it was Syncrude that really ‘got it.’ They gave us the chance to access contract opportunities.” Thanks to a forward-thinking Syncrude CEO, Tuccaro was able land some of his first work and get his start on the path to success. He considers himself lucky because most of corporate Canada didn’t work that way. “They (Syncrude) were a leader in ensuring Aboriginal people had an opportunity to contract with their company. And after we contracted with them, we proved that we were just as good as other contractors coming in from the south,” he says. At the same time, Tuccaro believes the company’s leadership also real- ized that Aboriginal suppliers possess some natural advantages. “We’re already right there, in the region where these companies are developing the resources,” he explains. “Aboriginal suppliers offer the best potential long- term contract you’re going to find. They don’t have to relocate, they don’t need the camps that other suppliers do if they’re coming in from some- where else. In other words, they don’t add to the expenses of a project.” TOP-LEVEL SUPPORT The importance of having top leader- ship support for Aboriginal procure- ment is still critical if Aboriginal suppliers are to get a chance at some of the bigger opportunities. This type of support has been the norm at Civeo, a company that specializes in workforce accommodation, primarily in the oil sands. Civeo has had an active strategy for engaging Aboriginal companies in its supply chain for several years, says its senior manager of Aboriginal Business Development Trevor Gladue. “Our supply chain policy has been endorsed by our senior executive team and is driven down into the supply chain team,” he notes. “Our team is extremely active in engaging with Indigenous subcontractors and communities and obtaining their services for the work we do.” Civeo’s main areas of Aboriginal spend are security, snow removal, water and wastewater hauling, staff transportation and waste disposal. Gladue says the company uses a scorecard when evalu- ating potential Aboriginal suppliers. “Number one is safety, absolutely,” he explains. “But the supplier has to be cost-competitive and has to demon- strate an ability to perform the work. One of the check marks is ‘Are you CCAB PAR-certified?’ We put that out to all of our subcontractors. We’re quite proud of that. If you’re PAR-certified or in the process of getting certified, that gives you an advantage.” COMMUNITY APPROACH Business is business, but a sense of community still sets Aboriginal busi- ness apart. A perfect example is Dave Tuccaro’s pride in seeing entre- preneurs he helped get started turn into contenders for contracts his own company bids on. While a competitive spirit is inevitable, he ultimately wants to see other Aboriginal businesses succeed. For its part, Civeo regularly helps fledgling Aboriginal suppliers who Transportation & Utility Contractor Relationships are built on TRUST. BUILDING Michels Canada is committed to DEVELOPING AND ENHANCING current partnerships within Indigenous communities. We serve to PROMOTE AND EDUCATE Indigenous peoples on the advancement of careers in the construction sector. Harmony www.MichelsCanada.com The Aboriginal BUSINESS REPORT 15