I have spent two years of my life doing human resources. One of the challenges we have is that every year we move 700 people between the trade and the foreign affairs sides. You have to understand how that process works. One of the changes we made, to support what Ken has said, is that it used to be that in difficult posts people would go for two years with an option to opt for the third year. Now we have people who sign up for three years, with the option to opt out after two years. It's a different mindset, and we're now seeing people actually extending for a fourth year, which is what we would like to have.
In a globalized world, the companies we're working with, because of global value chains and the reality of how to do business today, are becoming much more focused on certain specific niches. When we talk about rebranding, the whole idea of what we're trying to achieve is to be able to build that type of competency in our people. We don't necessarily have people who understand a particular sector, but they understand a particular market, so having more competency in that market is to our advantage, and that's how we try to brand that.