My understanding is that our ports have actually managed much better than could have been expected, and certainly better than other ports in other parts of the world.
When we see major disruptions, it really just highlights the need that ports have identified to do things better, to make those investments in capacity, but also to make investments in other ways beyond physical capacity, to provide better line of sight on what's coming and leaving through the ports.
There was a great example in Montreal, when we had an urgent need to get personal protective equipment into the country to deal with the pandemic. The port, working with different organizations locally, was able to come up with a system fairly quickly to identify where there were products that we needed to get off those ships and get out into the community so that we could do so and fight the pandemic in a timely manner.
What you've seen—and what I've seen in my two short months here—is that our ports are incredibly nimble, incredibly innovative, and very committed to working with our local stakeholders on innovative solutions like that, either to be able to respond in real time to blockages when they're occurring or, ideally, to be able to plan for them so that we can mitigate disruptions as well as possible.