To begin with, we recognize that we're part of a continuum of service to veterans, whatever that might be. We're fully focused on the idea that gainful employment has been widely recognized as being probably the best thing we can do for the health and wellness of veterans on an ongoing basis.
We have to remain competitive in a competitive environment, so we have to constantly adapt and change to the changing needs of the environment in which we compete. That means we are constantly searching for different sorts of employment that better match the skills of the young veterans who are coming out of the service now, the more high-tech-savvy types of veterans. Traditional guarding—the commissionaire who is doing pass control on a building—is changing to remote monitoring and that kind of thing. We're constantly trying to find new ways to match the skill sets of veterans who are coming out of the forces with what we can offer them.
We're also constantly trying to find a way to better connect at the appropriate time of a veteran's transition from full-time military employment to their transition out of the forces and how best to plug into or work closely with the Department of National Defence, with Veterans Affairs, and with organizations such as those of my colleagues here, to provide this spectrum of opportunity.
We also need to get our message out that we are good value. We're self-sustaining, we cost no money, and we're the largest employer of veterans—and this provides something valuable.