| | | | | | | | CCDC
Cree Construction and Development Company (formerly CCCQL)
Before 1975, the Crees had very limited training in construction. In the early years of CCCQL, Crees employed by the firm mainly did slashing work in the areas of the future reservoirs and along the power transmission line routes. They also worked as labourers in other areas of construction (such as road and dyke building) but they lacked skills at the time. In the words of a former Cree Vice-president of CCCQL in the 1970s:
"…When CCCQL was founded, the main objectives of the company were to maximize Cree employment in the project by securing contracts with Hydro-Québec, by finding employment for the Crees through other companies who worked on the project and by identifying training needs. The company needed more heavy equipment operators to get construction contracts...."
As he recalls:
"…Securing contracts with Hydro-Québec and SEBJ was a challenge. Hydro-Québec and SEBJ were required to hire Cree people for the James Bay project, so Cree workers received a preferential treatment. This was not fully applied because of the technical and engineering expertise required for many workers. The adoption of Bill 101 added additional problems because the workplace had to be, in theory, French speaking..."
According to a CCDC project manager interviewed in 2001, who was formerly employed as manager of remedial works programs at the SEBJ during Phase 1 of construction of the Complex:
"…From 1975 to 1981 CCCQL was mainly specialized in forest clearance (slashing).A large number of lumberjacks were hired from Mistissini and Waskaganish, wherethey were already working in forest clearance for mining companies or as linecutters for surveyors. During Phase I, all of the major civil engineering workrelated to the construction of the hydroelectric installations was carried outby non-Native companies. At the time, it was important above all to ensure thatCCCQL was profitable."
Before 1983, all the company personnel was hired on a contractual basis ("…theywould come in and go out of the company"). By 1983, very few people had workedfor two years at CCCQL because of the high turn-over rate in the company. Accordingto the CCDC project manager, the remedial works carried out jointly in the Laforge-1area between 1993 and 1998 were considered a success, both by the Cree and byHydro-Québec: "…During the first year of work on the Opimiscow remedial works,the Opimiscow-SOTRAC Companee was able to mobilize 100 persons and 5 helicopterswith a budget of only 7 million dollars…." | | | | | | | | | | | | | | Chee-Bee Construction
Chee-Bee Construction is fully owned by the Chisasibi Band Council. The company was created in 1987 in view of using JBNQA compensation funds to create jobs in the community. Company managers and workers benefited from hands-on training during construction of the La Grande complex and during the Fort-George relocation which was carried out by the community itself. A total of 250 houses were relocated to Chisasibi and 90 new houses were built.
From 1994 to 1999, Chee-Bee Construction formed a joint-venture with CDCC know as the Chee-Bee Cree Construction Company to implement the Opimiscow Agreement remedial measures in the Laforge-1 area. About 200 workers were hired mainly in Chisasibi on a seasonal basis (May to September) in order to complete that work. The nature of remedial works did not require certificate of competency from the Commission de la construction du Québec.
Air Creebec
Air Creebec was created in 1982 when Creeco, a Cree holding company, acquired 51% of the shares of Austin Airways. In 2001, the company’s annual volume of business was $31 million and it had a staff of 187, which was mostly Cree.
Air Creebec was awarded a $17.3 million contract from 1993 to 1995 during Phase II of development of the Complex. The contract involved one chartered flight per day, six days per week, from Montreal to Brisay and Fontanges, with stopovers at Québec and Bagotville, and was extended for an amount of $5.2 million from 1996 to 1997. The participation of Air Creebec in the construction of the Complex was an important step in the development of the air carrier as it took over services provided by InterCanadian.
Between 1997 and 2001, the volume of business with Hydro-Québec has been low and largely limited to occasional contracts as Air Inuit provides the service for Hydro-Québec’s operation workers in the La Grande complex.
Beesum Petroleum
Until 1993, Beesum Petroleum competed for the Cree energy market with Cree Energy Distribution. In 1993, Cree Energy Distribution went nearly bankrupt and Beesum Petroleum took over its activities in order to ensure the company’s survival.
In 2001, Beesum Petroleum’s ownership was equally split between Wichitun (owned by the Chisasibi Band Council) and the Wemindji Band Council, while Cree Energy Distribution was fully owned by Creeco.
During the peak period of Phase II development of the Complex, two Cree employees of Beesum Petroleum worked at each of the La Grande3, La Grande4, Laforge1 and Laforge2 gas stations. The Brisay gas station was operated by Cree Energy Distribution.
By 2001, only two Cree employees of Beesum Petroleum worked at the company’s gas station along the Transtaiga highway, near the Nouchimi outfitting camp.
Kepa
Kepa launched its operations in 1986 and mostly transported mail at the time. The company’s ownership is equally split between Wichitun (owned by the Cree Nation of Chisasibi) and Tawich Development (the development corporation of the Cree Nation of Wemindji).
Kepa specialises in the transportation of goods weighing less than 500 lbs. Kepa also provides mixed refrigeration transport services.
During Phase II of development of the complex, Kepa transported diversified freight for Hydro-Québec and the SEBJ. Kepa was the only transportation company servicing the James Bay area on a regular basis. At the time, the company’s volume of business was on the order of $5 million per year, of which 65 to 70% were generated by Hydro-Québec/SEBJ. The goods transported during that period for Hydro-Québec/SEBJ were very diverse: recreational equipment, electronic equipment, building materials, working camp and office supplies, even lobsters. Kepa also transported a lot of products for SEBJ and Hydro-Québec contractors, in sectors such as plumbing or electricity. Such contractors represented a volume of business that was at least as important as the business conducted directly with Hydro-Québec/SEBJ.
According to the General Manager of Kepa, the company’s contracts with HydroQuébec/SEBJ have been very profitable. They enabled Kepa to acquire Jacques Legault Transport and to integrate Eeyou (a petroleum distribution firm) into the Kepa Group. | | | | | | | | | |
