It's more complicated than that. I do believe that given the scope and scale of Canadian activity, and the constraints and limitations of the mechanisms that we have in place, we have to operate on the presumption that companies are working in good faith. And we have to rely oftentimes on others to bring difficult situations to our attention if we don't find them ourselves.
I have to say that with the major companies most of them are leaders and pioneers in this area. They make mistakes and they have sometimes created problems for themselves. Part of that is related to the fact that their understanding is limited, or their management system is not appropriate. They do micro-management from the centre for problems on the ground that they don't truly understand, and they create problems and errors for themselves and their teams.
Where we have a bigger challenge is in the junior exploration and mining community, where they work to a different drummer, so to speak. They have a different timeline. Many of them are not in this for the long term. They claim poverty, so the challenge of helping them understand the importance and the value of this work is more difficult. This doesn't mean that there aren't juniors that are actually working in a very progressive and forward-looking way, but there are also those that are in for the quick win.
That is where our challenge is.