I'm very proud of the work done by our procurement officers. There's a great deal more transparency than there has been in the past.
Some of the things we've done include, for example, requiring suppliers to disclose the names of their subcontractors and their profit margins. There's also much more rigour in terms of the requirements for task authorizations. For example, the job description needs to be more specific than it used to be. What we saw with the ArriveCAN app must not reoccur. The job description was so vague that we weren't sure we could link what was expected of this app to another IT project.
So I'm very happy to say that we have done a lot of outreach with our clients. The Treasury Board Secretariat has also helped us a great deal in raising awareness among managers, who are primarily responsible for defining needs when they request funds. So the Treasury Board Secretariat has issued guidance to managers. In short, many measures have been taken.
As I mentioned, 450 procurement files were audited, and the compliance rate on those files was high. When we realize that certain things need to be improved, such as if we notice that a document was missing, we take a very constructive approach to our procurement officers. We've also created checklists to make sure that all the pieces of information that need to be in the procurement file are there.
I'm very impressed with the culture change we're seeing. All of this is being done in parallel with training activities. We have about 1,000 procurement officers who have completed our training on file management quality. All these things are moving us in the right direction.