The thinking behind it is that Shires fitted into our acquisition criteria, which basically are to first of all, buy a company, which has market share, and Shires is a worldwide brand, but not just the only brand in the group. It was also necessary that it brought with it a management team. We are a small company in Qualceram, and are conscious of the stretch on management that could take place. We certainly didn't want too much of a distraction in Qualceram. It is also necessary that it would be in our sector - we say that our business is 'inside the bathroom door', and we're clearly focused on that.
Shires is five times our size and it brings many skills to the enlarged group.
We believe that Qualceram's performance over the years can be emulated in the Shires organisation in the coming years. We've done a considerable amount of work on that from an integration point of view. A level of redundancy has taken place, and that's been achieved against a background of growth in production facilities. Because of the high level of fixed costs in our industry increased production will have a significant impact on unit costs. We're reducing costs and increasing output at the same time.