Where it helps Canada is, again, we're looking at global platforms here. If you want to be competitive, you want to maximize your production and capacity utilization. It hasn't been a well-known fact, or people haven't recognized that. But when we went through 2008 and 2009, through the deep recession—and I've been around for 30 years in the auto industry, I've never seen a trough as deep as that, with the extent of the damage it had on the economy and in the auto industry—we took out capacity so that we could maximize capacity utilization. Other countries around the world haven't necessarily done that, but probably should have done that. Because they haven't done that, now they're trying to protect that capacity by exporting to our market here.
That's one of the things I talk about. When it comes to our negotiating teams, that's one of the challenges here. You've got a very successful integrated industry here. You've got perhaps other countries around the world seeking to come to Canada because it's in their interest with their domestic industry. From our standpoint, and because we're global manufacturers, because of global competitiveness generally speaking, the only way that we're going to keep capacity here is to find ways to create a business case for new investment, and in the course of that new investment increase the technology in our plants, increase the product, the benefit that we have, and sell it abroad. That's the ultimate goal here. We'd like to see it from our Canadian plants, pure and simple.