First of all, you made a point on the bureaucracy. There are, I've heard, a lot of procurement officers today who are not liking what they see, because they take very high pride in how they do their work. They do it extremely well and do it within the rules, and again, they don't like to see something that could ruin a reputation they've worked so hard to build.
I always said when I got audited in my life—unless it was something huge or collusion, whatever it was—that weaknesses will be found. When I was in different departments, I always told the board of management not to give me too much crap about what was being found, but to give me crap if I didn't fix it.
The next step here, which is important, is that we take this very seriously; that every organization makes sure they understand their weaknesses; that they take the validation, certification and testing of the controls very seriously; that when we find some weaknesses, we correct them; and that we learn from the lessons of others. As I always say, if they find something over there, chances are you can find something very similar, so take these findings extremely seriously.
The job of the bureaucracy is to make sure that we have action plans that can be delivered and to make sure that we monitor the implementation of these plans and they actually produce the results they're intended to. Again, we have departmental audit committees with external members—objective external members—in every large department. They will be seized with the action plans at the CBSA, and one of their jobs is to ensure these actions get implemented as intended.