Our Performance in 2024

an Indigenous relations policy and strategically selecting priority

partner communities, we’ve achieved the Committed level—the

f irst of three phases for the Bronze certif ication we’re aiming for

in 2027.

A testament to our growing commitment, our Environment and

Sustainable Development team organized a team retreat in the

community of Kahnawà:ke, Quebec—a choice that ref lects our

desire to connect with our Indigenous neighbours and learn about

their culture and realities.

These direct interactions give us a better understanding of the issues

specif ic to a community, particularly in terms of employment and

training. Recruitment remains an exciting challenge and an important

opportunity. First Nations rely on a young and dynamic population,

but these highly sought youth are often far from urban centres and

don’t always have the training adapted to our trades. Our ambition:

to design training programs in collaboration with Indigenous com-

munities and create pathways to the construction industry.

With this in mind, we’ve developed a bursary and internship

program for Indigenous engineering students. We’ve already

welcomed three interns to our worksites in Quebec and plan to

offer bursaries for the 2025 fall semester.

Our worksites have become veritable meeting hubs. Through 20

projects, we built bridges with 40 communities across the country,

particularly in Quebec,British Columbia and the Atlantic, and forged

productive partnerships with many Indigenous businesses.

At the same time, we’re seeing an increase in requests for propo-

sals that require Indigenous participation. To keep pace with this

momentum, we now rely on the expertise of six people, including two

members of First Nations. Procurement from Indigenous businesses

jumped from $1.8 million in 2023 to $18.5 million in 2024. This sharp

increase is the result of new projects, new relationships with Indi-

genous businesses and communities, as well as an analysis of our

supplier base to identify those with Indigenous status.

At the heart of our approach is our commitment to building struc-

turing alliances. The creation of Chino marks a turning point. This

alliance with the Cree Nation of Mistissini for a new building in

the community represents our f irst joint venture with Indigenous

majority ownership. This model exemplif ies the type of partnership

we want to develop in the future, and we’ve already identif ied

potential projects and embarked on preliminary discussions with

future partners.

In terms of recognition, we’re making progress with the Partnership

Accreditation in Indigenous Relations program (PAIR) awarded

by the Canadian Council for Indigenous Business. By developing

INDIGENOUS RELATIONS

Who We Are | Action Plan | Health and Safety | Equity, Diversity and Inclusion | Climate Change | Circular Economy | Indigenous Relations | Community Relations | Governance | Appendix