If I am permitted, I will answer in English, because my notes are in English on this particular file, and it's important to be exact.
The detailed chronology, which I am quite prepared to table to this committee, indicates that every single day—I don't want to go overboard, but practically every single hour, though not every single hour, for there were a couple of gaps in hours—there was the collection of new information and then decisions made to act and react to the information we were collecting.
Health Canada was first engaged on December 5; I have been quite clear about that. By December 6, we were collecting information and, through our briefing, understanding what potential other sources there were. That's when we first started the contact with South Africa and learned that they were closed down as well.
On December 7, NRCan officials contacted the foreign affairs department, because they take the lead on international engagement, and we started to send notices out to Canadian missions around the world to make the contacts with the key supplier companies.
On December 8, which was a Saturday, I personally contacted the CEO of one of the biggest suppliers in the world, AREVA, in Paris, and that individual was saying that she wanted to be of assistance to us. I started to get them connected into the system as well.
On December 9, the Canadian missions began their démarche with producers and processors and national governments.
On December 10, we got that conference call I referred to with all of the European producers to update them, to gather further intelligence, and to seek their support.
As you can see—and I would encourage you not to look at one day in particular—if you look at it as a stream of days, as more information came in and as more decisions were made on how best to deal with the crisis, obviously more actions were taking place.