Let me add to that as well. There is perhaps a bit of a concern that we're sitting idle while this is taking place. That's not the case. Every year, the Canadian Armed Forces turns over approximately 7.2% to 7.8% of its effective force. That turns out to be approximately 9,000 people who leave the Canadian Armed Forces or come to the Canadian Armed Forces between the regular and reserve force components.
Let me just concentrate on the regular force component. The training does occur for the reserve force as well, but I'll concentrate on the 5,350 young Canadians—sometimes not so young—we bring into our recruit school in Saint-Jean. We have, of course, non-commissioned members and officers going through that training program. For the non-commissioned members it's 10 weeks, and for the officers it's 12 weeks. During that period of time, the non-commissioned members get a grand total, spread out over four different weeks and periods of instruction, of six hours of training specifically related to inappropriate and harmful behaviour, harassment, how to prevent it, what the consequences are, and what the responsibilities are in terms of ethics and requirements to be in the Canadian Armed Forces. The officers get 6.6 hours of training to do this.
At every leadership course we have, when you talk about institutional and cultural change, we also insist that HISB and Operation Honour be trained specifically so that folks understand what's there. We're doing a tremendous amount of bystander training so that people understand that they have a responsibility to intervene and to get involved in the training or any activity that might be occurring.
When you do a combination of all these things, you do get a cumulative effect of people who are familiar with what it is. We have some surveys that we do at a lower level that go with smaller group samples—approximately 3,000 people or fewer—where we reach across to find out what confidence people feel in things like their chain of command. We've found that for the last two years, we get an over 85% rating for trust that the chain of command will do the right thing in terms of what is supposed to occur. This data is available.
The interesting thing about it is that while there is a time for making change, and we have to go forward, we are taking actions right now that are instituting the culture change you're talking about. You'd be hard pressed to find anybody right now in the Canadian Armed Forces who is not familiar with Operation Honour and what the mandates are. You have to remember as well what the vice chief of the defence staff was talking about in terms of how we make sure it's known and not hidden. Every single incident that occurs has to be reported all the way up to the chief of the defence staff. It's also reported to the supporting centres that we have.
So there are steps and movement under way to change that culture that we're talking about. It's being done through training and the like, which folks recognize the importance of, to make sure that people are aware of what their responsibilities are.
Thank you.