< Previous20 For daily news follow CMM on Facebook and X 9SUSTAINABILITY INITIATIVES – NATURE-POSITIVE COMMITMENTS REMAIN STRONG WHILE SUSTAINABILITY STALLS Sustainability initiatives are slowing across the sector. More than half of survey respondents have reassessed and/or delayed commitments, likely due to market volatility but also because of few premiums for low-carbon materials. And while nature-positive commitments remain strong, only 56% of respondents are confident in meeting obligations. Many are unsure of what to measure or report and impending International Sustainability Standards Board (ISSB) standards should offer clarity. In the meantime, digital solutions can improve data availability and rigor. Companies are using data analytics, smart sensors, and blockchain to track, monitor, and report Scope 3 emissions, though reducing these value chain emissions remains challenging. 10CHANGING CUSTOMER DEMAND – MINERS ARE EXPLORING NEW MODELS TO BOOST SUPPLY, RESILIENCE, AND COMPETITIVE ADVANTAGE Companies are shifting toward business models that allow them to quickly boost supply through capturing more of the value chain. This is achieved through domestic processing and refining, recycling to extract value from waste, and collaboration that helps miners expand capacity and access strategic resources with lower capital outlay. Vertical integration was the top capital allocation option for 26% of the miners surveyed. Vertical integration into midstream or downstream processing – often through partnerships and local collaboration – allows companies to capture more of the value chain, particularly in battery minerals and rare earth elements. A PATHWAY TO RESILIENCE Learnings from the 2026 report highlight a landscape fraught with both challenges and opportunities. As the metals and mining sector navigates this complexity, the capacity to embrace calculated risks in pursuit of long-term value creation will be crucial. By fostering a culture of innovation and aligning operational capabilities with market demands, companies can position themselves as leaders in a rapidly changing sector. M THEO YAMEOGO LEADS THE METALS AND MINING PRACTICE AT EY FOR THE AMERICAS, HAVING SPENT THE LAST TWO DECADES WORKING IN MINING OPERATIONS AND BUSINESS CONSULTING. THROUGH HIS WORK, HE STRIVES TO CONSISTENTLY FOSTER BUSINESS TRANSFORMATION AND TECHNOLOGY INNOVATION IN THE MINING SECTOR. 20 For daily news follow CMM on Facebook and XVisit us online at www.CanadianMiningMagazine.com 21Visit us online at www.CanadianMiningMagazine.com 23 FEATURE By Felicia Bratu, Operations Manager, wintranslation Bridging Words and Worlds: How Translation Fosters Meaningful Indigenous Engagement From dialect nuances to cultural worldviews, translation is far more than words – it’s the bridge that can make or break meaningful Indigenous engagement in mining. In a sector where every detail matters, the right language can reshape the entire relationship. Mining projects often unfold at the intersection of different worldviews, values, and cultures. Nowhere is this more evident than in conversations between mining companies and Indigenous communities. Today, companies need to work on building long-term, trust- based relationships, yet even the best intentions can fall flat without clear, culturally respectful communication. WHAT TRANSLATION HAS TAUGHT ME Translation is not just converting words. It conveys meaning, values, and worldviews that form the foundation of trust. Over This photo, taken in Vancouver, British Columbia, in 2025, shows a closeup of a Stanley Park Thunderbird House Post Totem Pole. There is a collection of nine totem poles in the park, sourced from remote areas in British Columbia. They are all carved in wood and tell stories of the land and people who first lived on the shores of B.C. the years, working on translation projects that support mining companies in their engagement with Indigenous communities, one thing has become clear to me: language is the heart of understanding. When information is shared in the proper language, with cultural nuance, communities can meaningfully participate in the decisions that may affect their lands and lives. When it isn’t, misunderstandings can have serious consequences. HOW MINING AND TRANSLATIONS INTERSECT I enjoy my modern comforts, such as my computer, my car, reliable electricity, recognizing that these conveniences are made possible by mining. Yet, I have rarely considered who is affected by the mining process. Collaborating with Indigenous translators opened my eyes. to seeing, understanding, and respecting the environment in a different way. By collaborating with Indigenous translators, I have gained a deeper appreciation for the richness of Indigenous languages – from the multiple Inuktitut dialects across Canada’s North, to the diverse First Nations languages throughout the country. Each language carries with it a unique worldview, shaping how people speak about land, community, and our responsibilities. 24 For daily news follow CMM on Facebook and X For mining companies, investment in professional translation services is an essential step toward meaningful engagement. Words matter. When they are understood by all, they have the power to build stronger futures together. UNDERSTANDING INDIGENOUS LANGUAGES AND WORLDVIEWS Indigenous languages serve both as communication tools, and as carriers of culture, values, and ways of seeing the world. They shape how people speak about land, community, and responsibility. When these cultural dimensions are ignored, even well- intentioned conversations can lose their meaning. For many Indigenous communities, all things, including plants, animals, people, water, trees, air, rocks, and Mother Earth, must be considered in any project, not only for the present but also, according to the Great Law of Peace of the Haudenosaunee (Iroquois) Confederacy, for seven generations to come. IN A CANADIAN CONTEXT Canada is home to more than 70 distinct Indigenous languages, including Cree, Inuktitut, and Anishinaabemowin, all containing distinct grammar, worldview, and cultural foundations. These languages are living expressions of each culture, sovereignty, and identity. Some examples are: • Speech often reflects respect, humility, and relationships. • Knowledge is often transmitted orally, through stories, songs, and ceremonies, rather than written text. • Time may be understood as cyclical rather than linear. • Names, places, and natural features carry histories and lessons embedded in language. • Relationships with animals, plants, and waterways are expressed as reciprocal, not hierarchical. • Land is viewed not as a resource, but as a living relative with rights and responsibilities. For mining companies, acknowledging these frameworks can not be optional. It is a recognition of sovereignty, and a sign of respect. Adapting to Indigenous languages and styles of communication reveals a willingness of the industry to meet communities where they are, rather than asking them to adjust to corporate ideals. THE HIGH STAKES OF MISCOMMUNICATION Mining agreements, environmental reports, and consultations are often written in dense, technical English or French. For many in the Indigenous community, neither of these are their first language. Relying on these alone risks excluding some of the voices that should be centrally included in the conversation. Evidence shows that without translation: • Communities may not fully understand risks, benefits, or impacts. • Consent may not be informed, thus undermining legal and ethical obligations. • Mistrust can grow, fueling opposition and project delays. With poor translation: • Technical terms may be mistranslated, creating confusion. • Cultural nuance can be lost, making communication feel disrespectful or dismissive. • Critical details can be misunderstood, leading to disputes later. HOW MINING COMPANIES CAN BE BETTER BRIDGE BUILDERS Translation is an early-stage relationship- building tool, not simply an afterthought for the sake of compliance. Culturally informed communication can demonstrate respect and strengthen environmental, social, and governance (ESG) outcomes. A reports by Deloitte indicates that many investors are increasingly assessing ESG factors in their decision making, including Indigenous relations. Transparent communications, facilitated by translation assistance, can enhance investor confidence and project attractiveness. • Integrating traditional knowledge: Many Indigenous communities hold generations of ecological knowledge about factors including caribou migration, water quality, fish stocks, or climate patterns, which are usually expressed in their own languages. Translating this knowledge into English and/or French allows regulators and engineers to integrate it alongside western science in environmental impact assessments.Visit us online at www.CanadianMiningMagazine.com 25 • Clear communication of environmental risks: When environmental summaries, maps, and risk mitigation plans have been translated, community members can better understand some potential impacts, and potentially contribute meaningful feedback. This can reduce the risk of environmental disputes and delays. • Building trust and relationships: Language inclusion will show respect for community identity. This can build social license to operate, avoiding the likelihood of protests, litigation, and fractured relationships. • Inclusive consultation: Regulations require “meaningful consultation.” Translation ensures elders, hunters, community leaders, and others can participate fully, not just symbolically. • Health and safety: Translating workplace safety materials and emergency communications ensures workers, including Indigenous employees, can better understand procedures, improving safety outcomes and community confidence. • Regulatory compliance: Canadian courts have made it clear that consultation must be meaningful. Translation reduces the risk of legal challenges by demonstrating that companies have taken serious steps to facilitate participation. • Corporate accountability: By publishing reports, consultation summaries, or commitments in Indigenous languages, companies demonstrate accountability and transparency, strengthening governance credibility. THE ROLE OF TRANSLATORS AS CULTURAL NAVIGATORS As a translation project manager with wintranslation, I have been fortunate to work on multiple projects, learning many things, including those not directly related to time management, budgeting, and margins. Northern community and local language: In one project, we were asked to translate consultation documents for a northern community. At first glance, the text seemed straightforward – both technical and procedural. But our translators pointed out that several terms did not exist in the local language. These terms required explanation by using concepts that reflected local ways of understanding the land. Without those adjustments, the information would have been confusing or incomplete. Nunavut and northern Quebec Inuktitut dialect: In another case, we translated documents into Inuktitut needing to carefully identify the specific dialect. Inuktitut is spoken in Nunavut and the Nunavik region of northern Quebec, in the Northwest Territories and in Newfoundland and Labrador. Just within Nunavut, there are multiple dialects, which include North Baffin, South Baffin, and Kivalliq. Location and community are essential when deciding which dialect to use. Vocabulary and pronunciation can vary from place to place and even from generation to generation. LOCAL NAMING Maps often present additional challenges. Translating place names is not always straightforward, as they may be known differently, depending on community, dialect, or generational memory. In one example, we used multiple language keepers to validate the local names. While some translators may know them, others required research, asking the Elders, and even then, we found different translations: • We had Bylot Island translated as ᐊᑭᐊ and ᓯᕐᒥᓕᒃ. • Eskimo Point was translated as ᐊᖕᒪᕌᓗᐃᑦ ᑲᖏᖅᖢᖓ and also as ᐊᕐᕕᐊᑦ, the latter being the community of Arviat’s former name. Formerly Eskimo Point, it was changed in 1989 to the name the Inuit had long used to denote the locale, “shape of the bowhead whale.” • Koluktoo Bay was sometimes left in English, other times translated as ᖁᓪᓗᖅᑐᖅ ᑲᖏᖅᓱᖓ. When such variations arise, the best way forward is to check with locals. Their knowledge ensures that the final translation reflects the way people in the community recognize those places. MOVING TOWARD SHARED MEANING AND MUTUAL UNDERSTANDING According to UNESCO, 75% of Indigenous languages in Canada are considered endangered, some being spoken by only a few elders. This highlights the urgency to preserve these languages through initiatives like translation in consultation processes. Meaningful Indigenous engagement cannot be achieved through meetings or reports alone. It must be built through shared language, mutual respect, and cultural understanding. Translation is not a box to check – it is a relationship-building tool. When done well, it allows mining companies and Indigenous communities to speak, understand, and truly hear one another. Words are powerful. They can divide, or they can unite. In Canada’s mining sector, choosing to invest in Indigenous translation is choosing to build bridges that could prove strong enough to last for generations. M FELICIA BRATU IS THE OPERATIONS MANAGER OF WINTRANSLATION, IN CHARGE OF QUALITY DELIVERY AND CLIENT SATISFACTION. AS A VETERAN WHO HAS WORKED IN MANY ROLES AT THE COMPANY SINCE 2003, FELICIA OVERSEES ALMOST EVERY ASPECT OF THE COMPANY’S OPERATIONS, FROM RECRUITMENT TO PROJECT MANAGEMENT TO LOCALIZATION ENGINEERING. SHE RECENTLY RECEIVED CERTIFICATION AS A LOCALIZATION PROJECT MANAGER AS WELL AS POST-EDITING CERTIFICATION FOR MACHINE TRANSLATION. FELICIA HOLDS A B.SC. IN INDUSTRIAL ROBOTICS FROM THE UNIVERSITY OF CRAIOVA, ROMANIA. For many Indigenous communities, all things, including plants, animals, people, water, trees, air, rocks, and Mother Earth, must be considered in any project.Visit us online at www.CanadianMiningMagazine.com 27 FEATURE The Hidden Force Reshaping Mining: How Women-Owned Businesses Drive Performance Women-owned businesses aren’t just supporting the mining industry – they’re supercharging it. Discover how Artemis Project is flipping old assumptions and proving that inclusion is a powerhouse for performance and innovation. By Heather Gamble, Co-Founder & CEO, Artemis Project The mining industry is often characterized by scale, complexity, and tradition. Yet, beneath the surface of operations, one of the most significant opportunities for innovation and performance improvement lies in a surprisingly overlooked area: supplier diversity. Over the past five years, Artemis Project has demonstrated that women-owned businesses are not just participants in the mining ecosystem. They are critical drivers of measurable performance improvements across the supply chain. TRANSFORMING PERCEPTIONS, DRIVING PERFORMANCE When we founded Artemis Project, women-owned businesses were largely stereotyped as peripheral providers, often confined to catering or administrative services. Over time, however, the evidence has been clear: these entrepreneurs consistently deliver solutions that enhance operational efficiency, reduce costs, and increase innovation in mining projects. Women-owned suppliers contribute across the mining supply chain in ways that directly impact business performance: • Operational efficiency: Women-led businesses frequently identify gaps, streamline processes, and introduce innovative approaches to problem-solving, improving project timelines and reducing operational bottlenecks. • Cost optimization: By diversifying the supplier base and introducing competitive alternatives, mining companies experience tangible cost savings without compromising quality. • Innovation: Women-owned businesses bring fresh perspectives to design, technology, and service delivery, fostering creative solutions that can be scaled across operations. • Risk mitigation: A more diverse supplier ecosystem reduces dependency on a narrow vendor pool, enhancing resilience against supply disruptions. Artemis members at a PDAC event in 2025. Photos courtesy of Artemis Project.28 For daily news follow CMM on Facebook and X These improvements are not theoretical – they are measurable. Mining companies that have engaged with women-owned businesses through Artemis Project report stronger procurement outcomes, more responsive suppliers, and a more dynamic approach to operational challenges. THE ROLE OF ARTEMIS PROJECT IN THE WORLD Artemis Project exists to rebalance economic power by making global industries, like mining, work for women. In a world where women are still excluded from most major supply chains, we act as a strategic activator, embedding gender- responsive procurement into corporate systems, accelerating the success of women entrepreneurs, and creating pathways for women-owned businesses to compete, win, and grow in the world’s most powerful sectors. We bring visibility, credibility, and connection to women suppliers while also supporting corporations in meeting environmental, social, and governance (ESG) goals and inclusive procurement standards. Our approach is transformative: we don’t fix women to fit the system; we change the system to recognize women as equal economic actors. This philosophy underpins every program, every partnership, and every milestone we achieve in advancing inclusion in mining. FIVE YEARS OF IMPACT Over the past five years, Artemis Project has built a proven track record of outcomes. Through our programs, we have: • Connected women-owned businesses with senior decision-makers in mining companies. • Delivered training and support to ensure these businesses meet the complex requirements of mining operations. • Amplified the visibility and credibility of women-led enterprises across the sector. The results speak for themselves: companies report measurable improvements in supplier performance, innovative solutions from women-owned businesses, and greater confidence in integrating these suppliers into their supply chains. This success proved that intentional inclusion is not simply a social initiative. It is a strategic lever for business growth and supply chain optimization. THE BIRTH OF GENDER-RESPONSIVE PROCUREMENT With this track record, Artemis Project recognized an opportunity to scale impact and standardize best practices. Our experience over five years led to the creation of mining’s first Gender-Responsive Procurement (GRP) program, designed to provide a framework for companies to systematically engage women-owned businesses as strategic suppliers. The GRP standard establishes a clear methodology: • Identifying qualified women-owned businesses ready to serve the mining sector. • Developing procurement policies that integrate inclusion as a strategic priority. • Implementing metrics to measure supplier performance, business outcomes, and innovation impact. By codifying this approach, we ensure that companies can consistently achieve the benefits of supplier diversity, from improved operational efficiency to measurable innovation outcomes. FIRST IMPLEMENTATION IN CANADA Artemis Project’s GRP standard has already been piloted in Canada with outstanding results. Mining companies that implemented the program have experienced: • Stronger supplier performance: Women-owned businesses consistently delivered high-quality solutions on time and within budget. • Innovation gains: The program encouraged creative problem-solving, with suppliers introducing technology, process improvements, and operational efficiencies. • Cultural shift: Internal procurement teams developed a new perspective on supplier engagement, seeing inclusion as a business advantage rather than a compliance exercise. The Canadian implementation demonstrated that a structured approach to gender-responsive procurement could transform how mining companies select, manage, and measure suppliers, creating long-term value across the supply chain. GLOBAL EXPANSION: LAUNCH AT IMARC Building on this success, Artemis Project recently launched the GRP standard at the International Mining and Resources Conference (IMARC) in Australia, introducing it to an international audience. The launch highlighted our ambition to Artemis Project (Heather Gamble) and two Artemis members, Krissilas Group Inc. (Helen Krissilas), and Language Advantage (Catherine Jodar), joined by the Artemisa Mining Challenge Candidates. This is a partnership program, that helps Latin American engineering graduates with career placements in Canada. Artemis Project joined with two other Artemis members, ShiftRight (Aymen Dewji) and Language Advantage (Catherine Jodar), in Australia for the IMARC event with Ontario Canada.Visit us online at www.CanadianMiningMagazine.com 29 replicate the Canadian experience globally, demonstrating that gender-responsive procurement is scalable and adaptable across jurisdictions. The response from industry leaders was overwhelmingly positive. Mining companies in Australia, Chile, and Brazil expressed strong interest in adopting the GRP framework, recognizing its potential to improve supplier performance, foster innovation, and strengthen their overall procurement strategy. A VISION FOR 2030: 1,000 WOMEN-OWNED BUSINESSES Looking ahead, Artemis Project has set an ambitious target: by 2030, we aim to engage 1,000 women-owned businesses across key mining jurisdictions, creating a sustainable and high-performing supplier ecosystem. Achieving this will ensure that gender-responsive procurement is not a niche initiative but a mainstream driver of operational excellence and innovation in mining worldwide. This vision is about more than numbers. It’s about building a pipeline of capable, innovative, and resilient women-owned businesses that can meet the complex needs of mining companies, from large- scale operations to specialized services. By embedding these businesses into supply chains, companies benefit from stronger performance, increased innovation, and a more competitive and sustainable procurement strategy. WHY THE MINING SECTOR BENEFITS The impact of women-owned businesses extends across the supply chain: • Procurement: GRP enhances supplier selection by integrating performance metrics, innovation potential, and operational capability into the procurement process. • Operations: Women-led suppliers often identify efficiency improvements and offer innovative solutions that reduce downtime, streamline workflows, and optimize resources. • Risk management: Diversifying suppliers mitigates risks associated with dependence on a limited vendor base and introduces redundancy and resilience into critical operations. • Innovation: Gender diversity fuels creativity. Women-owned businesses contribute novel ideas, technologies, and approaches that advance the entire sector. • Sustainability and community impact: Many women-led businesses prioritize social and environmental responsibility, aligning supplier practices with ESG goals and community expectations. When integrated thoughtfully, women- owned businesses enhance every link in the mining supply chain, translating inclusion into measurable business performance. LEADERSHIP AND CULTURAL CHANGE Implementing GRP requires leadership commitment. Mining executives must recognize that inclusion is not merely a social initiative but a strategic tool for competitive advantage. By prioritizing gender-responsive procurement, companies signal to their teams, suppliers, and communities that diversity drives better performance, safer operations, stronger innovation, and continuous resilience.Next >