That's an excellent question, Mr. Easter.
There are so many avenues I could pursue, but the skills challenge is one. Jean-Michel has covered that, so I won't go there.
I didn't get a chance to fully talk about transportation and some of the challenges there in getting our product out of the forest to the mill, from the mill to the ports, and from the ports to the markets, whether it's India, China, or elsewhere. Transportation infrastructure, and the governance of the transportation infrastructure, is a challenge.
The best way to tell that story is with an anecdote. One CEO I was speaking with just the other day told me they had their product sitting on the loading dock waiting to go. It was going to a B.C. port. Because the railway—I won't name the company—had a lot of cars from its other customers already coming by, and they were a couple of hours late, they thought in order not to slow down the process they would just go right past the loading dock of this forest company, because they wanted to make up time. That is referred to in the railway industry as the public good. You must give consideration to the public good, because we have all these other customers on our railway cars.
I don't disagree that we always need to be conscious of the public good. However, what if you were the mayor of a town and the bus was running a little late and the bus happened to have on it some people who were tired and wanted to get home from work and the bus driver decided to leave a little old lady standing at a bus stop, because for the greater public good, he was going to take everybody else to their destination? Why does the little old lady bear the burden of the public good and not the person who is running behind schedule?
I know this is not the railway committee, but I thought I would tell you that story.