As I mentioned, there are two types of interactions. First, we have 33 employees of Agriculture Canada placed in 13 different markets in the world. Those are our high-priority markets. Eleven of those people are what are termed Canada-based employees. They are Canadian. They focus primarily on the market access issues. The others are locally engaged staff. They are citizens of the country the consulate is in. They are longer-term employees, often with 20 years' experience, and they know the markets well. They work very closely with firms in terms of introducing them to contacts and telling them what the market opportunities are.
In terms of the consulates, we have a direct reporting relationship with the 13 consulates. In the other consulates, quite frequently, DFAIT has trade commissioners, either Canada-based or locally engaged staff, as their employees. We meet with them, typically, once a year. We meet with them once a year, at least, regionally. For example, in Singapore, we have an agriculture employee. She meets with the locally engaged and Canadian-based employees in the ASEAN region on a regular basis, whether they're DFAIT or AAFC employees. We keep contact, through her, with the locally engaged staff.
We're travelling, not a fair bit but about once a year. We've met quite a number of embassy staff. When we do that, we always talk with them for several hours about their priorities and so on. Then, through the AgriMarketing program, we help a number of industry associations exhibit at various food and agricultural expositions around the world. We take that opportunity to bring in from the region the locally engaged staff to again have discussions about priority setting and so on. As well, there are phone calls and e-mails and—