I no longer know which point I wanted to speak to.
Let's talk about conflicts of interest, since that is the topic of your question.
In his report, the Auditor General indicated that Public Services and Procurement Canada had good measures to deal with conflicts of interest. In the letter we give to employees, we ask them to complete a form within 60 days. Afterwards, we assess the conflict, we return the letter to the employee, and we send a copy to the manager.
However, one thing was missing in our system. We had all of the information, but we did not record the decision we made. We shared the decision with the employee and the manager, but it was not entered in our log. So we added that column to make sure that we closed the loop.
There are two other points I'd like to go back to.
First, you asked a question about the internal process. One very important thing changed and that is how we determine the risk profile. It often used to be done according to an ascending process from bottom to top. We changed our approach and now things come from upper management and the employees. As you can see in our risk profile this year, fraud was detected. This is very interesting for us.
There is one last thing I wanted to say. Indeed, internal controls are very important. However, as deputy minister, I believe it is really very important that we give as many opportunities as possible to employees so that they can let us know if something is not right. Consequently, it is very important to create a culture where people and entrepreneurs will feel that they can disclose things and know that we will follow up.
And so we have a multitude of possible entry points. The challenge is that if we do our work well, our numbers are going to increase.