alinea’s whistleblower policy

1.1 Purpose

The following Whistleblower Policy has been established to provide guidance to Alinea International employees and sub-contractors on how to deal with known or suspected improper conduct within the organization. The objectives of this Policy are to:

Create awareness of the Policy and available whistleblower protections
Act as a reference guide to potential whistleblowers wishing to make a disclosure
Define the structure of the whistleblower system, including reporting and investigation procedures, whistleblower protections, and confidentiality, among others
Improve the communication and transparency in the processes associated with whistleblowing and assure protection against derogatory consequences, namely reprisals and detrimental action
Complement the current communication channels between employees, sub-contractors and immediate managers, and hierarchical channels flowing to the President and Senior Management team
Provide guidance to all parties involved in either whistleblowing or whistleblower protection.

1.2 Scope

Alinea requires all employees and sub-contractors to observe high standards of business and personal ethics in the conduct of their duties and responsibilities. All employees and sub-contractors of Alinea are required to comply with applicable laws and regulations of Canada and the countries where we operate. Any allegations of known or suspected improper conduct or mismanagement of organizational resources will be dealt with in accordance with this Policy, and reasonable steps will be taken to protect those who come forward with allegations.

Alinea’s Whistleblower Policy covers both internal and external whistleblowing, and establishes the controls and procedures for dealing with allegations of malpractice, fraud and violations of our code of ethics and/or laws or regulations that govern our operations.

This Policy is intended to encourage employees and sub-contractors to report known or suspected improper conduct or mismanagement of organizational resources and to enable Alinea’s Senior Management team to address and correct inappropriate action.

It is the responsibility of all Board of Directors’ members, the Senior Management team, employees and sub-contractors to report concerns about known or suspected malpractice, fraud and violations of our code of ethics and/or laws or regulations that govern our operations.

This Policy is applicable to all employees and sub-contractors of Alinea International.

1.3 Reporting Procedures

Alinea recognizes the value of transparency and accountability in its administrative and management practices and supports the making of disclosures that reveal improper conduct or mismanagement of organizational resources.

Our internal controls and operating procedures are intended to detect and prevent malpractice, fraud and violations of our code of ethics and/or laws or regulations that govern our operations. As detailed in Alinea’s Employee Policy and Onboarding manuals, employees and sub-contractors are encouraged to share complaints and/or concerns regarding ethical or legal violations with their immediate managers. If the employee or sub-contractor is not comfortable speaking with their immediate manager or is not satisfied with the response, they are encouraged to speak with the Gatineau or Calgary Office Managers, the Vice Presidents or, as required, the Chief Financial Officer.

All members of the Senior Management team are required to report complaints and/or concerns about suspected ethical or legal violations in writing to Alinea’s Ethics Committee who has the responsibility to investigate all reported complaints and/or concerns. In the event that the complaint and/or concern is about the President, it should be raised by the employee or sub-contractor to their immediate manager or the Ethics Committee who will determine how the investigation will proceed.

All reports will be promptly investigated and appropriate corrective measures will be taken if warranted by the investigation. Alinea’s Ethics Committee is responsible for acknowledging receipt of the suspected violation and notifying the whistleblower of the outcome of the investigation.

Anyone filing a written complaint concerning suspected improper conduct or mismanagement of organizational resources must be acting in good faith and have reasonable grounds for believing the information disclosed indicates a violation. Personal grievances or complaints related to employment are not covered under Alinea’s Whistleblowing Policy. For cases such as this, employees and sub-contractors are advised to first refer to Alineas Employee Policy and Onboarding manuals when considering a disclosure under the Whistleblowing Policy. Any allegations that prove not to be substantiated and which prove to have been made maliciously or knowingly to be false will be viewed as a serious disciplinary offense.

1.4 Confidentiality

Maintaining confidentiality is crucial to ensure reprisals are not made against the whistleblower. Alinea is committed to safeguarding the identity of the whistleblower and to protecting the whistleblower against detrimental action taken in reprisal for allegations of suspected improper conduct or mismanagement of organizational resources. The Ethics Committee is responsible for ensuring whistleblowers are protected from direct and indirect detrimental action, and that the culture of the workplace is supportive of suspected allegations being made. Any employee who retaliates against someone who has reported a violation in good faith is subject to discipline up to and including termination of employment.

1.5 Review

Alinea is committed to implementing ‘best practice’ policies and procedures for dealing with allegations of suspected improper conduct or mismanagement of organizational resources (as defined by this Policy) and the management and protection of whistleblowers making allegation(s).

This Policy will be reviewed periodically to ensure it meets the objectives of relevant legislation and remains effective for Alinea, and may be changed at the discretion of the Board of Directors at any time.

For allegations of fraud, securities law, or human rights concerns, or when you are not satisfied or uncomfortable with following the Company’s open door policy, individuals should contact the Company’s Ethics Committee directly.

Click here to close window

French version follows below /La version française suit ci-dessous

By Esther BORO, Gender, Inclusion and Communications Specialist in Houndé

On September 21, 2026, the United Nations marks the International Day of Peace under the theme “Invest in Peace, for Everyone, Everywhere, Every Day.” The theme raises an important question: where should we invest, in practical terms, to build lasting peace? In Houndé, part of the answer lies with local leaders, whose role is essential but often less visible.

Everyday peacebuilders

The commune of Houndé, located in Tuy Province in Burkina Faso, approximately 250 kilometres from Ouagadougou, is experiencing strong social and economic growth linked to its mining potential. It attracts new residents every year, and this coexistence is not always simple, as access to resources and local governance can regularly give rise to tensions.

In this context, the presidents of Village Development Councils (CVDs) play a frontline role in maintaining dialogue among families, traditional leaders and government services. Their role is critical, yet they often lack the tools needed to fully carry it out. This is precisely where investing in their skills can make a meaningful difference.

The GIFM-PS project: strengthening those who help sustain peace

This is the approach taken by the Inclusive Management of the Mining Fund for Peace and Stabilization Project (GIFM-PS), funded by Global Affairs Canada and implemented by Alinea International and the Centre for the Promotion of Human Rights and Development in Africa (CPHDA).

In mining communities, the Mining Fund is an important source of financing for local development. However, the way these resources are managed and allocated can lead to misunderstandings or tensions when communities, particularly marginalized groups, are not sufficiently informed, consulted or involved in decision-making.

The project therefore seeks to promote more inclusive and transparent governance of these resources so that they can make a greater contribution to local development, conflict prevention and stronger social cohesion.

Since 2024, the project has strengthened the capacities of local stakeholders, decentralized government services, community leaders, women, youth, persons with disabilities and internally displaced persons in the areas of social cohesion and conflict management.

Dialogue restored after ten years of deadlock

The project’s core idea is simple: provide local peacebuilders, particularly Village Development Councils (CVDs), elders and traditional leaders, with mediation and dialogue tools so they can address the causes of tensions before they escalate.

Mr. KELE Soumaila, project beneficiary and President of the Village Development Council (CVD) of Bombi.

In Bombi, a village made up of eight neighbourhoods, this approach took shape through the experience of Mr. KELE Soumaila, President of the CVD.One of the most significant changes concerned the governance of the village itself. For more than ten years, there had been little consultation between Bombi’s traditional chief, family elders and the President of the CVD. As a result, the traditional chief generally made decisions on his own.

The skills acquired through training delivered as part of the GIFM-PS project helped address this long-standing challenge. Mr. Soumaila applied mediation techniques, impartial listening and an approach focused on bringing discussions back to the collective interest rather than individual positions.He personally met with the traditional chief to explain that a village is built collectively, not through the decisions of a single authority, and that Bombi’s development depends on dialogue rather than disagreement.

The message eventually resonated. Together, they invited other village elders to discuss the situation and find a way forward. Since then, local governance has changed. Decisions concerning Bombi’s development are now made in consultation with family elders and the CVD. One tangible sign of this new spirit of collaboration came when the traditional chief, through his son, proposed a community clean-up day at the village primary school, which took place on August 29.

Reflecting on this change, Mr. KELE Soumaila said:

“To develop a village, above all, we need to talk to one another and put the interests of the village first.”

Skills that also strengthen community life

Soumaila’s capacity-building experience extended beyond formal governance. It also changed the way he approached community activities. In Bombi, the end of each harvest season is traditionally celebrated through festivities organized separately by the youth and women of each of the village’s eight neighbourhoods.

Drawing on what he had learned during the training, Soumaila proposed turning these separate celebrations into a shared community event. When women from the first two neighbourhoods came to inform him of the date of their celebration, he took the opportunity to encourage them to organize an event that would bring together residents from different neighbourhoods. He also took the initiative to organize a women’s football match, creating an additional space for the women of Bombi to participate and be visible within community life. Each team included around ten participants.

Mr. KELE Soumaila described the experience this way:

“Community celebrations and football matches are more than simple recreational activities. They are spaces for people to come together, engage in dialogue and promote inclusion, where young people and women can fully take their place within the community.”

What these stories teach us

The experience of Bombi illustrates a simple lesson: lasting peace is built within communities, with the involvement of those who already play an important role in local dialogue and decision-making, including CVD presidents, elders and traditional leaders. Equipping them with mediation and dialogue skills means investing directly in communities’ ability to address tensions themselves, whether in local governance or in everyday community life.

On the International Day of Peace, Soumaila’s story is a reminder that strengthening the capacity of local peacebuilders is one of the most practical ways to support lasting peace.

***

Des changements considérables en faveur de la paix dans la commune de Houndé

Par Esther BORO ; Spécialiste genre, inclusion et communication à Houndé

L’organisation des Nations Unies célèbre la Journée internationale de la paix ce 21 septembre 2026 sous le thème « Investir dans la paix, pour tous, partout, chaque jour ». Ce thème pose une interrogation : où investir, concrètement, pour que la paix tienne dans la durée ? À Houndé, la réponse passe notamment par les autorités locales, dont le rôle est essentiel mais souvent peu visible.

Les gardiens de la paix au quotidien

La commune de Houndé, située dans la province du Tuy au Burkina Faso, situé à environ 250 km de Ouagadougou, connaît une forte dynamique sociale et économique liée à son potentiel minier. Elle attire chaque année de nouveaux arrivants, et cette cohabitation n’est pas toujours simple car l’accès aux ressources et la gouvernance locale y génèrent régulièrement des tensions.

Face à ces enjeux, les présidents des Conseils Villageois de Développement (CVD), jouent un rôle de première ligne dans le maintien du dialogue entre les familles, les chefferies coutumières et les services de l’État. Leur rôle est déterminant et pourtant, ils sont rarement outillés pour l’assumer pleinement. C’est précisément là qu’investir dans leurs compétences change parfois la donne.

Le projet GIFM/PS : renforcer ceux qui font tenir la paix

C’est le pari du projet de Gestion inclusive du Fonds minier en faveur de la paix et de la stabilisation (GIFM/PS), financé par Affaires mondiales Canada et mis en œuvre par Alinea International et le Centre pour la promotion des droits humains et du développement en Afrique (CPHDA).

Dans les communautés minières, le Fonds minier constitue une importante source de financement du développement local. Toutefois, sa gestion et la répartition de ses ressources peuvent susciter des incompréhensions ou des tensions lorsque les communautés, en particulier les groupes marginalisés, ne sont pas suffisamment informées, consultées ou associées aux décisions.

Le projet vise donc à promouvoir une gouvernance plus inclusive et transparente de ces ressources afin qu’elles contribuent davantage au développement local, à la prévention des conflits et au renforcement de la cohésion sociale.

Depuis 2024, le projet renforce les capacités des acteurs locaux, des services déconcentrés, des leaders communautaires, des femmes, des jeunes, des personnes vivant avec un handicap et des personnes déplacées internes, en matière de cohésion sociale et de gestion des conflits.

Un dialogue rétabli après dix ans de blocage

L’idée de départ du projet est simple : donner aux gardiens locaux de la paix, en particulier les Comités Villageois de Développement (CVD), les sages et les chefferies, des outils de médiation et de dialogue afin qu’ils puissent agir directement sur les causes des tensions avant qu’elles ne s’enveniment. À Bombi, un village de huit quartiers, cette approche s’est concrétisée à travers l’expérience de Monsieur KELE Soumaila, président du CVD.

Le résultat le plus marquant concerne la gouvernance même du village. Pendant plus de dix ans, il y avait peu de concertation entre le chef coutumier de Bombi, les sages des familles et le président du CVD. Le chef coutumier prenait alors les décisions seul.

C’est précisément sur ce blocage que les compétences acquises lors d’une formation menée dans le cadre du projet GIFM/PS ont pu être appliquées. M. Soumaila a su appliquer les techniques de médiation, l’écoute sans parti pris et l’art de ramener une discussion vers l’intérêt collectif plutôt que vers les postures individuelles. Il s’est rendu lui-même chez le chef coutumier pour lui expliquer qu’un village se construit ensemble et non dans l’isolement d’une seule autorité, et que le développement de Bombi passe par le dialogue plutôt que par les désaccords.

Le message a fini par porter fruit. Ensemble, ils ont convié les autres sages du village pour dialoguer et échanger sur la résolution de cette tension. Depuis lors, la gouvernance locale a changé. Les décisions concernant le développement de Bombi se prennent désormais en concertation avec les sages des familles et le CVD. Un signe concret de ce nouvel esprit : le chef coutumier a lui-même proposé, par l’intermédiaire de son fils, une journée de salubrité à l’école primaire du village, organisée le 29 août dernier.

Pour illustrer ce changement, M. KELE Soumaila affirme :

« Pour développer un village, nous devons surtout dialoguer et faire passer l’intérêt du village avant toute chose. »

Des compétences qui se traduisent aussi dans les moments de convivialité

Le renforcement des capacités de Soumaila ne s’est pas arrêté à la gouvernance formelle. Il a aussi transformé sa manière d’organiser la vie collective. À Bombi, chaque fin de récolte est traditionnellement marquée par une fête organisée séparément par les jeunes et les femmes de chacun des huit quartiers.

Fort des formations reçues, Soumaila a eu l’idée de transformer ces célébrations séparées en un moment commun. Lorsque les femmes des deux premiers quartiers sont venues l’informer de la date de leur fête, il a saisi l’occasion pour les convaincre d’organiser une célébration rassemblant les différents quartiers. Il a également pris l’initiative d’un match de football féminin, créant un espace de visibilité et de participation pour les femmes de Bombi. Pour l’occasion, chaque équipe était composée d’une dizaine de personnes.

M. KELE Soumaila résume ainsi cette expérience :

« Les fêtes communautaires et les matchs de football ne sont pas de simples loisirs. Ce sont des espaces de rencontre, de dialogue et d’inclusion où les jeunes et les femmes retrouvent pleinement leur place dans la communauté. »

Ce que ces récits nous apprennent

L’expérience de Bombi illustre une leçon simple. La paix ne se décrète pas d’en haut, elle se construit par ceux qui portent déjà cette responsabilité, comme les présidents des CVD, les sages et les chefferies coutumières. Leur donner les compétences de médiation et de dialogue, c’est investir directement dans la capacité des communautés à résoudre elles-mêmes leurs tensions, qu’il s’agisse de gouvernance ou de vie sociale.

À l’occasion de la Journée internationale de la paix, l’histoire de Soumaila rappelle que renforcer les gardiens locaux est l’un des investissements les plus concrets qu’on puisse faire en faveur de la paix.