I would say conflict of interest is something that we take very seriously, in particular with organizations that have either a board or an advisory board that is meant to have expert individuals on it. In the case of SDTC—by statute, actually—part of the design of the board is to have people who are knowledgeable.
There's always a risk, given that, for example, the clean-tech sector is relatively small. Canada is a relatively small economy, relative to some of our peers. There's always going to be a risk, when you have experts from the sector on a board, that you're going to run into conflicts. That makes conflict management really, really critical. That's been my experience in government, in multiple jobs. It means documentation, having minutes, carefully enumerating things and so on.
I would say that one of the things the RCGT report demonstrated here was that this was an area that needed to be strengthened. The management response and action plan makes it quite clear that more needs to be done in that space. It is an area that's very important. We treat it very seriously across the organizations we deal with. This is a reminder of the importance of ensuring that these things are treated very seriously. Frankly, having processes is important, but demonstrating the very strong processes and having very good record-keeping and making sure you're covering all your bases are important in the public sector context especially, for sure.