You need to incentivize industry. First of all, I think we would say that the procurement situation is challenged in terms of making cost estimates. I won't get into that, but I do believe that David Perry has done some significant work on cost estimating. You have some cost estimators in the defence realm who talk about parabolic estimation, etc., and I do believe that some of the PBO reports have probably covered the issues with cost estimating. If you park the idea that perhaps sometimes we don't have a good feel for what our estimate is and, secondly, that we may not understand how our requirements are driving certain Canadian customizations of that aircraft and, therefore, that there's the potential inability for industry to be able to even deliver what we are asking for, that is a second perturbance in this whole chain of issues before you even get to negotiating with the contractor.
Then I would say that when you negotiate with the contractor, clearly we have to be setting up the contracts so that we are, first, incentivizing them and, hence, the new kind of point system to get what we want, and second, that we want to make sure, to be honest, that if there are liquidated damages in these contracts for non-delivery on performance, non-delivery on industrial benefits, or non-delivery on schedule and time, we would enforce these. I do believe one of our challenges is that because we buy aircraft in so few iterations, for such a long period of time, and it takes us such a long time to get to that situation, we often have a generalized concern about backtracking on a particular procurement.