If I may, I will add one thing.
There is something that's fairly simple to understand in the forest and paper industry, when you are a stakeholder in the industry. We have talked a lot about integration—you close three plants and leave one open, and because it's important, it will succeed. In Quebec, the example we have doesn't show that at all. The plants that have succeed are not the biggest ones and are not necessarily the ones that are integrated. Let's not try to put a system back in place. Let's look at what works, rather than creating a model that doesn't work.
In terms of integration, having a sawmill near a pulp and paper plant... Nearby means in the same yard. So that cuts shipping costs, and obviously there is also the whole question of greenhouse gases, which is an important one. In terms of competitiveness, there are lower shipping costs. There is also the whole question of energy production. We are capable of producing energy from the production of pulp and paper or related products. There is ethanol production. We have done research, as I mentioned, for manufacturing pharmaceutical products. Yes, the researchers have found some things worth considering.
In my opinion, there is one important aspect, among others, that is how we got where we are in the pulp and paper industry: each paper company in Canada had its own research centre and did a lot of research. One morning, they said this was expenses and cut them. When we stop doing research and development, we stop developing and we are doomed to fail, sooner or later.
So we have to do a little more research and development, in addition to looking at what the competition is doing. Yes, we have competition, from America, from Brazil—with eucalyptus, but we have products that have a fibre quality that means we can be competitive. It's a matter of developing the right products for the right market. We also have to look toward markets other than the American market.