Whoa.

You know, it's, you know, from process step to what's the risk, what is the control? And then we have, you know, things like likelihood, uh, and impact, and that would tell you whether the risk is high, medium, or low.

We've done that for all of our controls, directive controls, detective, preventive, all, all of our controls.

And it took a long time for-- to put that together, and we as a management team did that and, and did the estimation of, of the risk.

And then we went through it, and we continue to go through it, and it's like, if we have something that we have five or six controls covering kind of the same risk, and we've identified the risk as low, one has to ask the question, why are we doing that? And that is what we continuously go through.

Now, sometimes you can't, for political reasons, for, um, you're just not right there yet, we can't just eliminate something or there's another knock-on effect.

But we can go through systematically year over year, look at the controls, anything that's coming up with low risk, ask the question, "Why are we still doing that?" And then slowly housekeep those things away and then make our life a lot easier for, um, our, our team, and also be able to take on more work.

[laughs]