Perhaps I will take that question, just to describe the call centre process and how that actually worked.
When we first established the call centre, it was in response to an increasing number of calls from potential loanholders—in fact, all the applicants to the process. The number of calls far exceeded what we anticipated at that stage, and that necessitated our continuing to add resources to the call centre to be able to respond to it. We were monitoring a statistic which was [Technical difficulty—Editor]. We actually had to stop taking calls directly, because, to your point, people were not able to get through directly on the line. We moved to a callback model, and we were monitoring the number of calls in that queue. People did receive a call. It was not when they called in, because they were called back. Their call was returned.
At the peak of the activity in the call centre, over 22,000 businesses were in the queue for a callback. It was a very significant effort and at a very stressful time for these businesses. We had instances where businesses were calling in and suggesting that their only path forward was in fact a suicide option. We had businesses that were certainly looking at bankruptcy and were really struggling, so we put more resources to continue trying to address the needs of those businesses and worked very closely with organizations like CFIB, who were hearing that from their members.