Finding Solutions Together is a very active program that came out of the idea of the integrated conflict management system that exists in the federal public service. We took it and made it into something homegrown here at the House of Commons.
It's very much aligned to our policy of absolutely zero tolerance for harassment in the workplace. There is no tolerance whatsoever. Any issues that arise—and I can't say there are many at all—are thoroughly looked into, because an allegation of harassment is often a perception of the person. You can't just dismiss it; you have to examine what that perception is.
When Finding Solutions Together got under way, in both instances we hired a labour lawyer with many years of experience in labour relations to run the program. A big part of the program, which you asked about in your question, is training. We, like the library, have obligatory training for our managers, for our employees, for unions. Everybody goes through that training, all shifts. Each year we have almost a blast of training of staff, and new staff are trained as well. They learn about the components of the policy. They understand what harassment means and what perception means and how managers need to be alert to the signs and the comments and the complaints of staff, to take action right away.
Our coordinator in Finding Solutions Together has tremendous experience and deals with a lot of issues, conflict issues mostly. Conflict is a normal thing in a workplace; it's a normal thing in life. She deals with a lot of those issues, often involving the union, if the employee is in agreement, to see whether they can work out a solution.
The statistics we keep are related to whether we think a number of grievances are affected in a good way and whether they are diminishing by virtue of the program, as well as by our number of formal complaints. Certainly the number of formal complaints is next to zero, and the grievances have diminished as well.