As the deputy pointed out, we have two types of training. One is based on the actual local knowledge or the cultural aspect. I'll take an example from our major source country, India. We have what we call in our own lingo an “India academy”. When the decision-makers or the temporary duty officers go there for their first posting, they are given a complete two-week training package on the sensitivities of the different regions in India where our visa application centres are and what is the cultural norm and how you would assess those applications.
That training is based on complete local knowledge and the availability of complex cases that are provided to them. This prepares them and, based on that, we also do a buddy system: the new people who are arriving there as the decision-makers are buddied up with the people who are more experienced. That's how we gradually bring them in.
The bias training specifically is based on the fact that when the applications come in, they are handled by different parts of the continuum. For example, eligibility is done by one set of officers and admissibility by a different set of officers. That takes away the bias, if there is any existing. We are very much focused on this, which is that the merit of the application determines the result.