Orano Mining
Corporate Social Responsibility
Report 2017
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Given the diversity of contexts, past events within our activities and the nature of our projects, our aim is to promote a trusting dialogue and long-term partnership with our stakeholders.


Fundamentals: Strategic orientations

ISR Cultural subsidy granted to local communities in Saskatchewan (Canada)

The priority actions defined in Orano Mining's CSR policy for the social domain are:

To meet these objectives, we are adopting an approach in France, Canada, Niger, Namibia, Gabon, Kazakhstan or Mongolia, based on working on the following areas:

Governance:

Prevention of risks thanks to our commitment to our stakeholders:

ORANO MINING's SOCIAL COMMITTEES: OUR GOVERNANCE TOOL

Since 2013, the Mining Social Committees of Orano Mining have had the task of putting its social policy into practice at local level in terms of partnerships and economic development aid:

  • identification of indicators and development of a monitoring system to measure deployment of the CSR policy;
  • highlighting of the value of social commitments both internally and externally;
  • choice of perimeters and topics to be given priority for the deployment of significant and sustained courses of action;
  • determination of associated budgets (budgets of Subsidiaries and/or central budgets);
  • supervision of validated financial commitments;
  • reporting on actions taken.

They bring together the managing directors of subsidiaries, local social leaders, and coordination and support teams from head office. Meetings are held more or less frequently depending on the country and depending on needs. The Mining Social Committees cover the whole scope of Orano Mining: Canada, Gabon, Kazakhstan, Namibia, Niger and Mongolia.

Dialogue with our stakeholders

Who are our stakeholders?

FIND OUT MORE

About the Group of Stakeholders interested in our activities

We define our stakeholders as persons or groups of persons upon whom our activities have had or are having an impact. As part of a responsible approach, it is absolutely necessary to have an understanding of this environment in order to be able to adapt our actions as effectively as possible.

We break our stakeholders down into four main groups:

  • internal participants: managers, employees, trade unions, etc.;
  • the authorities: Government Ministries, Prefects, Mayors, etc.;
  • national and international NGOs;
  • the media and representatives of the general public.

We are called upon to establish dialogue with all of these groups of stakeholders.

The methodology used to identify and qualify our stakeholders was updated in 2015 and has since been applied to the territories where we are operationally active.

This methodology is based both on internal feedback from experience and on benchmarking of performance outside the Orano group.

The criteria retained to qualify their representativity are their geographical proximity to our operations, the level of impact of our activity and their possibilities for engagement with stakeholders.

The working method is broken down into 4 distinct steps:

  • 1. Preparatory phase
    This includes the validation of the method with internal stakeholders, the creation of information gathering tools (interview guide) and the delimitation of the zone and of stakeholders, in particular as far as state and local structures, NGOs/Associations, Suppliers, the Media, etc. are concerned.
  • 2. Information gathering phase
    This phase includes the conducting of interviews and documentary research.
  • 3. Data analysis and processing phase
    This involves the transcription of interviews, the exploitation of documentation, the production of graphs and comments on them, and the drawing up of the plan of action.
  • 4. Phase of feedback to Stakeholders and of deployment of the plan of action

Framework for dialogue

Meetings of bodies to maintain dialogue in labor relations (internal to Orano Mining and intended for employees) are organized both on sites and centrally. A similar process is also deployed to maintain social dialogue with our external stakeholders.

The objective of this process of entering into dialogue and discussion with stakeholders and meeting with them on a regular basis is to maintain a constructive relationship with our stakeholders to understand their expectations and explain our activity to them. It is an approach which is essential in order to get to know each other better. We thus adapt our frameworks for dialogue depending on the stakeholders (authorities, local population, associations, media, Orano Mining employees).

These formal exchanges may take the form of face-to-face discussions, public meetings, or communication in writing and are adapted to the environment in each of the countries in which we are present. The topics most frequently addressed are those relating to the environment and the economy. The frequency with which we enter into dialogue depends on the results of the stakeholder mappings carried out on a regular basis; in Canada and Namibia in 2016, in Niger and Mongolia in 2017 and, during the course of 2018, in Kazakhstan and France, on post-mining issues.

2017 saw the launch of a system to assess our performance in terms of social investments. The aim is to precisely measure the correlation between an investment in a community and its impact on its immediate environment. This collaborative assessment and scoring work results in an exchange between all the stakeholders involved in carrying it out (town hall, users, suppliers, technical services, local CSR team).

7 topics (around twenty questions) are addressed as part of the assessment interview: meeting the needs of users and local authorities, management of the project schedule, local development aid, supplier relations, respect of human rights, respect of the labor rights of the employees involved in the project, project governance.

21 operations with an impact on water management, health or education conducted in Niger in 2016 have been assessed accordingly in 2017.

The initial outcome of these assessments is encouraging, both with regard to the involvement of stakeholders in this exercise and with regard to the results. This assessment system is thus to be extended to other sites such as those in Mongolia and Kazakhstan in 2018.

Dialogue bodies

Here are some of the different types of dialogue and consultation bodies and events in the main areas in which we work:

CANADA – Athabasca Working Group (AWG)

  • Created in 1993, this body is composed of members of the mining companies (Orano Canada Inc. and Cameco Corporation) and six communities in the north of Saskatchewan province.
  • In 2012, these stakeholders began the renegotiation process for the "Impact Management Agreement", an agreement that since 2001 has covered all aspects relating to the impact of mining activities on the region: employment, training, environmental protection.
  • In 2016, negotiations with the Communities of Athabasca gave rise to the signature of a new Partnership Agreement on June 10, 2016. This Agreement deals with McClean Lake and supersedes an Impact Agreement dating from 1999. It is structured around 5 pillars for cooperation: local workforce development, economic development, community engagement, the environment and community investments.

Company executives from Orano Canada and its partner Cameco Corporation meet with leaders of indigenous communities from the Athabasca Basin in Northern Saskatchewan each year.

Meeting with leaders of indigenous communities from the Athabasca Basin in Northern Saskatchewan From left to right: Chief Louis Mercredi, Chief Corrine Sayazie, Vincent Martin (CEO of Orano Canada),
Tim Gitzel (CEO of Cameco) and Chief Bart Tsannie.

In October 2017, Orano Canada received an award for its involvement in the community from the Saskatchewan Chamber of Commerce in Saskatoon obtaining one of the best rankings in a study concerning the level of partnership of the 500 largest companies with their local economy.

Distinction d'Orano Canada pour son engagement par la Chambre de Commerce de la Saskatchewan Vincent Martin, President and Chief Executive Officer of Orano Canada receiving the award from the Saskatchewan Chamber of Commerce.

Orano Canada Inc took part in the first joint sessions allowing stakeholders to engage with representatives of the government and organizations from local indigenous communities. The challenge was to ensure that the meetings with stakeholders were targeted and relevant for the local communities. The meetings were held at Hatchet Lake on January 24, 2017, at Black Lake the following day and at Fond du Lac on January 26. Throughout these three days, Orano Canada was able to discuss and respond to questions raised by the communities, their leaders and secondary school students in a friendly atmosphere.

Community meetings

Jobs Forum organized for young people from remote communities in Northern Saskatchewan. Jobs Forum organized for young people from remote communities in Northern Saskatchewan.

FRANCE – Site Monitoring Committee (CSS)

  • Set up on the initiative of local Prefects (government representatives), Site Monitoring Committees are bodies to promote dialogue and consultation between the operator and local stakeholders (residents, employees, elected officials, associations, etc.). Their aim is to inform the public about the effects of waste processing facilities on health and the environment. The introduction and organization of CSS, formerly CLIS, now known as CSS, was strengthened by the circular of July 22, 2009, which calls for the development of this policy of openness and transparency.
  • The Prefect can set up a CSS for each waste processing facility for which a permit is requested, and is obliged to set up a CSS for all storage facilities for the collection of final waste or special industrial waste, or where a request is made by one of the municipalities located within the area covered by the public enquiry.
  • Through these committees, Orano Mining presents the different environmental outcomes and the work to be carried out to improve monitoring of former mining sites, in consultation with committee members.
  • At least once a year, the operator provides the committee with a summary of site activities, focusing on environmental monitoring and risk prevention.
  • In 2017, there were 9 committee meetings across France.

GABON – Local information committee

  • The most recent meeting of the Local Information and Oversight Committee (Commission Locale d’Information et de Surveillance – CLIS) was held in Mounana in Gabon in March 2017. This meeting provided an opportunity to take stock of the actions taken by COMUF since the last Local Information and Oversight Committee (CLIS) meeting held in November 2015, in particular including progress on the Mounana 200 project, an assessment of the results of the action plans for 2013-2015 and 2016-2017 related to remediation, validated by the Gabonese Nuclear Safety and Security Agency (Agence gabonaise de sûreté et de sécurité nucléaires – AGSSN), the maps of site usage restrictions, and the social initiatives completed or in progress.
  • The results of environmental monitoring for the last five years concerning the areas on and around former mining sites –carried out under the supervision of the AGSSN – were also commented on: "As in previous years, the results of the various inspections do not show any impact on health or the environment", confirms an expert from the Department of Safety and Community Involvement, Mining BU.
  • Concerning the Mounana 200 project, to build 201 homes to replace those identified by the AGSSN as being radiologically affected and validated by a technical committee made up of the various different stakeholders, COMUF launched the construction work of the first phase of 124 houses in June 2016. Earthworks and work on the elevations of the houses are now complete and the roof structures and roofs are in place. People will be able to move into the new homes once work on the highway, network and mains infrastructure has been completed.

KAZAKHSTAN – Local communities

  • KATCO, a joint venture between Orano and KAZATOMPROM, has developed labor relations and social initiatives in the region of Suzak (South Kazakhstan), where its production sites are located, as part of an ongoing process of dialogue with representatives of local communities: Shu, Tasty, Sozak, Sholakorgan and Taukent. All the projects are the outcome of the parties working together, as part of consultation sessions with these different communities.

MONGOLIA – Local cooperation councils

  • There has been a formal framework for dialogue and discussion between teams from AREVA Mongolia, Cogegobi and local communities in place since "Local Cooperation Councils" were set up in 2013. Three or four times a year, representatives of the Soums and Bags of Ulaanbadrakh and Zuunbayan meet with representatives of AREVA Mongolia;
  • The Local Cooperation Councils allow information to be shared with the local community in the areas where AREVA Mongol LLC is present;
  • At these meetings, our specialists present studies and review the state of progress on the programs currently underway: the cultivation of saxaouls, the rebuilding of herds, a veterinary project, wells being created and wells to be repaired, etc.;
  • These meetings also provide Community representatives with the opportunity to pass on their requests.
  • In 2017, AREVA Mongolia pursued its objective of ensuring the transparency of the activities it conducts and of improving mutual understanding with local populations. Before exploration operations commenced, meetings were organized with the families living in their summer and fall farming locations, to inform them in advance about our operations and to listen to their demands. After establishing the movements and migration of the herders' families, modifications were made to the drilling operations, thus avoiding any disruption to their nomadic way of life.
  • Other meetings are also organized: participation in meetings and festivals organized locally, organization of site visits, etc.
Stakeholders for our exploration activities in the region of Sainshand
Mapping of local stakeholders for our exploration activities in the region of Sainshand

2017 was marked by the deployment of a major stakeholder mapping operation making it possible to expand our knowledge base of stakeholders and understand how they perceive our activities. This consisted of several steps:

  • the conducting of a survey at national, provincial and sum level, involving at least 120 people (representatives of the government, the scientific community, the media, internal stakeholders, shareholders, NGOs, etc.) by means of interviews;
  • the deployment of a perception survey in the Dornogobi, with 1,200 people interviewed (local government authorities and populations, herders, etc.).

This includes the implementation of action plans, with these stakeholders, which will be deployed during the course of 2018.

NIGER – Bilateral steering committee (CBO)

  • Created in May 2006 to help strengthen the local governance of societal projects for the benefit of populations;
  • Brings together local elected officials, relevant administrations and civil society alongside Orano. They define local development policies, identify priority areas for intervention, issue opinions on projects and ensure financing for the latter;
  • Orano's mining entities in Niger make an annual contribution of 450,000 euros to the CBO.
10 years of social involvement
brochure notre engagement sociétal au Niger DE 2006 À 2016

To mark these 10 years of partnership, in 2017, the mining companies SOMAIR, COMINAK, IMOURAREN SA and Orano Mining published a brochure to raise awareness of the ongoing efforts being made in the areas of education, health, access to water, economic development and tackling food insecurity.

Mapping of stakeholders in Niamey

Started in 2016, mapping of stakeholders continued in 2017 for Niamey. The aim is to find out more about how they perceive Orano, and to establish priorities on environmental, labor relations, social, economic and governance-related questions.

The stakeholders concerned were state structures, NGOs/associations, suppliers and journalists. All of their expectations were catalogued.

An action plan will be deployed in 2018. Its aim will be to highlight the actions we are taking through indirect exchanges (organization of field visits, social networks, scientific and social meetings) and actions taken in partnership to exchange and share information (develop and highlight the actions we are taking with regard to social aspects of our areas of intervention: the environment, health, education and economic development).

CONTRIBUTION TO LOCAL DEVELOPMENT

Community investments

Community investment strategy

We define community investments as the setting up of project and actions with the aim of meeting both the expectations of our stakeholders and the operational goals of Orano Mining. In this sense, these projects differ from a purely corporate sponsorship-based initiative which is "a voluntary undertaking (…) which does not seek to have any impact on its (the company's) activities" (corporate sponsorship charter – ADMICAL).

Funds spent for Orano’s mining activities in 2017:  € 3,600 K

By country

Moyens mis en oeuvre par pays

The funds for community investments are allocated by the various different subsidiaries, by AREVA SA and by the CSR Department of Orano Mining.

Examples of social projects supported by Orano Mining's mining activities

Examples of social projects supported by Orano Mining's mining activities
MONGOLIA – € 292K

Moyens mis en oeuvre – Mongolie

FXB Village

The program was launched in the rural province of Dornogobi in January of 2016, with funding from the AREVA Foundation.

It aims to bring about improvement in all aspects of the participants' lives: nutrition and food diversity, health, education, hygiene, protection of children's rights and sustainable economic self-sufficiency. Simultaneous actions being taken by NGOs in all these areas of everyday life are making it possible to break the vicious circle of poverty in a way that is sustainable.

The teams from FXB will therefore be develop a more entrepreneurial mindset within these families

The objectives are to:

  • strengthen the economic capabilities of 1,000 vulnerable families;
  • consolidate the food security of beneficiaries of the program and eradicate child malnutrition;
  • improve the families' access to adequate medical care, and improve living conditions and conditions of hygiene for participants;
  • facilitate access to education for children and young people;
  • enable adults to become self-sufficient.

In this way, in 2017, the families taking part received individual aid for Income Generating Activities (IGAs). Nearly half of the participating families raise livestock, while for the other half of beneficiaries, IGAs are mainly commercial activities such as fast food, the sale of used clothes, grocery, craft production, etc.. FXB also encourages saving. Each family starting an IGA is thus required to open a bank account and save money on a regular basis.

NIGER – € 2 800K

Moyens mis en oeuvre – Niger

Projects supported by the Bilateral steering committee (Conseil Bilatéral d’Orientation – CBO)

20 projects out of the 21 approved by the CBO at the start of 2017 have been completed and accepted during the course of the year, corresponding to a completion rate of > 95%. Notable projects include improving access to water with the creation of livestock wells, education with the construction of new classrooms, latrines, and bringing electricity to a healthcare center, etc..

The municipality of Arlit received 41% of the funds, followed by the municipalities of Timia, Iférouane and Gougaram.

Village well Village well

3 years of partnership with "Les Puits du Désert"

The partnership is located in the region of Agadez, in the Tidène valley. The objective is to provide access to water, facilitate economic development and improve the food situation and security of inhabitants in the Aïr Massif.

The actions focused on the construction of 5 village wells to provide drinking water in the following 5 villages: In Tédeiné, Gadambo, Intichikit, Inwadenan and Tinnougouran, the construction of 3 wells for horticulture in gardens to guarantee food security for the populations and the purchasing of seeds for the gardeners.

Around 16,000 people (women, children, head of families, former soldiers, etc..) have benefited from the program. Today, waterborne diseases are on the decrease thanks to the 5 village wells in operation.

In view of these results, a new project for a partnership with Les Puits du Désert is being studied.

Exemples de projets sociétaux portés au sein des activités d’Orano Mining

Health: improving conditions of treatment for kidney diseases

Take action to address the considerable increase in the number of cases of chronic kidney disease by providing support to the dialysis center at the Hôpital de Lamordé in Niamey.

The strengthening of its technical equipment should eventually make it possible to provide correct treatment for impaired kidney function by means of the technique of hemodialysis and thus reduce the number of health evacuations that have to be made to other countries.

A first installment of funds was made available for the purchase of equipment in 2016, to be followed by further installments in 2018 and 2019.

Support to the dialysis center at the Hôpital de Lamordé in Niamey Hôpital Lamordé, Niamey

IRHAZER: 2017, a year of renewed activity

IRHAZER is a hydro-agricultural and pastoral development project in northern Niger, it’s main objective is to contribute to sustainable food security by the development of irrigated agriculture, thanks to measures to improve and accelerate the development of a 1,000-hectare area.

The objective over the longer term is to make the sites used self-sufficient so that they become profitable and sustainable.

The project is planned to be executed in three main phases:

  • 2011-2012: Feasibility study.
  • 2013-2015: Pilot phase. This allowed the possible systems of production (plant and animal) to be tested and the investment models for the development phase to be validated.
IRHAZER project to extend the cultivable land area through irrigation Irhazer project: visit to a farming operation
  • Since July 2015: Phase for development of the models validated in the pilot phase. The cultivation of alfalfa introduced within the framework of the project provides an opportunity for Niger to cover its needs for livestock fodder which are currently not met.

2017 saw:

  • the resumption of investments on new community sites and the equipment of developed sites with hybrid (solar-thermal) energy supply systems;
  • the deployment in conjunction with the Nigerien office responsible for hydro-agricultural developments of actions to encourage the self-sufficiency of sites;
  • drawing up and validation with all stakeholders of the strategy for involvement in the private sector.

The next steps:

  • Partial financing of private initiatives in the Aïr and the Irhazer:
    • in the area of the development of irrigated agriculture, the projects are classified as small private irrigation projects (Petite Irrigation Privée – PIP) for existing family farms, and as large private irrigation projects (Grande Irrigation Privée – GIP) for farms of more than 5 hectares, shared between several beneficiaries, and requiring a large investment. The contribution made of the project may amount to as much as 70% of the overall investment.
    • in the area of pastoral development, through the financing of a private pastoral urban farm in Agadez. These private farm models have seen more sustainable development in the region than the community models initiated in the pilot phase.
  • promotion of the value chain: All those parties involved and measures which can contribute added value to an unprocessed product, in particular through transformation, packaging, storage, transport or distribution.
KAZAKHSTAN – € 180K

Moyens mis en oeuvre – Kazakhstan

Annual support for local communities

Community initiatives have an effect on the life of local people by providing support for the organization of various festive events, helping to acquire communications tools, as well as offering support for the education of children (kindergarten for 50 children in Tasty, school for 200 pupils in Sholakkorgan), for underprivileged families (distribution of coal), for people in need (sewing workshop for handicapped persons in Sholakkorgan) and for herders.

Distribution of coal for underprivileged families Delivery of coal

Focus on sport

In 2017, the communities expressed the desire to develop sports infrastructures for the benefit of young people.

An initial project for a sports field was financed in 2017.

It is to be followed up by four similar projects in 2018.

Focus on sport Sports equipment in Tasty
CANADA – € 290K

Moyens mis en oeuvre – Canada

Orano Canada (OC) gives priority to community initiatives which we run in the regions in which we operate, namely in the north of the province of Saskatchewan (where Aboriginal peoples make up 80% of the population) and Saskatoon. Teaching and literacy initiatives, cultural events, healthcare and community development programs are central to the contributions made by OC. In 2017, OC made grants available to 9 students residing in remote communities in Northern Saskatchewan to enable them to pursue courses of further education. A further 82 students from colleges and secondary schools in Northern Saskatchewan received a prize accompanied by a grant from OC in recognition in particular of their excellent results in mathematics and the sciences. Furthermore, OC granted 10 bursaries to students of the Gabriel Dumont Institute which specializes in studies and teaching programs specifically for the Métis community . Lastly, OC also made a contribution (accounting for a third of the amount) to bursaries granted to 17 post-secondary school students originating from communities in the Athabasca Basin closest to the McClean Lake mining site.

Community program for schools Community program for schools

Cultural subsidy: the Alex Robertson library serves three communities in Northern Saskatchewan · Orano Canada Inc upgraded all the computers, printers and servers to ensure that everyone (especially people on low incomes) has access to the internet and to computers to apply for jobs, take e-learning courses, carry out data research, etc.

Health: distribution of free milk and meals served at a local community center. Support for the most vulnerable groups in Saskatoon, and children in particular. Food distributed in this way makes it possible to ensure that they get at least one full meal a day. These donations are made in favor of three communities in the remote regions of Northern Saskatchewan.

Food distribution

A CSR web application

To provide better traceability of social data, in 2017 teams from CSR deployed their own web support application. Based on graphical data, this internal platform provides access to the monitoring of investments made since 2006. It identifies, saves and provides access to a history of information and gives the user access to project information sheets.

Initially deployed for operations funded in Niger, it is gradually to be extended to cover all sites.

CSR web application CSR web application

Transparency of revenue in the extractive sector

Through our support for the Extractive Industries Transparency Initiative (EITI), Orano Mining has continued to demonstrate its commitment to greater transparency in payments made to states in relation to the management of mining resources.

Niger, Mongolia and Kazakhstan, countries in which the group is engaged in mining activities, are members of the EITI, except for Niger which announced its withdrawal from the initiative in November 2017.

In these countries, our mining subsidiaries participate in the local multi-party process and declare payment of taxes, mining rights and taxes on profits using specific declaration forms. The total revenue is presented officially on the EITI website.

IMPACT OF OUR PRESENCE IN THE REGIONS
Focus on Orano in Niger

Present in Niger for over 50 years, the Société des Mines de l’Aïr (SOMAÏR), in which Orano Mining is the major shareholder alongside the Nigerien State company SOPAMIN – and the Compagnie minière d’Akouta (COMINAK) operate two mining sites in the Arlit region, in the north-east of the country, over 1,200 km from the capital, Niamey. The group which also developped the Imouraren project (one of the largest uranium deposits in Africa), has had to mothballed it while awaiting more favorable market conditions.

Each mine has its own ore processing plant. Since they were founded in the late 1960s, the two mining companies have, to the end of 2017, extracted more than 131,400 metric tons of uranium.

The impact of Orano Mining's activity in Niger can be judged through various indicators:

  • 800 million euros have been invested in the Imouraren project,
  • 62.0 million euros paid to Niger in taxes and royalties in 2016,
  • an average of 100 million euros per year in local purchases,
  • 4,000 direct and indirect jobs: 98% of direct jobs (=Orano Mining employees) are held by Nigerien nationals,
  • the mining companies provide free medical care to employees and their families, the hospitals are open to the rest of the population. The hospitals budget is more than 4 million euros per year 45% of overall expenditure devoted to non-employees of the group,
  • the mining companies make community investments targeting the following priority areas:
    • education (building classrooms, scholarships, etc.),
    • health (construction of health infrastructure, training, medical equipment, etc
    • access to water (drinking water wells, wells for horticulture, livestock wells, etc.),
    • provision of infrastructure (infrastructure for the municipalities and cooperatives, developments for agriculture or sanitation, etc.),
    • in 2017, 2,8 million euros were spent to community investments in Niger.
  • the mining companies contribute to the maintenance of the Tahoua-Arlit road through an annual allocation to a maintenance fund for the road in an amount equivalent to 1% of their turnover.

Local recruitment

Recruitment of employees

Orano Mining’s social policy expresses a commitment to promoting the local recruitment of our employees. Over 98% of our employees on our sites are from the host country.

We also pay particular attention to indigenous communities, to facilitate their access to our employment opportunities. This situation exists in Canada, for example, in North Saskatchewan, a region that has seen numerous initiatives to promote access to employment and select local entrepreneurs as a preference. This is also true in Mongolia and in Kazakhstan.

Currently, across all the countries in which we work, the majority of employees (at all levels of the organization) are of local nationality..

Purchasing

Purchasing by the Mining BU breaks down into five main categories: energy, logistics, materials, services and reagents. The Mining BU works with some 2,500 suppliers in the countries where it operates.

The fact that preference is given to local suppliers during the bidding process enables the creation of a network of companies and numerous jobs in the region where the mining site is located. In 2017, 73% of our purchasing volume came from the countries in which we are based.

It is not always easy to define the meaning of "local", and the term varies depending on the country, its stage of economic development and the population density around the site. Orano has therefore implemented specific purchasing policies in the countries in which it has mining sites.

For example, in Canada, for similar contract bids, preference is systematically given to "local" northern suppliers, as per their status under provincial legislation in Saskatchewan. A company has "local" northern status if it belongs to or operates within the community living in northern Saskatchewan. Service contracts such as site catering or monitoring, which require a large workforce, have only been awarded to suppliers from this region.

Similarly, in Kazakhstan, preference is given to local suppliers where skill levels are comparable. Katco thus now purchases its tubes, which it initially imported from Europe, locally.

International suppliers which work for our sites are also committed to CSR approaches. For example, the catering company CIS in Niger, which is developing an area in the municipality of Arlit for the cultivation of vegetables, with the assistance of an agronomist, for the benefit of two communities of women living in particularly precarious circumstances.