In our procurement processes, we actually employ a risk matrix to assign files based on complexity, the volume of money, and what's being purchased. As I think I said before to this committee, our department focuses on complex procurement, which is the lion's share of the money but actually a small number of contracts, so the people who are trained in doing this focus on the very difficult procurements.
For procurements over a certain monetary value, we also have an interdepartmental governance that looks at them for the procurement strategy, for robust industry engagement, and for maximizing industrial benefits to Canada. There is a lot of governance and oversight. There is also robust industry engagement, which helps us. If the client department comes up with requirements and specifications, we validate those with industry. We make sure that the market can offer solutions. We also look for other solutions that might meet the need, and then we come up with a procurement strategy and solicitation process.
We are looking, with industry, at how to better share risks. What we don't want to do is to have the government pay for risks that will never materialize, so we are in continuous discussion with industry to make sure that we are balancing risks appropriately. That applies to both fighter procurements and the shipbuilding strategy, where you gain a lot more information once, for example, the ships are under construction. We now have data about what it costs to build blocks of ships in both of the yards. That helps inform us about which risks are real and which ones we thought would materialize but have not, and it helps us cost those better with industry.