What's been happening in manufacturing and refining reflects some of the shifts worldwide as well as in North America in terms of capacity and in terms of market demand. I'll simply note that in the U.S. the last gasoline refinery was actually built in the 1970s, and that reflects the fact that capacity moved offshore because it was more advantageous to undertake that activity there.
So in part what this reflects is shifts in the marketplace in terms of preferences for products, and the fact that when we build capacity such as a refinery, such as a pipeline, it reflects not only the market at that time but also a commitment to that capital investment that's going to last 30 or 40 years. So you want to get the market right, and you want to be able to change with that market as it evolves, and right now some of the shifts that are taking place are away from liquid fuels and into things like natural gas.
Part of what's happening in terms of our own refining capacity is just reflecting changes in the core market. So part of the North American strategy that I spoke of, and that Ms. Kenny addressed earlier, is trying to be versatile enough to attract enough capital to expand—or in fact contract—responsibly, as changes in that marketplace take place.