Thank you very much.
It is true that we are passionate about this. We spent four years together setting it all up. That said, I will return to the third priority, the implementation of a transformation plan.
First, we had to determine the state of what we had inherited. There was no inventory as such in the departments, unfortunately.
I accept what you said about lessons learned. The first one that occurred to me over time, and which I have often thought about since then, is as follows. In a similar context in the private sector, if there had been an amalgamation as is the case with mergers or acquisitions, the first thing that would have been done before things were set up would have been a due diligence exercise, with solid teams of highly qualified people. This exercise would not have been assigned to just anyone.
The company tasked with this exercise would have brought in its best people. It might even have set up shifts so that work was done around the clock, for a month or two, or however long it took. We did not have that advantage and over time we saw the resulting difficulties. Service standards and procedures were not written down anywhere. Our employees' point of view was very valuable and that is all we had. There was nothing at all on paper.
We wanted to re-create the way things were done in the private sector, but we could not always do that. For me, that was the first lesson learned.