I would have difficulty in pointing to a single recommendation. One point I made in the report is that they are all interrelated. If I didn't recommend, for instance, the creation of an inspector general, it's on the assumption that criminal sexual offences will be out of the system.
If some things are not implemented, other recommendations may or may not have the same force. I'd have difficulty pointing to a single recommendation that would be critical.
However, there's no question that it starts with recruitment: Whom are we looking for? In the military colleges presently, if you look at the population, they are overwhelmingly white boys from Ontario and Quebec. They are the ones who constitute the majority. To empower under-represented groups, it starts right at the beginning with whom you recruit and the environment they are trained in. It permeates.... I mean, we select people who look like us. This is so well documented that it's trite to mention it.
In terms of performance evaluation, what is valued? What kind of physical training and qualities are stressed? It goes right through the promotion chain to end up with general officers or flag officers. There are now 140 or so of them—with what, 15 women and one Black person? How do we get there? There's not a single recommendation; it feeds right through an organization.
I think maybe it's obvious, but worth keeping in mind, that it's an organization that cannot recruit from the outside into its ranks. If it's short 20 colonels, it cannot recruit from the German army or from Amazon. Everything is homegrown. If any part of the system—from recruitment and training to performance evaluation and promotion—is not constantly upgrading itself with external influences, it's going to fall behind.