[laughter] because again in tunisia and, whenlly, throughout asia, one is sick, one does not think dr.allingog to -- dr. -- doctor to your place. one goes to the emergency room. where as in france, you call a doctor to your place. good concept, complete failure. so we had to change the method quickly, and we established a clinic and emergency room in jakarta. haslinda: initially, you had to convince companies, corporations, that they needed your service. how difficult was that? arnaud: it was difficult. because we change the paradigm. the corporation had plans in place, and the low point for us was to convince corporations what they wanted was to have the services available on the ground, and it was a human resource issue. a protection and prevention issue. it took a bit of -- people on the ground were instantly convinced. so local entities and corporations wanted the service. the job was to convince headquarters back home, in the u.s. or europe, that it was making sense to create a new program for their employees. haslinda: but once you convinced the like of bp, that was it. arnaud: that is