That's a great question.
I'm going to take some of it, and Jean and others will jump in as well.
On the competitiveness front, we're actually losing ground for the first time in decades. We rank number two, after Australia, as a place for exploration investment. We're losing ground very quickly. In that sense, we have an opportunity again with what we're trying to do to reclaim that and to turn Canada into a global leader, not only in mining, but also in mining innovation. We have that opportunity. The model we're proposing has never ever been used in natural resources. Since we are driven by being open to innovation, we borrowed the model from other sectors and put together something we think is better.
In terms of global competitiveness, we're falling behind. We have to do something quickly. I already mentioned our innovation rankings. We have to do something on that. Again, as we heard in the opening statements, having a myriad of funding programs shows that it doesn't work to the level we need it to.
With regard to differences in Canada, we work with a number of organizations across Canada. I should mention, as Jean said, that we're the umbrella organization. I chair a group of what we call the leaders of research, development, and innovation organizations. These include organizations across Canada. In Quebec City, there's COREM. There's the Centre for Excellence in Mining Innovation in Sudbury, referred to as CEMI. MIRARCO is another centre in Sudbury. CAMIRO is in Sudbury as well. COSIA is also part of that. C-CORE is in the Atlantic provinces. CanmetMINING is part of that, as is the NRC. We are seeing how we can collaborate and who's doing what, and we are comparing what we're doing and looking at how we can collaborate and adopt best practices. Within our own industry we're trying to get some of that collaboration and some of those best practices going. We and other organizations are looking at some things going on in some areas.
As I alluded to before, we prefer to look outside our industry, because it's very easy to look at what we're doing. We looked at AMIRA in other jurisdictions, in Australia, and we didn't like the model; it wasn't working.
We're borrowing from aerospace and defence and we're borrowing from microelectronics and software engineering. Our business model of an open innovation business ecosystem works exceptionably well in the software business. If you look at your phone, the Android operating system in most of your phones is built on a business ecosystem. Our business model is the same. For best practices, in terms of business model, we're borrowing from somewhere else and putting a spin of mining into it.
I want to come back to a few differences. As I mentioned, the mining industry is a little different from the oil and gas industry; it's not concentrated. We do have regional differences. Saskatchewan is a really good example. I didn't mention the International Minerals Innovation Institute out of Saskatchewan, which we work with very closely as well.
It's looking at what we're doing and seeing what's common to potash and uranium. There are some specific differences that innovation and research and development can address in uranium that are different from what's going to be happening in gold, or in base metals, or in diamonds. There are some regional differences, and that's one good example.
Jean, do you have anything else?