Our Communities
Our focus on customers and communities aims to provide the highest product quality and drive social value in the communities we operate in.
Overview
Our licence to operate is largely dependent on the continued support of our local communities and host countries and we are committed to making a positive contribution and creating shared value.
CAML aims to integrate with and provide real benefits to local communities and host countries through the provision of employment, the payment of taxes and supporting social and economic development in the surrounding areas, both through social investment and local procurement. The Company is committed to assisting communities with sustainable development and helping the youth and most vulnerable members of the community.
Social management systems have been developed and are fully integrated into the operations at both sites. These systems are based predominately on International Finance Corporation’s Performance Standards (‘IFC PS’) and take their lead from CAML’s Sustainability Policy.
Spent on CAML social projects in 2019
Community engagement and development
CAML ensures that the social teams at both Sasa and Kounrad operate to the best national and international standards wherever possible.
Effective, transparent and proactive community stakeholder engagement is essential to the smooth running of the operations and to acceptance in our local area. Our teams have identified appropriate mechanisms for regular communication and partnership with our regional and national stakeholders and ensure that they are welcome to visit our operations. Environmental and social impact assessments have been carried out at both operations to ensure a proper understanding of the local issues.
Social investment
CAML is conscious of its responsibility to provide support to the communities close to its operations and is proud of the positive impact made in this regard. Through our investment, we have, in particular, given the children of these communities greater opportunities in the fields of education, sport and cultural activities. We have constructed playgrounds and recreational facilities for the whole community to enjoy, contributed to cultural activities and renovated community centres, sports areas and schools.
Site teams at both operations consult regularly with members of the community to ascertain their needs so that supportive projects can be identified and agreed upon in terms of donations, time and skills required.
In all instances of communication, the Company is careful to respect the values and culture of communities. To date, efforts have mainly focused on education, supporting disabled children and adults, underprivileged children and those with learning difficulties and encouraging sporting activity.
Both operations commit 0.25% of their respective revenue for social development projects. At Kounrad, the Kounrad Foundation charity was set up in 2018 as a vehicle for social donations. It has clear articles which prescribe the donations that can be made and support it can give. At Sasa, the Company has committed to setting up a similar foundation, which is expected to be operational in 2020.
Whilst the level of actual spend on social projects fluctuates year to year, the amount committed within the foundation’s funds remains as the revenue percentage, enabling the charity to plan and budget for the longer term.
Supply chain
Promoting local economic development is an important way of providing benefits to society and we aim to support local businesses where possible. This is reflected in our preferential procurement practices. Local procurement brings significant benefits to our sites as it helps them to maintain their social licence to operate, strengthens relationships with host governments and improves supply chain efficiency. The procurement strategies at both sites aim to provide a level playing field for suppliers, insisting on good governance, compliance with local laws, respect for human rights, safety and the environment.
Case study – Kind Heart Centre
The Balkhash Kind Heart Centre is a charity established in 2009 by Lyudmila Denisova to provide assistance for children with disabilities. 115 children with disabilities are registered with the association, but the previous facilities were only able to cater for 75 children.
The centre has long been one of the continued areas of assistance provided by Kounrad and, in 2018, the Kounrad Foundation purchased larger premises for the charity and made major repairs to it. In the spring of 2019, the new Kind Heart Centre was officially opened by CAML CEO, Nigel Robinson, which can accommodate increased staff and up to 120 children.
With an increased number of rooms in the larger building, the level of support provided has improved and there is additional space for social rehabilitation, relaxation, speech therapy as well as games and music rooms.
Following the successful opening of the Kind Heart Centre, the Kounrad Foundation then funded a specialist playground for the children.
Case study – Establishing the Sasa training centre in Makedonska Kamenica
To provide potential future employees with practical training, the Sasa team, in partnership with United Nations Development Programme (‘UNDP’) and the Agency for Employment, and with the support of the Ministry for Labour and Social Policy and the Ministry for Education, opened the Sasa Training Centre in Makedonska Kamenica in October 2019.
The aim of the training centre is to provide local people with practical experience to complement existing theoretical qualifications, through a threemonth training course that would prepare them for a professional career at Sasa or elsewhere.
In 2019, two programmes were prepared in the fields of mechanical maintenance and electrical training. The courses were verified by the Ministry of Education and the Sasa training centre is now classed as an educational institution. Currently, 12 students from Kamenica attend training and are being taught by experienced team members from Sasa. They will complete their course in H1 2020. Sasa has committed to employing at least six people after the training course finishes.
