:23-24).
Companies can also utilize internship and co-op programs as an on-campus recruitment
strategy. Co-op programs are work-experience programs during a student’s period of study
overseen and administered by an educational institution, whereas internships can be completed
on breaks from study or after the student has finished their studies. Internships can be establishedby companies independently of education institutions. Such programs as these can serve as arecruitment mechanism, enabling the employer to demonstrate the benefits of working at theemployer’s company, while showing young workers careers and work-sites that they might never
have otherwise seen.
Some internships or co-op programs may even be subsidized by the government or
another organization, especially for programs looking to hire Indigenous youth (Eco Canada,
2010:23). This can reduce the financial burden of taking on young workers, making these
programs affordable means of attracting workers for the long term.
Companies can hire professional recruitment agencies to facilitate the recruitment ofIndigenous workers. This strategy can be of particular importance when the employer does nothave adequate time for the job search or when the employer requires specialized skills that are
hard to target with more generalized recruitment techniques.
ii. Case Studies in Indigenous Recruitment
Before 2009, BC Hydro had only 80 Indigenous employees, about 2.1 per cent of its
overall employment. In that year, the corporation began a new education and employment
strategy, which led to the hiring of 150 Indigenous employees over six years. The strategy
included an outreach program that visited Indigenous communities, job postings in Indigenous
media, and interviews on community radio stations. This strategy resulted in 380 new Indigenous
applicants approaching BC Hydro. This outreach and recruitment strategy was coupled with a
new trades trainee program, an apprenticeship program, a Youth Hire program and a scholarshipprogram. BC Hydro now also has dedicated a team to perform a strategic renewal of Indigenous
policies in order to stay up-to-date with current trends in Indigenous employment (Coates,
Finnegan, Hall, & Lendsay, 2015:19).
Understanding the systemic barriers faced by both Indigenous people and women (bothIndigenous and non-Indigenous) in the fields of science and technology, Manitoba Hydro is
working to empower young girls to explore these fields. The corporation runs the Building the28
Circle summer career exploration camp to promote scientific and technical career development
among young Indigenous girls. This unique program has helped to inspire girls to pursue
education in the skills needed in the fields of science and technology. Moreover, the humanresources representatives at Manitoba Hydro were also able to better develop their Indigenous
engagement strategies by interacting with community members, learning from camp participants,
and seeing these policies in action (Coates, Finnegan, Hall, & Lendsay, 2015:18).

iii. Indirect Participation and Procurement
Indigenous employment is impacted not only by the jobs created directly by resourcecompanies, but also thanks to the contractors employed by these companies. This phenomenon,
referred to as “indirect participation”, is an increasingly important part of Indigenous
employment in the resource sector. Often, as part of Impact and Benefit Agreement (IBAs)
between resource companies and Indigenous communities, companies will commit to providing
some sort of preferential access to contracts for Indigenous businesses. These contracting
businesses are Indigenous owned and operated, and primarily employ Indigenous workers, soenabling these businesses to thrive helps not only to provide employment opportunities, but also
to fuel the local economy, empower entrepreneurs, and ensure that the job creation iscommunity-led (Coates, Finnegan, Hall, & Lendsay, 2015:20).
The Windigo Community Development Corporation (WCDC) in northern Ontario has
successfully utilized the concept of indirect participation through its operations at Musselwhite
Mine. The Mine entered in a comprehensive agreement called the Musselwhite Agreement withlocal First Nations communities, which designated WCDC as responsible for providing cateringand housekeeping services at the mining camp. In response, WCDC has capitalized on thissource of income to further expand their business (Natural Resources Canada, 2012:27).

G. Applications and Interviews
Beyond simply trying to attract Indigenous job applicants, it is also important to ensurethat the application and interview process is conducive to hiring Indigenous people. As
previously stated, cultural misunderstanding can play a large role in the bias perceived in thework force. Therefore, it is important to ensure that the entire hiring process, including
applications and interviews, be culturally appropriate, accessible, and attractive to Indigenous
people.
i. Applications
Beyond the initial recruitment process, the application process is the first formalinteraction that an Indigenous employee will have with a company. Moreover, the employer

29
should also ensure that the application process will be able to recognize the skills of Indigenous
applicants, including those who do not have formal work experience. The following
recommendations have been gathered by organizations who work closely with Indigenous
groups. While these suggestions do provide a valuable starting point, recommendations based on
culture will vary between groups, so consultation with individual communities will give a betteridea of the cultural nuances that must be considered.
•

•

•

•

•

•

Employee referrals can help find external candidates, meaning that all employees
should be aware of Indigenous hiring goals and that the company culture ispositive so as to warrant referrals.
A resume pool may also be a viable way to receive applications from Indigenous
people. This resume pool can include both solicited and unsolicited resumes andcan be kept over time to consider resumes for future jobs.
When an external applicant drops off a resume, especially if it is not a referral, theapplicant will immediately begin evaluating the company culture through any
interactions they have with employees, the application itself, and the generalatmosphere of the workplace (Eco Canada, 2010:14). Thus, it is important to becourteous and professional with all applicants. It should also be considered thatmany Indigenous people prefer oral interviews/assessments over written ones.
Employers can observe and use patterns in the way Indigenous people apply forjobs to better reach out to potential applicants. For example, in highly remoteareas, job-seekers are more likely to apply for jobs in an informal manner.
Informal recruitment can include personal referrals or connections with thecompany at a community event. Community-based recruitment strategies are thus
especially important in these areas.
In larger population centres, whether rural or urban, candidates are likely to follow
the mainstream resume and application process. Nonetheless, it is still importantthat companies employ community engagement strategies to identify potential
job-seekers, pique their interest, and support them in the application process.
In urban areas, resumes and applications are most commonly used by applicants,
and Indigenous recruitment is often less of a challenge due to a greater integrationof Indigenous people with non-Indigenous networks. In order for companies toreach the most applicants, it is important to diversify the ways in whichapplications are received (Eco Canada, 2010:29).

For applicants who submit a resume, there are several important elements to consider inresume evaluation. Because cultural groups value skills differently, it is important for theemployer to examine resumes in depth to understand the skills that may be hidden if theapplicant has not emphasized them for cultural reasons. For example, the ability to work
independently is often highly valued by employers, but some Indigenous cultures value group30
achievements more highly than individual ones (Indigenous Works, 2018). In addition, whenevaluating a resume, the employer should look beyond formal education to see what otherrelevant experiences an applicant may have that could fulfill requirements. This can be importantbecause access to formal education is more limited for some applicants, especially Indigenous
people from remote areas (Indigenous Works, 2018).
It is of vital importance that the employer understands the background and culture of theapplicant. It is also important that the interviewer understands the structural barriers, such as lackof educational or employment opportunities that may have contributed to an inconsistent work
record. Thus, employers should evaluate personal merit with an emphasis on evaluating thecandidate as a whole, rather than focusing specifically on education or employment (Indigenous
Works, 2018).
ii. Interviews
Before interviewing Indigenous candidates, it is important to understand some common
aspects of Indigenous culture that have been identified by Indigenous groups as culturaldifferences that have posed as barriers in interviews. It is important to remember that theseobservations do not hold true for all Indigenous groups or all Indigenous people within a group.
However, these observations can be very important to ensure that some cultural relativism isutilized when evaluating and interviewing candidates. Cultural relativism refers to the practice ofregarding aspects of a culture from the perspective of that culture itself. In this way, it is easierfor employers to evaluate interviewees from a perspective of understanding that seeks to value
the contributions that Indigenous people can make even though they may be different from theskills that the company has traditionally prioritized. For instance, skills in certain artistic crafts
may not be valued by resource companies. Nonetheless, if that skill is greatly valued in that
person’s community, interviewers should recognize that the applicant has devoted great efforts
toward becoming accomplished a field valued by their community. Therefore, the applicant has
the potential to devote that same dedication to excellence in the workplace.
Culture can influence the behaviour of job applicant in many ways, some of which may
be obvious and some of which may not be. Awareness of these cultural differences can make theinterview process run more smoothly and more fairly.
•Interviewers should understand the ways in which culture can affectcommunication. For example, many Indigenous groups value silence as a time forcontemplation and reflection, meaning that they are not likely to fill silences
between questions. Similarly, many Indigenous groups value being soft spoken
and find that soft spoken words will have the most impact. Many Indigenous
people also prioritize listening skills, which could be misunderstood by aninterviewer as the applicant being unresponsive. The interviewer should also31
understand that the Indigenous applicant may be more comfortable listening andlearning in an interview rather than talking about their qualifications (Indigenous
Works, 2018).
•

Employers should also be aware of the ways in which body language and verbal
cues may have different meanings to different cultural groups. For example,
nodding may signify understanding rather than agreement. It is thus important tobe aware that there may be cultural misunderstandings and that seemingly unusual
behaviour may stem from cultural misunderstandings (Indigenous Works, 2018).

•

The interviewer should also understand the ways in which cultural understandings
can impact the ways in which different groups view success. For example,
community is at the foremost of all values to many Indigenous people. Thus, work
is often motivated by needs of the group. Moreover, the applicant is likely to value
group praise over individual praise. Therefore, applicants may focus on groupaccomplishments, rather than personal accomplishments. It is important tounderstand the reasoning for the focus on the group and to understand that thisfocus does not mean that the individual did not make significant contributions tothis work (Indigenous Works, 2018).

It is also important for companies to be aware that certain evaluation tools may have an
inherent bias that can inadvertently penalize Indigenous candidates. For example, if formal
education is valued, Indigenous people (who have overall less access to formal education) will
inevitably fare worse on an evaluation. It is also important to recognize that cultural differences
are not always obvious, and it is thus important to be constantly aware of culture. However, it isalso important that the employer understand the difference between cultural understanding andstereotyping. Ultimately, each candidate should be assessed on individual merit, but a better
cultural understanding can ensure that this merit comes through in the interview process(Indigenous Works, 2018).
Certain general guidelines can also be used to make a difference in the interview process
to make it more inclusive of Indigenous people.
•••

A degree of informality can reduce anxiety and intimidation.
The interview board should be diverse, and the inclusion of one or more
Indigenous employees from the company on the board may make the interview
less intimidating.
Interview board members should also have training on cultural sensitivities before
the interview process begins (Indigenous Works, 2018)5

5 See Section IV.C Part i. of this report “Promoting Indigenous culture in the workplace” for more information

32•

The use of a note-taker and/or translator should also be considered in relation to
how it may make Indigenous applicants feel.

The company’s community network will be a valuable resource in ensuring that theapplication and interview processes are inclusive and culturally appropriate (Eco Canada,
2010:31). Another useful resource that companies should draw on is their existing Indigenous
workforce. Reaching out to those employees for their feedback on their application process may
prove invaluable because those employees have undergone the hiring process from start to finish(Bowness, 2018).

IV. Indigenous Community Outreach Opportunities in the
Resource Industry
The training and hiring of Indigenous workers is an example of engagement between
companies and communities at the level of economic benefits, but some resource companies
have gone further to provide broad social and cultural support to stakeholders. This section of thereport will highlight industry leaders in Indigenous community outreach in Canada, and will
focus on partnerships in health, education, and cultural development.

A. Opportunities for Relationships in Health
The health, education, and cultural needs of each Indigenous community are unique, andlocal consultation with each group is essential for the effective implementation of any outreachprogram. However, some examples of best practices from industry can help illuminate a pathforward for successful engagement with Indigenous communities. Funding healthcare facilities,
supporting academic Indigenous health research, and implementing rigorous environmental
protections are all ways of working to improve the health of stakeholder communities.
Overall, Indigenous communities in Canada tend to have poorer health outcomes thannon-Indigenous communities. However, the role of corporate partners in improving healthoutcomes has been extremely limited in the past because healthcare is fundamentally agovernment responsibility. Engagements in this area should be approached with caution to avoid
the semblance of encroachment into government jurisdiction. However, as the social role ofcorporations changes, some companies have made investments in rural healthcare. For example,
Enbridge has provided over $510 000 towards the provision of specialized equipment for the
Kerrobert and District Health Centre in rural Saskatchewan (Enbridge, 2015), and has madefinancial contributions to the Northern Lights Regional Health Centre in Fort McMurray(Enbridge, 2016c).

33
Another approach in health taken by Cameco was the sponsorship of the Cameco Chair in
Indigenous Health at the University of Saskatchewan. In partnership with the Royal University
Hospital Foundation, this research chair position is intended to enhance Indigenous healtheducation and improve understanding of structural reforms needed to improve Indigenous healthoutcomes (University of Saskatchewan, 2017). Health research remains a largely unexplored areaof potential corporate partnerships.
An important role that corporations play in ensuring the health of stakeholder
communities is in taking environmental protection seriously. Many Indigenous people practiceland-based cultural activities such as hunting and fishing, and these practices are often heavily
affected by environmental pollution. As such, rigorous policies for waste management andpollution controls are ways in which a corporation can promote the health of partner
communities. In some cases, conforming to governmental regulation is not sufficient to containgrassroots opposition. For example, at the Rio Tinto Kitimat aluminium smelter, the installationof saltwater-scrubbers to reduce sulfur dioxide emissions has been sought by community
activists, though not required by law (Kurjata, 2017).
Beyond contributing to hospital foundations, purchasing specialized medical equipment,
and funding research positions, there have been few instances of corporate partnership in thefield of rural and indigenous health. An expansion of the role of resource companies in this area
beyond those parameters would involve redefining the role of corporate partners with relation to
Indigenous communities and federal, provincial, and Indigenous governments in the provision ofhealth services. Any such expansion would require negotiation among those parties to ensure
clear definitions of roles and responsibilities.

B. Opportunities for Relationships in Education
While industry-Indigenous partnerships in health remain limited, partnerships ineducation have become the norm among resource companies. Most companies now offer
scholarships and skills training, but targeted programs for Indigenous communities are lesscommon and require sensitivity to the particular contexts of these communities. While the
obstacles to education faced by Indigenous students differ, some generalities may be widely
applicable.
i. Barriers to Indigenous Education
One of the major barriers to Indigenous education overall is the high incidence of poverty
among Indigenous communities (Macdonald & Wilson, 2016). This not only means that money
for transportation and school supplies may be scarce, but food insecurity and inadequate housing
are often among the challenges faced by students living in such conditions (National

34
Collaborating Centre for Aboriginal Health, 2017; Reading & Wien, 2009) These problem arecompounded by inadequate resources for education, due in part to the high cost of education insmall and isolated communities.
Another important factor affecting many Indigenous students is the social andpsychological legacy of the Residential School system. Intergenerational transmission of the
impacts of this system have in some cases resulted in further abuse and low self-worth, as well as
skepticism towards education systems, which can all be hugely detrimental to learning.
Furthermore, many Indigenous scholars view the formal education system as undervaluing
traditional knowledge and ways of learning, creating cultural barriers to success (National
Collaborating Centre for Aboriginal Health, 2017:3).
It is also important to recognize the individual and gender-specific pathways thatIndigenous people take to receive their education, for instance, many men drop out citing a desire
to work, and many women do so due to childcare obligations or pregnancy (Bougie, Kelly-Scott,& Arriagada, 2013:6) Additionally, among First Nations people living off-reserve with a highschool diploma, 14 per cent left school at least once before graduating, along with 15 per cent ofInuit people and 9 per cent of Métis (2013:6). This shows the importance of adult and continuing
education in the context of Indigenous education.
ii. Enhancing Educational Resources
Although many Indigenous people face challenges in obtaining education, many do
successfully achieve at the high school, post-secondary, and graduate level. Opportunities forcorporate partners to facilitate such success and to empower Indigenous learners are possible at
all levels of education.
Early childhood education programs have seen significant success in rural Indigenous
communities, in part due to the localized and culturally-appropriate nature of programming(Public Health Agency of Canada, 2012). One instance of industry partnership with Indigenous
communities in this area is the financial support by Enbridge of the Family Reading Program at
the Saugeen First Nation Library (Enbridge, 2016a). Through their financial support, theProgram has purchased books and increased access to literacy resources, helping overcome
funding difficulties. Local and grassroots initiatives typically respond best to the needs ofcommunities, and often lack funding. As such, partnering with grassroots organizations toprovide funding is often a successful strategy, as opposed to implementing a new initiative that
may not respond as well to the needs of the community.
iii. Recognizing Educational Achievement

35
Another approach to supporting Indigenous education which focuses more specifically onschool-aged children is the support for attendance initiatives by Victoria Gold Corp in the NaCho Nyak Dun Nation in the Yukon Territory. Having worked with the Yukon government to
identify student attendance as a key area for support, Victoria helped create and fund the Every
Student Every Day initiative (CBA Committee, 2016). This initiative provides funding forcommunity-based programs to encourage greater attendance in schools around the Territory,
including in the Na-Cho Nyak Dun Nation. This company has also sponsored an AttendanceAward for the elementary school in that Nation, to encourage a culture of positivity around good
student attendance (CBA Committee, 2016). Emphasis on consultation with local governmentswith regards to the specific needs of students has been a major contributor to the success of these
initiatives.
At the secondary and post-secondary levels, corporate engagement with communities has
primarily taken the form of scholarship programs and university sponsorships. Best practice forawarding scholarships is exemplified by Diavik Diamond Mines and Victoria Gold Corp, whichhave created scholarships in collaboration with the Yellowknife Community Foundation and NaCho Nyak Dun Nation Education Department respectively (Diavik Diamond Mine, 2018; CBA
Committee, 2016). Partnering with local organizations provides greater credibility to theawarding of the scholarship and ensures that local and cultural considerations are fully taken into
account in the selection process.
iv. Supporting Post-Secondary Research
Funding partnerships with universities may be another emerging avenue for corporate
engagement in education, though conflict of interest concerns must be properly addressed. As
mentioned above, the Cameco sponsorship of the Research Chair in Indigenous Health has beenwell-received (University of Saskatchewan, 2017), but this lies in contrast with the Enbridgesponsorship of University of Calgary's Centre for Corporate Sustainability (Haavardsrud & Bakx,2015). This centre was initially proposed as a research centre for resource industry practices andsustainability, but Enbridge’s proposed role was seen by some as being academicallyconstraining due to its heavy financial commitments and apparent desire to influence thegovernance of the Centre. Due to these concerns, the creation of the Centre was delayed andfunding was significantly scaled back, with negative public relations repercussions for both
corporation and university (Haavardsrud & Bakx, 2015). Any perceived desire on the part of thecorporation to remain involved beyond the provision of unconditional funding risks raising red
flags among academics and media, and could endanger the reputation of all involved.
Other smaller-scale donations by Enbridge have succeeded in preserving academic
independence, including sponsorship of an Indigenous language program at Brandon University

36(Brandon University, 2012).6 This project avoided the perception of conflict of interest and wasperceived as genuinely altruistic due to the lack of ties with industry-related research and lack ofinfluence by the sponsor on the governance of the projects.
v. Promoting Skills Training
The last major area of importance for corporate partnership in education is in community
college and skills training programs. Many resource companies already implement training
programs and partnerships with colleges. The Diavik Diamond Mine project is an example of oneof the most extensive programs of this sort (Diavik Diamond Mine, 2018). By committing totrain apprentices and track statistics on Indigenous and northern-origin workers,7 Diavik
Diamond Mines are able to assess their progress on Indigenous participation using concrete data.
Further, by partnering with the Southern Alberta Institute of Technology Polytechnic and Aurora
College on a northern leadership program, Diavik addresses the concern that resource projects
lack local representation at senior and managerial levels.
Another emerging possibility with regards to training is the inclusion in collaborationagreements of funding for local training initiatives. For example, Goldcorp agreed to help fundthe Lac Seul Training Centre of Excellence at Lac Seul First Nation (Goldcorp Inc, 2013). This
choice of partnerships is commendable because this training centre will enable local individuals
to receive skills training which can be applied not only for a specific resource project but also forthe broader job market going forward, and can also empower individuals to gain training beyond
that which is required for a specific project, encouraging long-term prosperity.

C. Opportunities for Relationships in Culture
Given the long history of suppression of Indigenous cultures, it is not surprising that there
has been a resurgence in the promotion of cultural initiatives in many communities. Culturalactivities are numerous and vary significantly among Indigenous groups. For many, language
promotion is a top cultural priority, while for others, land-based cultural programming is ofutmost importance. As a result, any partnerships in cultural promotion should be rooted in thespecific needs of communities.
i. Promoting Indigenous Culture in the Workplace

6 See Section IV.C Part ii.b. “Opportunities for Relationships in Culture- Promoting Indigenous Culture in the Community” formore on language promotion initiatives
7 See Diavik Diamond Mine Sustainable Development Report 2017 at
http://www.riotinto.com/documents/RT_Diavik_2017_SD_report. pdf for a detailed breakdown of the employment data and skill
level at the mine, by northern origin and self-identified First Nation or Inuit identity.

37
The promotion of Indigenous cultures within the workplace is an important task not only
for retaining Indigenous workers, but also for maintaining Indigenous cultures in society overall.
Two means of achieving these goals are to promote understanding of Indigenous cultures by nonIndigenous workers, and to increase opportunities for Indigenous workers to maintain cultural
practices in their workplace.
Cultural competency training is one way of increasing understanding of Indigenous
cultures among non-Indigenous employees. Cultural competency training involves increasing
knowledge of other cultures, improving awareness of bias, and developing inter-cultural skills,
all of which will facilitate effective and culturally sensitive policies and behaviours (Cross,
Bazron, Dennis, & Isaacs, 1989; Varley, 2015). An example of cultural competency in action canbe shown with the fact that hand-shaking is not a ubiquitous practice among Indigenous groups(Indigenous Corporate Training Inc, 2012). Gaining this knowledge would be part of culturalcompetency. Becoming aware of the importance that one might otherwise place on a handshakein establishing a relationship is also part of this process, as it involves becoming aware of acultural bias. The development of intercultural skills might include recognizing the ways that
another culture might instead show respect and adopting such a practice when meeting membersof that group.
Cultural competency programs geared specifically towards understanding Indigenous
cultures are offered by numerous organizations across Canada (NCCT, 2018). As in all cases
however, specific cultural competency training is best developed in partnership with local
Indigenous communities. This practice is exemplified by the Victoria Gold Corp whichdeveloped a cultural competency training program in collaboration with the Na-Cho Nyak Dun
Nation Heritage and Culture Department (CBA Committee, 2016). This partnership led to thecreation of cultural training resources which won the Yukon Chamber of Mines Community
Award and have been distributed in schools and in the Yukon Legislative Assembly.
Beyond cultural competency training for non-Indigenous employees and managers,
encouraging the upkeep of cultural practices in the workplace can help preserve cultural practices
by not relegating them to the private sphere. This is especially important in the resource industry,where workers must often leave their communities to live at work sites for extended periods oftime. An example of strong commitment to Indigenous culture in the workplace is that ofVictoria Gold Corp, which has also committed to making cultural foods and activities available
at their mine site (CBA Committee, 2016:18). This is one way of demonstrating that traditional
ways of life are valued, and encouraging the upkeep of cultural practices among workers.

38

ii. Promoting Indigenous Culture in the Community
a. Land-Based Programming
Cultural promotion in the workplace is valuable, but cultural promotion efforts in thewider community have also been viewed as key priorities by Indigenous communities. Initiativesof this type can take many forms, according to the needs of diverse communities, but two
common themes in this area are promotion of traditional land-based programming andrevitalization of languages.
Land-based programming is based on the understanding that, for many Indigenous
communities, physical, emotional, and spiritual wellbeing are inseparable from the land andwater (Redvers, 2016). This programming typically takes the form of organized activities taking
place on the land or water, rooted in traditional knowledge and ways of life. Some examples ofsuch practices include berry-picking, hunting, fishing, tanning hides, or picking traditional
medicines (Redvers, 2016:3). While these practices are still commonly passed down informally,in some communities the loss of traditional knowledge due to Residential Schools has led to thecreation of formal land-based programming initiatives to revitalize traditional knowledge.
Such land-based initiatives often face funding difficulties, and a relevant example ofindustry partnership is Diavik Mine’s support of the NWT On the Land Collaborative. A joint
venture between Indigenous governments, the Northwest Territories government, and otherfunding partners, this non-profit organization provides funding for land-based programming
initiatives led by Indigenous communities. Some projects that have received funding in the past
include an educational overnight trip for youth along a trapline, a trails revitalization project, andthe creation of a free after-school Nature Club program (NWT On the Land Collaborative,
2018:7-13). These programs all serve to preserve valuable cultural practices and encourageintergenerational transmission of traditional knowledge.

b. Language Preservation
Many of the projects funded by the On The Land Collaborative have included Indigenous
language development as part of their key missions. For many Indigenous communities,
supporting and revitalizing their languages after decades of oppression is a key priority, because
cultural practices and histories are often closely linked with language. Local cultural promotion
initiatives are one way of fostering continued use of Indigenous languages, and another possible
avenue is through the formal study and instruction of languages at post-secondary institutions.

39
One industry leader in this area has been Enbridge Inc, the Alberta-based energy
company. In an effort to preserve their language, the Sioux Valley Dakota First Nation havepartnered with Brandon University to create a Dakota Language Program to increase the study
and knowledge of their language (Brandon University, 2012). In support of this project, Enbridge
has funded the program directly and helped provide scholarships for studies in this program, inthe amount of of $60,000 over 3 years. In addition, Enbridge partnered with University
nuhelot’įne thaiyots’į nistameyimâkanak Blue Quills, Alberta’s only Indigenous university, tofund their Dene Language Program (Enbridge, 2016b). By supporting these initiatives Enbridge
shows a commitment to the preservation of the languages and therefore also the cultures ofpartner communities.
c. Further Opportunities in Culture
Support for Indigenous culture can take many forms across the various communities, andlanguage promotion and land-based programs are only two examples of how industry can help
achieve cultural development goals. Specific initiatives have included support for the Arctic
Winter Games by Diavik Diamond Mine, and the training of research assistants to help in
cultural heritage research with the Na-Cho Nyak Dun Nation (Diavik Diamond Mine, 2018;
CBA Committee, 2016). Opportunities for partnership in cultural promotion are limited only by
the needs of local Indigenous communities.

V. Conclusion
Though Indigenous communities are very diverse, this report has aimed to equip theresource industry with a starting point for their engagements with these communities byidentifying widely applicable best practices. The focus of this report has been on employment
practices and community outreach in the areas of health, education and culture.
Recruitment and Retention
In the realm of recruitment and retention, the overarching theme of this report has been
that, both in the workforce and during the application process, understanding cultural differences
and accommodating for them is a critical step towards increasing Indigenous representation. It isalso important for non-Indigenous workers in a company to have an understanding of Indigenous
issues, to help reduce bias, racism, and misunderstandings.
By building long-term relationships with groups inside Indigenous communities, such as
governments and community organizations, resource companies can integrate themselves into
local networks and increase their profile, leading to greater Indigenous participation in theirprojects.

40

For a number of reasons, Indigenous people often lack the training required for jobs in the
resource industry, so offering training opportunities both on the job and at post-secondary
institutions can have a large impact on Indigenous participation in a resource project.
Implementing a formal commitment to the recruitment and retention of Indigenous
workers from the top levels of the company is the first step towards increasing participation ofIndigenous workers at resource projects. Developing a concrete plan to achieve that commitment,
and creating a system to monitor progress on that plan are important next steps.
Community OutreachThrough community outreach efforts, the opportunity for resource companies to improve
the quality of life in stakeholder communities is large.
In order to support the health-related needs of communities, a responsible environmental
policy is essential, because the health of a community is usually closely tied to the health of their
physical environment. Financial support can also be offered to healthcare facilities andIndigenous health-related research, as long as boundaries between government, academia, andthe private sector are respected.
The education needs of Indigenous communities are often great, and resource companies
can offer their support through on-the-job training and apprenticeships, scholarship sponsorships,
and small-scale support of libraries and local initiatives.
In order to promote Indigenous cultures, accommodations for cultural practices in theworkplace are a positive step. Community partnerships which support the perpetuation of
traditional knowledge, whether through outdoor land-based programming or language
preservation, are also important ways for resource companies to support Indigenous cultures.
For resource companies to successfully engage with Indigenous stakeholder communities,
they must first understand and respect the unique history, culture, needs and goals of thosecommunities. If this is done well, a long-term and mutually beneficial relationship becomes
possible.

VI. Further Directions for Engagement
The preceding sections of this report have outlined some of the ways in which corporate
engagement with Indigenous communities is occurring in Canada. However, beyond the scope of
this study there remain several avenues of corporate engagement that could be further explored.

41First, the environmental role of resource corporations is an important component of theirrelationship with Indigenous peoples. A great many Indigenous groups in Canada speak of theimportance of their relationship with the land and water, so it is important that companies takethis into account when planning projects (Assembly of First Nations, n.d.). Not only doenvironmental practices impact the land and water itself, but they also affect the health andspiritual well-being of communities. Adopting environmental best practices at every stage of a
project, from pre-construction to remediation, is an important way of developing successful
relationships with Indigenous communities. A closer study of industry best practices inenvironmental policy and engagement with Indigenous peoples and regulators would yield aclearer picture of how best to approach environmental policy.
The second area in which further research would be useful is in economic development
practices. For Indigenous communities, the goal of greater autonomy is important, and economic
development can play an important role in achieving that aim. Whether through preferential
procurement policy, the establishment of local Indigenous business registries, or by increasing
access to capital for Indigenous businesses, resource development partners can play a large rolein expanding Indigenous business. A more in-depth exploration of these practices and others
would yield a clearer path forward for helping grow Indigenous business in partner communities.
The third and largest opportunity for further research is a closer exploration of the needs
and goals of specific stakeholder communities. As every community will differ in theircircumstances and priorities, the general findings contained in this report cannot describe them
all individually. Consultations with these communities are an important next step inunderstanding their subjective experiences of resource development and their views oncommunity engagement.

42

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