I am certainly happy to talk about that, because it is important.
The first thing is that we have implemented a communications protocol that is clearly understood at all levels within our organization and various aspects of the supply chain, such that in the event that there is even the risk of a shortage of delivery, all of the appropriate communications take place and the ability to start to plan alternative sources kicks in. You know well that these isotopes have a short half-life, so there's not a lot of time.
We also understand that our colleagues at Health Canada are actively examining ways to improve the communications and coordination across the supply chain and the reach into the medical community so that there's a coordinated response in the event of an unplanned outage.
Certainly our goal, as you can imagine, is that we not have any outage caused by the same factors that occurred last November and December. Equally, in relation to the technical performance of the reactor today, we have every evidence to suggest that it's been operating at the highest levels of reliability and continues to do that.
As we move closer to the end of the current licensing period, there will likely be some periods when we will need to shut the reactor down for a longer period of time than is currently the case. It will be measured in weeks rather than days. Our view today is that with proper planning and coordination, we will be able to successfully coordinate and manage a reactor outage of, say, three weeks' duration, such that we will be able to undertake any work that needs to be done. It is certainly in our planning frame to be able to deal with that kind of eventuality in a planned way.