Thank you for the question and for your remarks.
When I was speaking about structures, we often have policies, processes and frameworks that are constructed and intended to support the objective they are initially developed for. Particularly where we're looking for change and innovation in how we actually manage within the public service—not just in the context of complaints and harassment and workplace well-being—we do need to make sure that those systems remain relevant and effective.
To get back to the safety and security of the workplace, if people are not comfortable coming forward and if there are fears of reprisals, all of the systems we have in place aren't doing what we need them to do. My comment was really focused on understanding why that is.
You can't proceed with change management.... You may have an objective, but you need to also understand where you're coming from and why you aren't getting there. Systems and structures need to be adapted based on the real experience of people who are trying to use them for the purposes for which they're intended. When that's not working, we need to hear from people and figure out how better to develop and design systems and structures.