We've worked on a labour strategy and through CAHRC to come up with a comprehensive strategy, so it's probably all of the above when it comes down to it. We need to have access to a labour pool of people who are interested in the positions. We brought in employees to work in our packing plants, a lot of them from other parts of the world through the temporary foreign worker program, and with those employees we had a retention rate of almost 97%. When we could find people to work in those jobs from the local communities, the retention rate was below 50%, and often it was as low as 15% over the course of a year. If you're going to have quality-based systems, you need people who want those jobs and who are prepared to make an investment.
Our issue with the temporary program was that we were never looking for a temporary foreign workers program; instead, we wanted to fill these jobs with people who wanted to become Canadians and wanted to become permanent employees in these organizations and these processing operations.
There isn't one quick answer to your question. It's all of these solutions. We're hoping, as I mentioned earlier, that as new people who are refugees today become Canadians, a number of them will look to find careers in our industry as well.