Let me approach this with a fairly broad perspective, first of all. I think over the last 20 years there has been a significant change in the culture within the Canadian Forces that has been reinforced by a number of initiatives, which all have this as a central focus: what is appropriate and professional conduct by people in uniform?
That goes back to the mid-1990s after we had some very bad stories about how POWs were treated. We had some bad stories about earlier cases of sexual harassment and sexual assault that led to a process of institutional reform that examined all those issues and tried to identify the gaps in our programs that weren't producing the requisite kind of professional conduct in some of our members—and I emphasize “some”.
That begins, I think, with the development of a defence ethics program that was instituted a little over a dozen years ago, maybe about 15 years ago, which articulates, as its first principle, respecting the dignity of all persons. In its elaborated statement, it emphasizes issues such as fair treatment of others and avoidance of discrimination and harassment.
That program is refreshed throughout the organization on an annual basis, and it's been identified by external agencies as a model program for us. The defence ethics program applies equally to members of the Canadian Forces and to civilian employees of the department.
We have completely revamped our leadership philosophy. Again, that goes back about eight or ten years. One of the central features of our approach to leadership is that while there is and always will be a strong emphasis on getting the mission accomplished, we must pay equal attention to how we accomplish missions: we cannot break the law of war and we cannot violate principles that are central to what we hold dear as a society and as a culture.
It's through those kinds of programs, through acculturation into what it means to be a military professional. We documented that as well, as part of this enterprise, into the development of a manual on what it means to be a military professional, called Duty with Honour. Again, it's those principles of conducting yourself in a way that will not bring discredit to the organization or to you as an individual.
All those programs have this theme that runs through them, and they are delivered at various stages and through various venues and career and leadership courses.
As I mentioned, everyone who goes through basic training—and everybody does, unless they have done it previously—gets this exposure to the behavioural norms and expectations that apply to them with respect to harassment and sexual harassment. They are exposed to what it means to live by the charter and the Canadian Human Rights Act, what it means to be a military professional, what's expected of them when they begin their leadership training—which starts very early for military personnel—and what it means to exercise values-based leadership.
Through all those programs, they get this theme of respect for others and treating people equally and fairly.
There are specific courses as well that deal with harassment.
Because most members get the basics—it's embedded in their normal military training—the specialized courses tend to be for harassment advisers, for people who provide advice and guidance to responsible officers, and for harassment investigators.
Is there anything you would like to add, Tony?