In fact, there are so many different ways of managing the risk with this particular project internal to the Royal Canadian Air Force management of risk, at the broader departmental level and, in fact, beyond that at the Government of Canada level of the various departments that are involved in the major capital projects.
These conversations happen, of course, not just as a one-off in January or indeed at specific times of the year. Every time we meet, we look at what we are concerned about in terms of not just this project but other major ones we have in front of us.
Then, the other thing I think is important is that this project is unusual in that it's run by a joint project office. The eight partners who are members of this memorandum of understanding to procure the F-35s from Lockheed Martin and Pratt & Whitney, who make the engines, meet frequently as well.
Part of their job as an executive committee of that joint project office is to manage the risks and to mitigate and ensure as best we can the affordability, on an ongoing basis, to consider every new challenge that might arise in, for instance, a manufacturing line or a production line and to figure out the best way to address that. I would include supply chain challenges in that.
It's not just one small group, for instance, that looks after risk, and it's not just one risk management plan. It's a much more holistic approach.