Yes, at the end of the day, negotiations are about discussions between people. I think you have to be concerned about the concept of face for everyone; that everyone comes away from negotiations feeling that they have won something. They've also given up something, but they've won something to their benefit.
As I was saying, Manulife first went into Japan in 1901. We were asked to leave in 1939 for awhile, and then we came back in the 1990s again. Our discussions and interactions with the Japanese government and Japanese business people have always been very fruitful. They were at times longer than we liked, but I think that's a difference in business culture more than anything else. At the end of the day it is about relationships and having frank discussions with people about what's important to us, what's important to them, and coming to a conclusion that works for everybody.
I suspect that the conversations will actually be tough on both sides at the negotiations table. I believe that the folks from the Department of Foreign Affairs and International Trade and our professional negotiators from the Government of Canada have long experience in doing this with many people around the world, and they will do a very good job for us on it. It will be beneficial to everyone.
As you were saying, we saw an opening back in September 2011 that none of the CEOs who have been going to Japan for a number of years had ever seen before on this issue. There was a willingness—a more dynamic sort of feeling in the country in the business, political, and bureaucratic circles—for handling this issue. That's why we came back very enthused about it.