What we've identified, essentially, is that, again, they have designed a strong project portfolio management framework, so, as I've said before, we were happy with the fact that the framework existed.
Over the course of the next number of paragraphs, we talk about many of the aspects of that framework, such as governance structure in paragraph 5.17 and their investment planning in paragraph 5.21. Then we talk a bit about enterprise architecture and the risk profile. Again, they have a number of different components to that framework which we found were good.
However, I think that in order to have the level of confidence you were talking about—and it is a billion-dollar portfolio of projects—what's important is to make sure that the framework is fully implemented and is used. The first step is there, and it's an important step to have the framework, but then what's really important is to make sure that framework is being followed. Some of the things, such as making sure that all of the information going to committee is rigorous and agrees with all of the supporting documentation so that the committee has the information, I think are a good example of that.