This came forward as a package. All the conflicts had been declared on the 126 companies. We as management sought advice and received advice from a reputable legal firm to the effect that, look, by putting them together as a package, you wouldn't have to redeclare that conflict. You put it together as a package, recognizing that all those conflicts had already been declared. Not one of these companies was going to be treated differently. Not one of these companies was given anything different. It was 5% across the board.
That was the reason. We had confidence in the recommendation of the partner from the legal firm, who was saying that this could be done as a package because it was an operational thing. This was totally different from the analysis that would have been done to make the investment in that initial project—totally different. That was the difference.