That's a really good question. Canadian companies have been at the forefront of putting investments to work in other countries, both in politically friendly countries and in countries that have tougher geopolitical environments. We have that expertise, and we're basically lending that expertise now.
We have enough expertise to do what we need to do at home. To be successful, Canadian companies should be taking that expertise, whether it's from exploration, from project development or from mine operations. We're extremely good at that. We're predominant players in many continents because of the skills we bring to the table. There's a real lack of skills.
Agnico has been aggressively courted by U.S. interests to bring our expertise into the United States to help them develop critical metal deposits. We have that expertise. We should be selective where we use it, and we should use it in instances where we're getting more direct benefit to our own companies and to our own countries.
When we look at ownership, Agnico Eagle is 50% owned by American institutions, 25% owned by European and Asian institutions and only 25% owned by Canadian institutions. Even with that 70-year history, we're based in Canada and run by Canadians, with a largely Canadian board of directors. What's more important is to be able to control critical deposits here in Canada, but we shouldn't just be insular. We should look outward. We should invest in important geological districts to have some control over those metals and minerals.