That's a good question, Mr. Chairman, and the answer falls into two areas.
The first one—frankly, Madam Fraser and her team picked it up—is that good planning should allow you to try to think ahead as much as possible when you put your contract in place, so you have the right headings as well as the right threshold money-wise. You should be in the ball park. What it means is, frankly, when your contract is fresh you should be able to be in business for a while.
All things are not perfect, so I go to my second point, which is the point you're making. By the same token, amendments to a contract, both in terms of threshold and the areas covered, are a possibility. But there is a very fine equilibrium between doing it within the parameters of what is considered to be the core of the contract—quantum and direction, I'll code it like that—versus tipping to the other side, where you're essentially creating a new contract, where you are essentially preventing other people from bidding because you have now morphed the contract into something bigger or more expensive, and there is no threshold to that. This is a combination of common sense and legal advice, and we do it. I'm quite comfortable with it, and it's a call you make every time.
But I would like to think that one should always, as much as possible, get things right at the start, with a bit more thinking and planning, and make the adjustments as opposed to the other way around, which is to go fast and make a lot of adjustments. I don't think that is the right combination.