Thank you for the question.
I think we have a lot of examples of this if we look at our partners. Zurich Insurance has identified a labour gap in their organization. They came to us and said that they wanted to see more insurance underwriters. They helped us build the curriculum. They helped us deliver the curriculum to the young people through their employee engagement. That allowed for familiarity to be there. In the end, they hired the entire cohort. They built the program with us so that they could create a pipeline. Not only did they help us create that pipeline; they brought along other insurance companies, such as Marsh, to also become employer partners.
There's a lot of power that corporations have to ensure that this happens. This is also beneficial to the employers. The employers are able to, number one, get to know the young people before they enter into their workforce. They're able to make our curriculum and experience as realistic as possible to when program participants actually end up in their workplace. I also think that, instead of just hiring someone off of Indeed or LinkedIn, you actually have time to spend with someone, to really understand them and to know exactly what skills they're going to have coming into the organization, because you've helped foster that development and build those skills.
From a corporation's perspective, there are a lot of things that can be done, but I think it needs to come outside of just the will of organizations that know they want to reach a broader demographic of Canadians and that this is an untapped pool. There need to be incentives and some pushing of government to also initiate those relationships as well.