Advancing Economic Reconciliation Through Action

For Jean-François Verret, a genuine partnership begins long before an agreement is signed. He pointed to the example of Raglan Mine, whose agreement with Inuit communities was ratified in 1995 following several years of discussions.

This collaboration made it possible to incorporate Inuit knowledge into the project's design. “We need to involve communities as early as possible in the process so that we can build the project together,” he explained.

He criticized the practice of presenting communities with fully developed projects, accompanied by 1,200-page impact assessments, and then asking them to reach a decision within a few months. “That's not how you build something together.”

The Raglan Agreement represented a significant step forward, but it should not become a fixed model. “Should what was signed in 1995 represent our ceiling? Absolutely not. We need to keep innovating.”

Verret also emphasized the distinction between an agreement and a lasting partnership. “An agreement is a document you sign. A relationship is something you live every day.” Building that relationship requires an ongoing presence in the community, a willingness to listen, and a genuine commitment to understanding its concerns.

This responsibility extends well beyond the end of industrial operations. Raglan Mine, where operations could continue until at least 2060, has already established a committee to plan for the site's eventual closure and rehabilitation.

“Nothing in our agreement required us to do this. But we need to start now because the communities are the ones who will continue living on the land,” explained Jean-François Verret.

The objective is not only to preserve the project's economic benefits, but also to protect the ways of life and culture of Inuit communities.

For Ghislain Picard, this approach illustrates the progress made by the industry. He recalled the damage left behind by certain mining operations in the 1950s, particularly in Schefferville. “If we had approached things this way back then, communities would probably have had a very different experience.”

Asked what Quebec business leaders should change in the way they collaborate with Indigenous communities, both panellists emphasized humility and the importance of listening.

Jean-François Verret also called for patience. “We live in a world where everyone wants immediate results. You can't force a relationship,” he said. He also stressed that those responsible for community relations should have a seat at the decision-making table.

Ghislain Picard, for his part, called on the business community to become more actively involved. He referred to an Indigenous tradition in which chiefs pass a blanket around, inviting everyone to make a contribution.

He also urged governments to recognize the significance of the United Nations Declaration on the Rights of Indigenous Peoples, which he described as a “foundational” document.

“The doors are wide open. There's still room at the table,” he assured the audience.