Not only do we encourage it, but it is what we are trying to do with our dialogue and our prevention strategy. We try to establish a climate where really this dialogue is encouraged and is permitted, and where there is no fear. We try to make sure that our employees are well equipped to have that dialogue, and they are able to put it into words, because quite often it's difficult. Talking about these things is not easy, and it's not easy also for our managers. That's why we are trying to equip our managers to receive that kind of complaint, to be able to talk to their colleagues, if it's their colleagues, or maybe at more senior levels to have that dialogue and to be able to defuse what's happening, and to talk about the facts, and to not escalate it to a formal complaint.
That is what we are trying to avoid. Maybe that's why we have very few formal complaints. We are really trying to avoid them, because usually no one wins in the end. Even the complainant will not win, because it will not restore their confidence. You don't win at that. Usually, it's a long process and people will suffer through it. That's why as soon as we hear about it we try to intervene. It can be through an informal conflict resolution process. It can be through our EOAP that we try to help people. It can be through our labour relations management. It can be just in our management day to day.