Your question is certainly on the right track. When we are talking about embedding it into the process, that means we start with planning. If we were talking about something like electronic equipment, does everybody need a BlackBerry and a cell phone, for example? That's the first kind of planning decision you would make.
Then you get into the acquisitions part. At Public Works and Government Services Canada, there obviously is a process dealing with managing the commodities, such as developing some procurement tools like standing offers for all government departments to use. That is where the considerations for what kinds of environmental performance measures you could hope to achieve are considered. Obviously it's going to be different if we're talking about furniture or if we're talking about computers, for example.
It's always a little bit of an art to determine how far you can take it so that you still can have competition, because part of the value for money equation requires that there be competition in the market. For lack of a better example, there may be a requirement for 45% recycled material in chairs put in the standing offer this year, and maybe the next year it's going to be 55%. So it's something that constantly moves along, rather than just saying certain chairs are the normal chairs and then there are the green ones, and then individual procurement officers have to decide. In this way, anybody using that standing offer is going to get a product for which we've pushed the environmental considerations as far as we can.