As Denis mentioned, there are various facets to our annual plan and, really, they're really grounded in, first, strategic planning and governance, as well as training and development and general people management. As I talk about our themes, I'll try to make reference to the findings that we learned as a result of the report by the Office of the Commissioner of Official Languages.
First, one of the key actions is that we have made the responsibility for establishing an appropriate culture that gives due attention to both official languages in the workplace a mandatory commitment in performance agreements of our leaders within the organization.
Secondly, we have looked at the actual designation of positions, and we've ensured that, when opportunities present themselves, we are continuously reviewing the bilingual designation of positions and elevating them where there are opportunities. Here I'd like to make reference to one of the findings of the report where the commissioner was satisfied with the work that we had done to increase the number of superintendents, and as a result we partially met the recommendation. It was partial because the commissioner was disappointed that we had increased the gap in terms of the number of employees who did not meet the linguistic profile. We are happy to report that we further elevated the number of bilingual superintendent positions, which are now at 214, and 99.1% of the incumbents meet the linguistic profile of their positions.