Hon member, I am not aware that the civil servants generally do not know that they are protected and that the mechanisms and the methods used for people to whistle-blow are such that people can actually do that in confidence in order to protect themselves. Those of us who are principals have the responsibility, when we pursue these matters, not to disclose the sources of this information where we think it will endanger people. But more and more we find that public servants actually want to disclose and they want to take the responsibility for having made the disclosure, because I think there is a growing sense that it is a good thing to actually report wrongdoing. But to the extent that in some cases, especially junior officials, may need protection, clearly that is in place. If it is the sense of the member that perhaps people do not know, maybe this is something that we need to look at. But I wasn't aware that this is a problem.
I also want to go back to the question that I didn't answer, regarding some of the key indicators to monitor the impact of moral regeneration. I think some of the more formal instruments that we have will include the PMFA, through which we are able to identify problems; and the performance management agreements that people have to sign and against which they have to perform and be evaluated. Corporate governance in general is also but one of the mechanisms that we have to measure that impact.
When we see an increase of people who comply with all these measures, we will know that we are actually having a breakthrough. When we see an increase in incidents, we will know that we are not performing according to our own objectives. However, when you see a decrease of people who default, then, obviously, we are able to make a judgment based on that.
Maybe you will see these as hard instruments. So, we also are concerned about having both the hard instruments and also monitoring the soft issues, because, concerning some of the issues around customer care, not all of the instruments that we have can actually indicate to you whether a person gives a service with a smile, which in some cases can be make or break in the manner in which people are made to feel welcome. So, those are some of the things that we continuously have to fine-tune. These are the things that those who are in the front line of service provision need to actually internalise. When we do orientation and ongoing training for our public servants, these are some of the things that we need to look at. Thank you.