Mr. David Gunning:

We need to assure ourselves that the programme is comprehensive, complete and addresses all of the key issues and activities. There is a tendency, with time pressure, that the concertina starts to squeeze in on some topics, for example. We know that certain activities take certain amounts of time and they cannot be collapsed. Others, if one throws more resources at them, can be done more quickly. We would need to reassure ourselves, as we look at the primary activities on the critical path, that we have reasonable time allocations in there for those. We would need to reassure ourselves in respect of all of the issues that have not been done because if BAM has been working at a particular level. If you are working at 67% or 70%, the 30% that you have not been doing get dumped into the future and we need to make sure that all that is there.

We also need to ensure there is appropriate time at the end for acceptance of all of the buildings, for us to assure ourselves that we have the quality of everything we need and that we then get to that point. That is the process we would normally go through and we have experts advising us on this who do that work on our behalf. We also have some of our own expertise from the people we have on our team who have built hospitals around the world. We can do that analysis, assure ourselves that this is real and then it is not just a plan. Anyone can write a plan but then one asks what is the plan to execute that plan? Is Mr. BAM going to hit all its deliverables, all of its milestones and all of its key activities in the first month? That is the next test.

If we got to the point where we had confidence like that, I believe we would be willing to discuss how we resolve the differences of a financial nature.