Actually, I should say that we are producing more passports now with fewer people than we were during the crisis five years ago, so we have enhanced our efficiency by introducing national workload management. We also have a national tactical response team that watches in an executive committee every week, looks at the dashboard and the demand right across the country, so as to see how we can rebalance and meet all service standards. That's what we do right now.
The challenge with the introduction of the 10-year e-passports is that we must move to a 10-year business cycle. This means that for the first five years, the demand is there, but then on year six, those folks who have a 10-year e-passport are not coming back. So the demand drops dramatically, and what you have is first applicants and children. As Mr. Brunette just mentioned, children's passports are subsidized. Not only are they 60% of the cost of an adult's passport, but they also cost us more money to produce because we have to confirm that the adults getting the passports are the custodians of the children. So in fact it requires greater scrutiny to produce children's passports. That's a significant factor.
We have to be able, in the second part of the cycle, to sustain our operations, downsize the organization, and then upsize as the clients are coming back at the end of the cycle. That's a significant challenge, which our colleagues in other countries have not met. In fact, in the case of New Zealand, when they introduced their e-passport, they went to a five-year e-passport and they doubled the price.