Thanks, Chair. I'll be brief.
Thank you very much, Mr. MacLellan.
Let me just say that's the beauty of dealing with the professionalism of the Auditor General's Office. They won't let us go beyond what their reports say to, so it needs to be emphasized that if it's not dysfunctional, then that concept is not one we should have. Results are good. With processes, we have all kinds of problems.
One of the things that's concerning us is that it used to be fine and then it fell off, and then there are HR problems and there were changes in the leadership. There's a bit of this story that we don't know and it has to be tied to the business that a lot of your problems were because people were leaving. Why were people leaving all of a sudden? There's something in there about the culture that's happened that we haven't quite nailed, but we'll give that some further thought. I thought it was important to recognize that when we go too far in our language, the Auditor General is the first one to say, “Hold on, it's not quite that”, but then when it is time to call a spade a spade, they do. That fairness, I think, is really important, because in this process, you can get run over real quick by us, as you can see, and sometimes certain entities should be and other times just a nice little slap on the wrist will do fine.
However, I did have one question.
You mentioned, Mr. Griffiths, your internal audit system. Could you speak to me about the internal audit system you have and if you've increased or improved it at all over the last little while? I did take to heart what you said about that being there to catch some of the things going forward. Can you give us an update on your internal audit system, please?