I heard the earlier comments about the five principles. We looked at those when they came out in terms of requirements in the process, and we think we were pretty much covered on four and a half, because we've made these additional efforts. Our effort with Squamish Nation is a huge risk for this company. We're a foreign company coming to North America with no experience with these issues, taking a leap of faith, and saying, “You know what—we're going to fund your process, a new process, because we know we need greater credibility.” We know that the public isn't necessarily entirely enamoured with federal and provincial processes, so we had to go above and beyond.
On the choice of electricity, this is a cost to us. This is not an economic decision. The rate for electricity for LNG facilities in British Columbia is much higher than the industrial rate that maybe a mine would pay. This is a decision we made because we knew it was the right thing to do. If you want to build an LNG facility in British Columbia next to population centres, you're going to have to go above and beyond. We've made these efforts. They're not perfect. We've tried harder.
We've made other changes that are not as noticeable as that, but if you're not going to go above and beyond regulatory requirements, you're not going to go above and beyond with first nations. If you're not going to go above and beyond in your efforts to communicate, you're not going to succeed, whether you're in British Columbia or anywhere else in Canada. It's hard to build projects, particularly if you don't do it the right way.