Thanks for the question. It's a very good question indeed.
You can look at Cameco, Teck, Rio Tinto diamond mines, Voisey's Bay, and Musselwhite in northern Ontario. Companies that have been at it a while I think are pushed in this direction initially, but like any good business, they start to find value in their programs.
At Cameco, for instance, one of the values they found about engaging and becoming the number one industrial employer of aboriginal people was that they broke through the myth that aboriginal people quit all the time. They had a 95% employment retention rate in northern Saskatchewan. So it's great value to the business when you have your non-aboriginal people going over to McMurray when McMurray was in its boom, and your local people are staying because they want to work with their cousins and their friends in their traditional territory. I think those companies have seen great value in this. It becomes a business driver.
But for those companies, it's also the way they engage. I mentioned briefly that communities don't want to be a regulatory check box. Some companies still go out and say, “Okay, we have to do our duty and consult. We met with the chief and council: check.” That's the last you'll see of them. I think the progressive mining companies in the country engage the community. They hire local liaison people who speak the language and who are opinion leaders in that community. Decision-makers from the company go out and have coffee, with nothing to talk about other than just “Let's have coffee”, and they set down some objectives and ground rules. It's really about creating a long-term relationship.