Sure. I was speaking about the Leading Workplace strategy, which is the strategy that is redefining the workspace, or the work point, as we call it. It's moving from identifying our work as the place that we work, going from the space that we share to the space, to the work. So it's that progression away from identifying our work from the actual physical location, to the actual deliverable that we provide, no matter where we do that.
In rolling out the Leading Workplace strategy, what typically happens is the programming requirements or needs of a particular client, a ministry—our own, for example—are reviewed, and a survey is done to see whether anybody within that particular work area has the ability to be mobile or flexible. In other words, they don't need a permanent desk location in order to conduct their work effectively. From that information, the space is replanned for that area. What typically happens—the statistic, generally—is that at least 40% of us are not at our work desks at any given time. So why should we be creating workspaces, designated workspaces, for 100% of the folks who are on the payroll? The space is redesigned to essentially facilitate 100% capacity in a smaller footprint, by recognizing that very infrequently 100% of the people will be there. There are alternative workspaces in government offices for all of us to work.
For example, I don't work out of this building, but I'm connected in the same way. I can conduct my work in this space where I'm speaking to you right now as I would in my home office or as I would in my designated workspace in the building that has been designated to my ministry. In so doing, the size of the workspace is generally reduced by about 30% to 40%, which generates, as I mentioned, those cost savings.