And I think you're familiar with our investment side of the strategy. We set goals aggressively and work very hard to achieve those targets. We won't rush, but I will tell you this is primarily for employees until we get to zero. And that's going to be harder as we move forward, but this is one of the things over the past five or six years I am most proud of. I'll show you another one in a minute.The other area that we had to improve on is our generation reliability. Back in 2006, our generation reliability was not where we wanted it to be. We set a goal to improve it by 50%. This is in time also when there were a lot of changes as far as environmental controls on the plants, major investments in plants. And for those of you that are familiar with generating units, as you take a unit down and put a lot of controls on it, it tends to operate sometimes not better than when you made the investments in the plant. And I'll tell you across the board, the areas that Jack Hanson and his team have worked on, he has the same that we leave it better than we found it. After the environmental controls go in place, the plant runs better than it did before. And it comes out of the shoot running better. Now, I didn't put the target here, but our Campbell Complex, which was one of the top – one of the five units that we're going to control, there is three units on that site. In 2011, the reliability of their EFOR rate was 2.7%. So, the $600 million of emission controls that we've put on those plants paid off very strongly in reliability, which paid the benefit to our customers and to the environment. And it makes me gratified when I think of shareholders that the investments payoff in performance.