I would say he took four business organizations and an NGO. He would have taken more people with him, but the logistics on the ground and the security requirements limited the number of people he could take, so I would underscore that.
The reality is that there are a number of Canadian companies with longstanding business engagements in Libya and a number of the contracts and the work they were undertaking in actual fact was contributing to the long-term development plans of the country. They were doing things—helping with the water pipelines, helping to build areas around the airport—that would facilitate the movement of people and the movement of goods as well. This business engagement is actually important to the revitalization of Libya's economy, going forward.
The other element to underscore is that Libya is fundamentally a very wealthy country. They are now at roughly 25% of the oil production of pre-conflict days. Libya had relied predominantly on its oil exports for this wealth. So being able to re-establish that capacity, for Libya to produce its oil and to export it, is critical for Libya to be able to build its own way forward.
What we're looking at is a mixed approach to Libya, helping it on those elements like the de-mining and the removal of unexploded ordinance immediately—things which endanger the people of Libya and their own ability to get their economy moving again—and then engaging with them on a business platform of mutual interest. But the market forces often determine the best allocation of resources. So it's a mixed approach to helping Libya stand on its feet again in the future.