[Inaudible—Editor] more seriously, you've touched on an important point: tying executive performance to the attainment of corporate targets. These also mean government-wide priorities and targets, so it's a very good first step.
Then, it's about setting themselves ambitious targets. It's good to be ambitious. It's not the end of the world to fail to meet ambitious targets, but it's great to do it. I'm sure these departments are excellent at doing a couple of things, but the performance indicators we see do not clearly indicate that. It would be good to have clear performance targets that are ambitious and reward excellence in these two departments.
It's very hard for me to believe that 95% of executives had a great or an excellent year. We all go through life events that make us have a bad year, every now and then. This suggests that it's seen as an entitlement. It's not just these two departments. I think it's public service-wide.