Thanks, ma'am.
If I may, just to reinforce the comment with respect to the macroeconomic reality, before I get to some of our initiatives, the most recent labour force report out of Canada, in March, indicated the demand for additional pilots at 7,300, just in Canada alone. If we look at the global estimates, we see commercial travel doubling over the next two years. There's a fairly significant macroeconomic pressure at play, and we acknowledge that, and it puts more urgency behind some of the work we wish to do.
There are many angles. To answer your question, we are tackling this in multiple ways. I look at the great work that's under way under General Chuck Lamarre, the chief of military personnel. As the deputy minister has indicated, there's a whole host of personnel issues under “Strong, Secure, Engaged”. Seamless Canada is a bespoke initiative under way currently, which really gets at supporting our families. As we move families from province to province, often they have to be exposed to atypical and dissimilar transitions, where they may have to get their vehicles reinspected even though they had their vehicle inspected six months previously, or spousal occupations are not accredited in provinces. There's a huge effort to try to normalize the expectations and the transition requirements from province to province, so I have a lot of hope in that.
As we look at the reasons why people leave the Canadian Armed Forces, it very much drives our thinking as to what we need to do. Certainly the feedback from those who are releasing is that it's a question of family, challenges for their family. There's a dimension of ops tempo, work-life balance, predictability of geographical location, and then typically fifth or sixth are comments about financial remuneration.
What are we doing about it? There's a number of prongs of attack. Certainly we're looking at the reserve force. Fighter pilots who have left, and who undoubtedly will continue to leave, are given a customized reserve service offer, meaning we will offer them the ability to continue to work with us on a window of two to five to 10 days per month, to encourage them to stay and continue to contribute to our mission. We will support that through temporary duty travel and the like.
I look at our family sponsorship program that the deputy mentioned, which we've just rolled out officially this year. Essentially what that means, for example, is that for a family moving from New Brunswick to Cold Lake, say, if that particular family has a child that might have a particular ailment, through the MFRCs, we're linking that family with perhaps a family in situ that might be helpful, might have a similar challenge, and can connect and support that family as they transition.
Additionally, we have a strong focus on the fighter force in terms of force generation—that is, the training we provide to our pilots on a yearly basis. Through 1 Canadian Air Division headquarters in Winnipeg, we've put a premium on force generation being priority one. What that means is that any given day, the fighter force flying around this country is making maximum benefit of every single hour they're flying. We're doing perhaps fewer air shows, fewer CF-18 demos, but we're really focused on that knowledge transfer that has to happen in that cockpit or between the two pilots, perhaps, who are in that formation.