My personal opinion is that you're exactly right. The challenge of course is how to set the strategy and how to make it successful.
What we've seen of the history of upgrading of bitumen from the oil sands has shown us that in some cases it's been extremely successful and profitable. Some of Suncor's operations show that and show the benefit of having a blend of different products, not just bitumen and not just fully upgraded material but everything in between. At the other extreme we have examples of big investments through government-industry partnerships. Depending on the timing, they look either wonderful or awful.
One of the difficulties we see in looking into the future is that when you look at the value of bitumen versus upgraded product, there's a cycle. At present there is an extremely high incentive to upgrade. Five years ago there was very little incentive to upgrade. The challenge, in terms of public policy—and clearly from the government perspective and from the point of view of the public—is that you want to maximize value-added manufacturing, absolutely. But you also don't want to subsidize manufacturing that makes money sometimes and doesn't make money all the time. So you'd have to be very cautious about how to approach that problem. These are products that are going into a world market.