Thank you, Member.
Thank you, Chair for the question. I think it is an important one to discuss.
As I was describing in one of my earlier answers, fundamentally, what we're trying to do with our lending—and it is, as I said, all in the form of loans—is to make projects happen that are stuck. The Lake Erie Connector project—quite a classic example—has been on the books for more than a decade and hasn't been getting built. The reason is that it's a costly line and one with really uncertain trade volumes. It depends on what happens with the shutdown or extension of nuclear plants in Ontario. It depends on growth in the renewable sector in Ontario, and it certainly depends on what happens in the market it connects to in Pennsylvania and Ohio.
The project rates of return that we saw when we engaged with the company were well below their investment criteria, and they weren't moving forward with the project. So the idea of our making a loan to a project like that is to invest money to help them to manage the risk of the project so that it moves forward. To be clear, they were putting more money than we were into the project. They have lots of skin in the game, and they had lots of investment themselves, but our loan—and it is a loan—was designed to help improve the economics just enough so that they could move forward with the project.