The most common indicators that are used internationally are the implementation of recommendations. Another one that many audit offices use is the savings that come from their recommendations. We have been reluctant about that and have had a long discussion with our colleagues around it. I'm worried it can encourage you to go to certain departments rather than others. I think I can tell you where you might be able to find some money, but that may not be the most important area in terms of management practices. As well, one issue that we see a lot is actually in fact that there's a difference between the level of activity the departments are trying to do and the funding they have. So if they are not getting enough funding for that activity, do you do that kind of audit? A lot of them, the GAO in the U.S., for instance, use that. The National Audit Office in the U.K. uses that. I'm very reluctant to use that indicator.
On the last question, on work-life balance, absolutely, that is our competitive advantage. What was really surprising through all of this is that women, especially young women or women with young families, in particular, and men too with young families, are very much attracted to the office. On our professional staff, we are now at 64% female, which I think was a shock to the men accompanying me.