That's a good question and they're great observations.
With respect to lessons learned, there are many on the project. One of the things that we have committed to with the regulator, with the CER, is to do a process like that, to have a sit-down and say, “Okay, what did we learn? What will we do different?” That is a take-away the company has with CER and that is intended for the very near future.
There are definitely lots of learnings with respect to engagement with the communities, indigenous and so forth, along the right-of-way. The absolute importance of the indigenous being a part of any major infrastructure project early, often and throughout, is another key learning.
Going back to permitting and so forth, we need to recognize that there are things that are going to come up that you don't know about that are going to bite you: the COVIDs, the fires, the floods and so forth. How do you respond to that?
There's the importance of having high-quality labour. Again, to the folks on either side of me, they did that. They provided that to the company, high-quality. That's one of the challenges the country faces now. There was a shortage of labour. Throughout the project, we had a lot of people the project execution leader referred to as “green hands”, people who were new to the business. There was an efficiency loss as a result of that. A lot of smart people learned a lot. Those will be skills that will be useful elsewhere, but they were learned on the job at Trans Mountain.
I think there's a lot to be taken from this. Certainly, finding a way to do the regulatory process and being sure about the conditions under which you can execute will be the ones I would expect we focus on at the CER.