It's called orders. I'm not trying to make light of it, but for us, it's specifically that we've been given the mandate to do those, and it's a mission we take very, very seriously.
We have, first of all, the direction to go forward and do it. That's why we're setting all the conditions I was talking about, why we're doing the research to help us to achieve it and why it is that we want to make sure that we make the necessary changes to the culture and everything else to encourage it. That's the first one.
But much more importantly, it brings me to my first piece. It's the whole aspect of talent. When you're looking at bringing in people to operate the complex systems we have, we just have to go out there and get it. If you're not actually going to look at, for example, getting more female recruits to come in, you're cutting yourself off from 52% of the Canadian population. First of all, we're told to do it, but more importantly it's the talent aspect that's driving it. We're not incentivizing individual people to go and do it, but we are indeed saying that you're going to benefit from what is out there.
The only level at which we formally incentivize is the recruiting level. We go to recruiting centres and we say this is what we want to bring in. The recruiting group is actually assessed as to how they're going to meet the requirements we've identified through an annual military occupational review, the system through which we create our strategic intake plan.