Just to build on my colleague's comments, I'd say two things. It's difficult to separate productivity and supporting organic growth. I would share with you that CBSA over the last two or three years has accelerated its commitment to productivity growth, leveraging technologies, and leveraging new processes in terms of speeding processing through airports broadly speaking in Canada, but specifically in Pearson, which I'm closest to, as you might well expect.
I'll use NEXUS as an example. Toronto's is the highest productivity utilization of NEXUS across the country, but the reality is that we can go faster and need to go faster. The fundamental reality at Pearson is that when we're adding three million passengers a year—we've added about 8.5 million over the last three and a half years—we have to invest in officers in order to support the capacity that Pearson has built to support that growth. That is the fundamental reason that there are significant lineups emerging at the airport during the critical peak times. That's the opportunity.
I would say we need to do both, as any organization does both. There is good progress in one area, and I'd like to think that the government would continue to support their going faster at those airports to drive that growth. We're so critical, as you talked about, in terms of driving business, driving productivity, driving trade, and moving goods and services throughout the airport.