There are different kinds of partnerships. For example, for the investments that are made in indigenous communities, we have a pathfinder service. We have a explicit group in the ministry that works a bit like a concierge service to assist indigenous project proponents with their investments. The cost-sharing ratio, for example, with indigenous proponents is different. We fund up to 90% of the project.
For other projects, we're dealing with very large corporates like Bell or Telus or Videotron and others. In many cases, we're really a funding partner. They do the engineering, they execute, and they already have significant capital plans that they're rolling out every year. These companies are very capital-intensive companies that are investing every year. Our funding helps to ensure that the investment is happening in ways that improve the coverage in rural and remote areas.
We also try to ensure a certain balance between very large proponents that have scale and so on, and also smaller ones. In some communities and some regions, they have a smaller provider that people trust and like, and we want to make sure that we're not shutting them out.
The relationship and the way we work in some ways may differ depending on the scale of the provider and the community and so on.