Sustainability Targets

Looking Back: 2024 Scorecard

We set sustainability targets to demonstrate our commitment to continual advancement. To provide transparency around our sustainability performance and activities, we have developed the scorecard below.


Environment

		2024 Targets	Status	Progress
Scope 3	➝	Publish Cameco’s total Scope 3 emissions value and method for quantification.	Image	We published our Scope 3 emissions value and quantification method for the first time in our 2023 Sustainability Report.
Physical risks		Start the physical risk assessment work at our U.S. sites and begin development of initial site-specific adaption plans for Key Lake, McArthur River, and our Port Hope conversion facility. Our overall target is to complete physical climate risk assessments for all our majority-owned and operated facilities by the end of 2026.	Image	We completed a physical risk assessment for each of our U.S. sites and began work on site-specific adaptation plans.
Environmental Performance¹	➝	Improve effluent discharge management at our Saskatchewan and Ontario operations by maintaining quality within regulatory limits and action levels, predicted environmental effects, and achieving historic benchmarks.	Image	Performance on our effluent discharge management was within the targeted range for our Saskatchewan and Ontario sites.
	➝	Improve groundwater restoration at our U.S. operations by applying best practicable technology to improve the quality, rate, and efficiency of groundwater restoration and submit the applicable reports to the regulator.	Image	Performance was slightly below the targeted range. While the number of monitoring wells cleaned exceeded the target, only two of three reports required to meet the target were submitted to the regulator.

For STIP purposes, there is an overriding modifier: no payout on this measure if there is any incident that results in a moderate or significant environmental impact, current and future remediation costs of ≥ $10 million, a significant environmental fine, or that has a reasonable potential to result in significant negative impact on the company’s reputation with our major stakeholders.

Social

		2024 Targets	Status	Progress
Workplace safety²		Leading Targets
	➝	Achieve 100% completion rate of job task observations (two per supervisor per month).	Image	Our combined performance for these three targets was 95%, therefore, we consider this target “met” overall.
	➝	Complete 100% of the target of 33 ergonomic assessments for workplaces that impact multiple individuals across the organization and the corrective actions resulting from the 2023 assessments
	➝	Complete 100% of safety critical training.
		Lagging Targets
	➝	Achieve a total recordable injury rate (TRIR) of 0.99 or less.	Image	We met our target to keep radiation doses ALARA, but did not achieve our TRIR target.
		Maintain radiation doses as low as reasonably achievable, social and economic factors taken into account (ALARA).	Image
Indigenous and community relations	➝	Further RSN development and progression with a specific focus on two streams: internal development for progression and external trades training. Implement an internal RSN development program for future progression with 10 employees (50% female representation) from local communities and a pan-northern pilot post-secondary trades program with a minimum of 10 first-year students (50% female representation).	Image	Individual development plans were finalized for 11 RSN employees, 10 of which are from the target communities, and 55% of whom are female. We also recruited ten students for the pre-trades program, all of whom are from the target communities and 100% of whom are female.
		Procure at least 74% of our services for our northern Saskatchewan operations from northern-owned local businesses.	Image	71% of services at northern Saskatchewan operations were procured from northern-owned local businesses; however, the dollar value spent with local businesses was higher than the previous year.
Inclusion and diversity		Each year, strive for a complement of senior management (officers and VPs) that reflects or surpasses the proportion of women in our workforce.	Image	40% of senior management were women, while 25% of our workforce were women.
		Develop and implement a pay equity plan	Image	We plan to complete our pay equity plan in 2025.
		Implement additional top-up payments for employees who take maternity leave and implement top-up payments for employees who take parental leave.	Image	Implemented increased paid maternity leave and added paid parental leave for employees.

For STIP purposes, there is an overriding modifier: no payout on the safety measure if there is any fatality or permanent disability.

Governance

		2024 Targets	Status	Progress
Board diversity		At least 30% of board members are women (maintain annually).	Image	At the end of 2024, women held 50% of director positions on our board.
		At least one director with Indigenous heritage (maintain annually).	Image	At the end of 2024, we had one Indigenous director on our board. Cameco has had Indigenous directors on our board since 1992.
Conduct and ethics		100% of new employees and employees in certain functional areas to complete Code of Conduct and Ethics online training in 2024.	Image	100% of new employees and all employees in required functional groups completed online Code of Conduct and Ethics training.
Cybersecurity		100% of all employees complete the information security course (annually).	Image	100% of all employees completed the information security course.
		Complete at least one internal audit on cybersecurity-related topics (annually).	Image	We completed one internal audit on a cybersecurity related topic.

Learn about our 2025 Targets