b'BUSINESS PARTNERSHIPSwere able to succeed and reduce risk,Its not just the job for us. says Hyggen. That really became the beginning of a long-term relationship.Were trying to fulfil more This part of Kitsaki is now called Kitsakithan that. We have different Vegetation, and it completes all inte-grated vegetation management formandates as a First Nation, SaskPower, ensuring the stability ofon employment, on training the provincial power grid. For Hyggen, collaborating with clients isnt just and really on economic a matter of fulfilling a contract. Its about working to make sure bothdevelopment in oursides know what is really needed from the partnership.Nation and our partnerIts not just the job for us, Hyggen says.First Nations.Were trying to fulfil more than that. We have different mandates as a First Nation,Ron Hyggen on employment, on trainingand reallyKitsakion economic development in our Nation and our partner First Nations. economic impacts for the workforce andFor Brown, SaskPowers biggest success For many First Nations, says Hyggen,the communities that they represent.comes in the form of Indigenous inge-development often starts in the NationsAnd I think through this lens, Kitsakinuity and capacity growth: It makes us own backyard. A lot of First Nationsis the definition of a good partner,very proud when we are able to help will build a gas station. And thats theBrown says.an Indigenous business get their foot first real business opportunity to startin the door, get work experience, grow with. From there, they add on, and theyBrown feels proud to see the posi- capacity and skills and then compete on take on more and more companies andtivegrowthSaskPowerandtheirother work in our province and outside different types of operations.Indigenous supply partners have expe- of our provinceand knowing that we rienced, meeting and even exceedinghad even a small role in helping that Over the years, Kitsaki has built atargets every year for contracting withsupplier gain that experience that helps large portfolio of investments acrossIndigenous suppliers. Its importanttheir success.multiple sectors, including transpor- that our supply chain is committed to tation, catering, underground mining,creating direct impacts for and withWEALTH TRANSFERengineering, insurance and forestry.Indigenous communities. For SaskPower,Owned by the Athabasca Chipewyan When it comes to maintaining a stronga big lesson has been that we have toFirst Nation (ACFN), Acden has become partnership, Hyggen believes havingcontinue to evolve and continue to raiseone of Canadas largest Indigenous a seat at the table is key, along with athe bar, she notes. corporations, and it too serves as an mutual understanding of what the long-term goals are. The way I look at it is we have 12,000 First Nation members in our band, one of the largest in the country, and thats all my family, he says. Whatever we do for profits actu-ally goes back to them.So I always say I have 12,000 bosses.On the other side of Kitsakis partnership is Rhea Brown, executive vice presidentControl of customer experience and procure-ment for SaskPower. In working withthe light in Kitsaki, says Brown, SaskPower under-stands that the value truly flows backyour life.to the people. When we think about the prosperous relationshipsthatwevehadwith Indigenous and non-Indigenous groups,yycbeautifulblinds.caa consistent theme is the prioritization of meaningful contribution to capacity403-274-9558building, skills growth, and sustainable Aboriginal BUSINESS REPORT 113'