As you go through one of these exercises and lessons learned from the past, preserving the youth in the workforce, as well as the diversity, is something that we want to make sure is supported. Think about the way this exercise has been designed. People who are more senior and longer in their careers tend to be more at the executive level, so you have a higher target for executives. Yes, the chair is pointing at me. That's one aspect that would bias the system in terms of preserving youth, but there's also the early retirement incentive, should it be approved by Parliament. Obviously, that would only be applicable to a worker who has been in the public service for a certain amount of time.
Part of the workforce adjustment process is looking for volunteers who have basically said, “You know what? I've actually decided I've had enough and I would like to do something different.” That could be a younger worker who just decides they would like to try something different, but again, you're typically looking at people who have been in the system a bit longer.
As a final point, when you're organizing your staffing processes to implement these workforce adjustments, you might have a group of 10 people and only seven can stay. You can build in criteria to preserve the youth, provided that every person in the program meets the basic criteria. That can be built in as well.