Thank you very much, Mr. Chair.
Thank you to all the witnesses who are helping to guide our committee through this study.
Mr. Stanford, I'd like to start with you. We've now had four of the CEOs reappear before our committee. What struck me when Mr. Weston was here—and indeed with all of them—was the reason so many people across Canada have such a lack of trust in the grocery retail sector. It is that families from coast to coast to coast are struggling, yet we see this corporate sector still doing quite well.
The reason it's such an emotional issue is that they are selling not just any product; they are selling the necessities of life. I mean, that's the thing where we're all equal. We all need to eat to survive. Even when it comes to medications, that's still a reality. I know Mr. Weston's salary is about 431 times that of the average employee. None of the CEOs were able to tell this committee how many of their employees are using a food bank just to get by, even though they may be working full time.
I really appreciate how, in your handout to the committee, over pages 2 and 3, you really illustrated the point that despite claims this is a low-margin industry—and I think it's a misnomer—it doesn't necessarily reflect the fact that it's not a profitable business. To simply explain it, you can have relatively the same margin over a number of years, so that may look low or static, but in grocery retail, it's doubled. You've shown that. Even so, if their gross revenues are going up, that margin is still going to translate into a fairly substantial profit. We've seen that when you compared quarters year over year. Is there anything you wanted to add to that point from your opening remarks?