On the first point, I echo Glen's comments. Locally engaged staff are becoming more and more important in our interactions with our embassies abroad. Effective, locally engaged staff utilize the Canadian officer to get that access, and it continues to give, no matter who the officer is. I see that recognition from the Canada-based staff too, the recognition that their time is short and that they need to leverage local relationships to make sure that they get the access and the impact that they want. I see that as being a key strategy.
When I look at where we need to be, I see India and China as two countries that continue to need more focus. When we look at those particular opportunities, we already see the footprint expanding dramatically in both countries for our Trade Commissioner Service.
We also see, as Glen mentioned earlier, that we have regions of China that are considered C-list regions in terms of size, yet they are still larger than the population of Canada. There's an opportunity there that everybody isn't focusing on, and that's where we create niches for SMEs. We like that type of regional approach, going to the second-tier cities to ensure that we have more access in those particular regions, because we are competing for opportunities in Beijing and Shanghai with every other country in the world. We are competing for access for the government and for the other private opportunities that exist there, but when we go to a second-tier city, we don't have that same type of thing.
I mentioned as well Latin American focuses. We need to follow our regional trade agreements whereby we have Colombia, Peru, and that region. Of course, we can't ignore Brazil and Russia. I look at all of this.
We talk about the emerging markets, but let's also not slight the opportunities that exist in comprehensive economic partnership agreements like the European agreement that is being negotiated. That is a very significant agreement for this country.