Thank you, Mr. Chair.
I want to carry on a bit with the conversation that was started on Friday afternoon. It got a little contentious Friday afternoon, and that's not my intent today. It was a conversation with my colleague, Mr. McCauley, around the performance bonuses that were discussed with the ministry.
I want to put a different flavour on this. He talked about $3.1 million of bonuses to people at or above executive level, representing 95% of the people...that was 193 people. The push-back on this kind of discussion is always that individual performance pay holds executives accountable for individual results, and it's not related to departmental results, which measure strictly the organizational goals.
That's the context of the discussion. I put a little side note on my notes here. In my opinion, that's ludicrous.
That goes back to my history. I had the responsibility of managing an executive compensation system for a Crown corporation at some point in my past, and I very distinctly remember that our executive management compensation system was a combination of individual performance and corporate performance. Corporate goals had to be met as well for you to achieve these standards.
I'm coming to this place where I don't think it should surprise us sometimes that we see failures when we don't link personal performance to organizational performance. That's where this is coming from. I'm asking your opinion on whether you would agree that this significant disconnect between individual performance and organizational outcomes is potentially one of the reasons we're having this conversation. I get that it's a government-wide thing; it's not just ISC.
Do you think there would be merit in our saying that we have to connect individual performance pay to organizational goals, not just individual goals?