It is and it isn't. Many of the things that we're talking about today, the people who are employed in the department have been telling us for a long time we should be doing. Having spent much of the early part of my career as a negotiator, you can't sit at the table and hear communities tell you things that make perfect sense about their past, about their hopes, about their aspirations, and not be profoundly affected by the rationality of it.
Then when you go back and find an institution that is perhaps not in that headspace, you start to speak up in your organization. In many instances, we will be doing things that many employees have been suggesting for a long time we should do.
In other instances though, you're right. We will have to continue to work with people to understand things differently because what we're about here is some very profound change. We do have training programs in place for people who arrive in the department. As my colleague mentioned earlier, having indigenous employees, Inuit, Métis and first nations, is a critical part of that. For those who are not indigenous, to understand and to be clearly told that our expectation is the value that those employees bring is important.