Certainly.
Let's deal with it in a little bit of sequence. Absolutely, we take these results seriously. To that effect, we're actually doing our own internal audit on how we're progressing in 2021-22. I would say that, as I mentioned in my opening remarks, we certainly understand the importance of informal ways to deal with this, and we've actually had over 80 informal conflict management information sessions delivered to employees so that they understand the avenues that are available to them.
I'd also like to correct a little bit of a misperception, too. When we're talking about harassment and discrimination, people think that it's always management to employees. In fact, the majority of these cases are employee to employee. I think it's really important. This is not managers bearing down on their staff. This is something within all levels. It's up and down. It's sideways.
As for the point about whether I have the moral authority to make this all better, that's an interesting question because I actually would say that it is the collective responsibility of everyone in the organization to make improvements. If you see something that's not right, you have to act. That's what I'm trying to impress upon the organization. Don't sweep things under the carpet. If there's something that's not right—and everybody can understand the basics of what's right and wrong in these types of subjects that we're talking about—you have an obligation to act. That's what we're trying to talk about. The culture of the organization has been to sweep things under the carpet, and that's the part that we're changing. It's about speaking up and doing something about it with proper processes and training, and choosing the right people so that they can actually act appropriately and stop these things from festering to the point where they blow up into a giant problem that makes it much harder for everybody to deal with.