Thank you very much for the question.
That's the beauty of setting targets rather than quotas; targets are aspirational.
I think the point you make is so important. One of the challenges—and this applies to women as well as other groups—in the private sector is that a lot of the criteria for leadership, whether it's on boards or within the organizations, are largely based on historical attributes of leaders in the past. If you look at who the leaders were and you think that's what the leaders of the future need to be like, you get stuck in a bubble. One of things that I think is really important is to make sure that you are looking at what the criteria are for effective leadership rather than at images of leaders, which are often defined historically. That's one point.
Your point about developing the pool is hugely important. With respect to aboriginal communities, one of the key things that has to be a fundamental area of focus is improved educational outcomes to build that pipeline into employment, leadership, and so on. That said, if we look at the results around employment equity, we are seeing increasing numbers of aboriginal people making considerable progress. We are seeing evidence in many companies, especially in the west. I was at a conference recently where Husky was presenting, and some of the oil patch companies have been doing an amazing job of setting targets and deliberately reaching out to aboriginal communities in order to build those steps to leadership.
Thank you.