That's correct. We wrote a letter saying in detail the reason why we felt it was not the proper way. If you go through that letter, you see today that we were right. We say there is a high risk when you consider—not in a proper way—the scope of work between the bidder and the selected shipyard. We saw through our experience the reality, because, of course, this was really a big problem. The first aspect of a very complex international program is to fix the role, the responsibilities and the scope of work.
First of all, you need just to define in a clear way all your end-user requirements. This is very important. In the letter we wrote clearly about our concern regarding the program. We wrote of the high level of risk in the scope of work. We wrote of the problem regarding the IP, the intellectual property, and the management of this important issue in the different phases of the program. The different phases of the program, and the responsibility inside each of these phases, was very unclear. We were also very clear regarding the opportunity to have a fixed price, instead of running the risk to discuss and discuss, with the result that we would have a higher price year by year. So whatever we proposed was clearly what we saw in the following years.