Out of the 97 contracts that we looked at, six of them appeared to be designed to suit or to favour McKinsey. You can appreciate that, when there are 20 organizations, almost every contract is a uniquely different story, so I'm going to try to keep it somewhat general.
I would tell you that in four of the competitive contracts, we found that there was a change in strategy that made it easier for McKinsey. We're not saying that you can't change your procurement strategy, but you need to really justify why you are changing a strategy to award a contract to a specific vendor.
In two of those cases, we found that the procurement strategy was a competitive one, but that there were questions raised by bidders around the narrowness of certain criteria. We didn't see documentation about how those concerns were addressed. In the end, there was one bidder, and it was McKinsey who received the contract. Those are the cases where it looks like it was done to suit them.
When you look at the national master standing offer, we did find in a couple of cases that two departments waited a little over a year, actually, for the national master standing offer to be available with McKinsey for benchmarking services, when there were other standing offers for benchmarking services that could perhaps have addressed their needs.
Again, it's about documenting why. When you're going to go non-competitive, why are you doing it? I can't underscore enough the importance of making that clear and transparent.