As a starting point, I'll say that when our members make investments in Canada, the vast majority of the money is usually spent on Canadian goods—so workers, goods, etc.
Canada is a market in a larger world, and there are certainly some companies that make a lot of goods here in Canada. We have a very healthy relationship with our supplier community, with companies that make transformers, wires and all these other pieces. Some goods are, by their nature, not Canadian, and we have to make sure we have the flexibility and ability to get those. Even if there might be a Canadian alternative, the nature of bids and capacity is that you'll have to draw from them.
As for what we're hoping to see—which we talked about in our annual report and saw in the strategy—there needs to be a comprehensive focus on where Canada can be successful in investing in and growing business communities in this space in a way that can be durable, where we have strength and where we can grow.
The approach you saw in the defence industrial strategy—build, partner, buy—is probably the right approach, but we have to double the grid in the next 25 years. We can't wait to grow all these pieces. As we're looking to bring mines online, which requires generation and transmission, we should make sure that we're getting resources up and running so that we can make the whole economy move faster and there's balance in there.