It absolutely could; it depends on how it's designed. The complexity of our industry is one where you have small innovators that have a great idea and they're trying to move it forward, but they need partners. They need investors. A lot of those partners and investors come in the large multinational companies that are doing business here.
It's very easy to look at a drug and the cost of a drug and say you're going to cut it by x% because you know exactly, when you look at the ledger, what you're going to get in savings. In so doing, though, you also miss out on some of the other parts that are impacted by the industry.
As Mr. Keon points out, you cannot have a generic industry without the innovator industry. That's the key sort of relationship that needs to take place. You need those innovators to be healthy and contributing to the ecosystem that we have not only in Canada but around the world, because that is what will drive innovation forward.
The industry has fundamentally changed over the past decade. They used to try to do it all themselves. If you look at some of the companies, they used to do all the research, development—everything was in-house. They've now changed their model. They're going across the globe looking for those new innovations to fill the pipeline. They're finding it in the small companies that are in Canada, but also elsewhere.
That very interconnected relationship is very important to keep in mind when you're looking at something like a pharmacare program, because there will be consequences. As Ms. Hux pointed out, you have to weigh all of that to better understand what the impact is going to be.