At the 2019 annual meeting, we filed a similar proposal that garnered 10% of the votes. The proposal was filed once again in 2020. Given the difficult market conditions in which Bombardier then operated and the turnaround plan it was to implement, we agreed not to submit the proposal to a vote. The global health crisis having amplified the importance of environmental, social and governance (ESG) issues and your situation being more conducive today, we are once again filing this proposal, as we are convinced that integrating ESG metrics into the executive compensation programs’ design could represent yet another opportunity to emphasize the sustainable change you are striving for. Your answer to our proposal in 2020 leads us to believe that you favour this approach: The Board of Directors fully recognizes that these actions contribute to increasing the Corporation’s long-term value and therefore serve well the Corporation’s shareholders and stakeholders, including the local communities where the Corporation carries out its operations. In Canada, a 2019 Compensation Governance Partners survey of the proxy circulars of 196 companies listed on the S&P/TSX revealed that 61% of companies integrated such metrics in their compensation programs. There can be no doubt that formally linking executive compensation to the achievement of financial goals produces results. This practice also applies to non-financial objectives, such as ESG-related objectives. We have taken the liberty of citing the findings of a 2019 university study, which states that airlines that made executive short-term compensation contingent on the punctuality of their flights’ arrival effectively succeeded in improving their performance in this area. For institutional investors and shareholders alike, the consideration of ESG factors is one of the most important elements in their short- and long-term financial decisions.