You need to understand that we operate in the dairy sector and under a supply management system. That system requires that we produce enough to meet Canadian consumption needs. If you think back, you'll recall that Agropur was initially a regional company that became provincial and then Canadian because of the rationalization of all those companies, either in processing or retailing.
A major rationalization process has taken place on both sides. As a result, today, three major players process from 75% to 80% of all of Canada's milk. Agropur is one of those players, as we mentioned in our brief.
In addition, we have clients on both sides of the border. Although the border between the two countries is impervious, especially in the U.S., our clients work on both sides of the border, and that also enables us to follow them.
Also, we don't think it's important to be big in order to become big. Our expansion is based on being able to maintain a balance of power against other major world players. Regardless of whether we are in a supply management system or another more open system, like in the U.S., companies' sizes force us to move in that direction if we want to continue developing. Those who have failed to do so in the past have disappeared. There are some glaring examples. Many companies—both cooperative and private—no longer exist.
We want to ensure the company's sustainability. We have been around for almost 75 years. We want to ensure the company's sustainability for the benefit of our members. We also want to make sure that, regardless of what happens in terms of market changes, our cooperative is financially strong and has a network of plants ready to process our members' milk. We want to provide them with assurance that they will have a place to process their milk.