No, I think it's more than that, actually. We have an independent, highly experienced, very diligent chair of our audit committee. The risk map is central to the way that we manage the business on a day-to-day basis, not just something that's a document that goes to the audit committee. As I've outlined, we have 27 top risks in the company right now, and what we do is we review the risks in the business and analyse them for their probability and their impact, should they happen. We then analyse the policies and procedures that we have in place to minimise that, and then what flows out of that are a set of systems and controls.
We have a very strong internal audit function. We have an ongoing work programme throughout the year, which is a rolling programme, and I think importantly the head of risk and audit reports jointly to me and to the head of the risk and audit committee, who's not a member of the executive team, as an additional check and balance. So they have to deal with high levels of data and information about the company, whether that be -- you know, looking at the accounts, the auditors, the performance of the business, the integrity of the financial statements, and the numbers, analysis of us as a going concern, intangible assets -- all of those things that I would say, yes, are higher level for the audit committee, but they will also look in much more detail than that because of the audit plan that's provided to them by the head of internal audit.