I'd like to speak first about the Kimberley process, because I did look at that quite extensively. I drew some lessons from that about how you get better results on the ground. This is just a personal evaluation. I believe that better results on the ground were achieved through cooperation of all the actors, and I believe the Kimberley process showed that there were overlapping interests between NGOs and companies. The NGOs could have very well taken a very different path towards De Beers. De Beers was not much loved in the world at that time—perhaps it still isn't; I don't know. They actively pursued engagement with the company because they knew they could not solve the problem on their own.
I think that's actually quite an important lesson to be drawn. Nobody had to change their DNA, as it were. People just needed to figure out ways of working together. None of the NGOs involved in the Kimberley process stopped campaigning for process improvement, practice improvement, holding Kimberley to account, or holding De Beers to account.
The Devonshire Initiative is a platform that was created a couple of years ago, and it really is designed to build trust and relationships for partnering on the ground. I emphasize it's to improve outcomes on the ground in developing countries. It's a platform that engages the Canadian mining industry with Canadian development NGOs.