As for job losses, they vary depending on the plan. When you look at Vancouver, as an example, you're talking about 160 employees, but the important thing is also the type of job. Those blue-collar jobs are fast disappearing, and there are fewer and fewer of those available. That's very important. When you look at Taber, Alberta, as an example, there are approximately 100 full-time employees, 200 seasonal employees, and all the growers attached to this production.
Also, let's not forget the reason we are keeping two plants is to keep our customers competitive in western Canada and also in eastern Canada. Our customers are there. If they have to bring sugar from eastern Canada to western Canada or from Taber to Vancouver or vice versa--from Vancouver to the prairie market--they'll have to absorb more freight. The more freight they absorb, the less competitive they'll be, and where will they go? They'll go, just as some of the companies did, to Mexico, Costa Rica, and Central American countries to produce what is now being produced in Canada. That's very important also.