Well, the question is whether our pricing and demand assumptions are correct in our business model. Those are in the plan. Again, we do not assume that newsprint demand recovers. We'd assume a continued decline in newsprint consumption going forward and that we will make investments both in the U.S. and Canada that lower our costs but also move us away from newsprint as our main product over that five-year plan. In our industry it's supply and demand, so when supply and demand are 92% or higher you have some pricing power. Our plan contemplates that we will not allow ourselves to get in the position where newsprint prices collapse again, because that destroyed the company. That is the fundamental basis of your question about how you get to $1.5 billion.
I think it's in the best interests of current and retired employees that we make $1.5 billion, because that means we're meeting our obligations.