Thank you very much.
I'd like to follow up on the discussion we were having. Air Canada is a company and it has obligations under the Official Languages Act. I think we're all agreed on that, but Air Canada is made up of people, real people who are making an effort.
People are trying to learn their second language, they're trying to give service in their second language, and people need to know where they're succeeding and where there are problems, where they need to put in more effort. If all they hear about are the failures, it becomes an exercise in discouragement. Perhaps I'm proposing something new, perhaps I'm not, but I'm leaning toward trying to put together a positive working approach with Air Canada.
It's important to understand priorities, because as I mentioned in the first round of questions, we can't achieve our goals all at once. I don't think anyone in this room achieves all their goals in one fell swoop. We're always working toward goals, and we know what the goal here is. We all have priorities for that reason. Where are we going to focus our efforts, where will we focus our resources, how will we achieve our goals, and in what priority? It comes back to working together in a positive manner.
I'd like to know your comments on working with Air Canada to establish priorities with them, to say, listen, you know you have obligations here, how are you going to achieve your obligations, where do we think your priorities should be, and where do you think your priorities should be? That's one part of it, and I'd like to know your comments on that, working from what I would call a prioritized approach, realizing that it's very difficult to accomplish everything all at once.
Secondly, what mechanisms will you have in place to evaluate progress? By progress, I mean both successes and failures, but it's important to do both. So I'd like to know what sort of criteria you will have in place to do that.
If you could comment on both aspects of that, please....
