A lot of the questions have been tap dancing around two central themes. One is around the structural, systemic process, not only from the personnel evaluation review, but to the complaints process. Then there are the individual specifics of how we address complaints and how that process comes back.
Around the structural process, the complaint is the last line of defence. We know that people don't always make complaints, and we know that's not a reflection of how well the system is doing because of all the reasons people don't come forward with complaints.
How are you ensuring that managers and the managers of managers are reviewing all of those individuals so that, if there is a pattern of behaviour, we catch it even if there isn't a complaint?