In many respects, what we're seeing in the changes to the agreements are in the subordinate procedural documents that define how we interact. It's not just about reducing involvement; it's about improving and refining the process to make it more efficient.
I'll give you an example. When we go to validate an aircraft—and this works in both directions—we don't want somebody coming in and asking questions with a never-ending list. We're working towards what we call a work plan concept, where the validating authority assesses the new areas, the areas of risk, the areas where we may have struggled in our own certifications and there's a similar piece of technology in that other aircraft. We will define a work plan that defines in advance the exact areas we will look into, implying that with regard to other areas, we will totally rely on the other manufacturer.
That's an example of a process refinement that is more efficient and yet maintains a sufficient mutual knowledge of what each other is doing to maintain that level playing field concept that I described earlier.
I don't want you all to be left with the impression that because we're advancing these agreements, it is necessarily driving us to being forced to having mutual acceptance without review. That's not necessarily where this is going. There's a lot more to it.