We began working on this when the official announcement was made on January 7, 2010. This followed a rather extensive process to find a buyer for Shell. Once we realized that no formal offer had come our way, we began right away putting together this kind of process in cooperation with our human resources and head office people.
Given that the decision was not made two years previously, it is true that not everything was in place in January. So, at that time, we had to begin inviting people and bringing organizations together to implement plans for helping them. So there is no plot, and nothing had been predetermined. To some, we might have looked disorganized at first, but that is because the final decision had only just been made in January.
After that, we put together the committee. Clearly, without a formal offer, we cannot put our conversion plans aside and work on the committee. We have to work on things in parallel. Since then, we have been working on conversion plans and projects.
Some items take time to order. So we started doing it right away in order to be able to get it done in time and not run into supply problems, since some operation units must legally be taken out of service in September. We have no choice. For safety reasons, the units must be shut down in September. We have reached the point of no return, and the units must be shut down.