Actually, I could add that we've just launched a new initiative on knowledge transfer to address that specific issue. We are concerned. There are some positions we call critical because the knowledge that comes with the position is something gained over a series of years. We've done a pilot project in one of our regions, in the Quebec region, and in one of our major branches, real property, to test our tools to transfer that knowledge. We want to institutionalize the way we transfer the knowledge that is specific to those positions.
Regarding the critical mass we need as a department to deliver on our mandate, we've asked each of our ADMs to do their strategic staffing plan. As part of the plan, they have to identify the critical positions in their organization in order to deliver on their mandate. With that, combined with the knowledge transfer, the succession planning, and the recruitment strategy, we should be in a position to fulfill our requirements.
We also have a departmental learning policy that clearly states that every employee needs to have a learning plan, and that each employee will have a minimum of three days of learning. Of course, that will fluctuate depending on where you are on your maturity growth vis-à-vis your position. Our investment in training has been constant year after year.
So we've been addressing it from different angles.