We filed the 2020-23 comprehensive plan built on three pillars: governance, service delivery and people. However, in November, I tasked two of our executive vice-presidents—one of whom was the official languages sponsor, our champion for Air Canada—to speak to our employees about what else we could do. Just recently, we sent a note out to all employees, indicating that we were going to put in three additional recommendations effective immediately.
First, from a focus perspective, we created a new official languages department. We think this will provide more focus. This department will report to the executive committee of the company—made up of me and five executive vice-presidents—on a regular basis on the progress that's being made in improving our performance.
Second, we've allocated more funds and more resources to more training.
Third, we created an incentive program. We created the dialogue award, which will be given to the person in the company who best promotes bilingualism. This will be on par with our service excellence, and it's the highest reward that we have at Air Canada. In addition to that, we are going to start paying our employees a special bonus if they refer a bilingual employee to Air Canada.
Again, those three measures have been put in place in the last week or two.