Yes. I'll speak particularly to northeastern Alberta.
Since our operations started in 1967, we've taken a very proactive approach, we think, along with Syncrude. I have to give Syncrude credit on the leadership there. They were the first company in the region to look very seriously at including the aboriginal people in their economic benefits. We followed suit shortly thereafter, and think we've done some things very well in that region. Of our employees, 4% are aboriginal and they are in a variety of roles. That's very good, but needs to be better, of course.
We think it's important to have a targeted approach to hiring aboriginal people. To do that, some of our areas of success really rest with some of our previous use of the ASETS program, and currently programs like Women Building Futures and some collaboration with Keyano College, to ensure aboriginal people actually have the skills when they arrive. That's often a combination of life skills and employment skills, having a power engineering ticket or the pre-hiring for heavy equipment, as well as some of the life skills that need to go along with that. We're very active in that program, for sure.
I think, as a company, we're very interested in the new first nations education act, and what that might mean both for our company and for our region. We think that's a very important step in improving both the quality of the high school graduates and the number of them. We're very interested in that as a company.
Last, in terms of aboriginal business development, one of the things we've learned along the way is it is very important to listen to a community's priorities. That is how we've ended up with business incubators both in Fort McKay and near Calgary at Tsuu T'ina reserve. The communities wanted to be very entrepreneurial, so we actually support that. Whether or not those businesses actually end up doing business with us is a different question, but we support it anyway. We also have—