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I have a slightly different question before I finish up. Am I correct that you are involved in the Grangemouth future industry board?

I absolutely understand about the principles of fair work. The discussion that you suggest would be helpful because you are at the coal face and you are monitoring the existing investments. The discussion is about your suggestions for how those principles can be deepened to put the community at the heart of things.

I will turn to SNIB. As you explained, you have not made investments, but how would you, by way of your impact assessment, ensure that the community is at the heart of things? To what extent is there a conflict when, obviously, you are skiting across the top looking at a return on your investment and at your debt to equity ratios and so on? I appreciate that this is in principle, given what you said earlier.

Tell me a bit more about your involvement. Also, what is your understanding of GFIB’s governance model?

You have given me a lot of helpful information about what you are doing in your various phases, but I must admit that I am not any clearer on the governance model and who specifically is ultimately accountable for GFIB’s output.

Okay. Thank you.

Good morning. We have touched on some of the themes that I will ask about, in terms of the role and involvement of the local community. Last week, we had some quite compelling evidence from Grangemouth including Skinflats community council, which talked about how the community feels as though it bears the weight of providing all that gross domestic product to the Scottish economy but gets no benefit.

Derek, I think that you said—you referenced Celtic Renewables and so on—that you are already investing in local companies. In terms of your impact assessment vis-à-vis the benefits to the local community, can you talk me through the process that you use? In other words, what did you specifically do to ensure that the benefit was felt in the community? I totally appreciate that you have a wider perspective as well.

You must have guessed what my next question was going to be, because you alluded to conditionality. I paraphrase, but the sense from the community was that a lot of the activity that was going on was well intentioned in terms of including the community and having a community focus at its heart, but that it lacked substance. What are the circumstances in which you think it would be a good idea to put some conditionality around the funds that you provide? What would that look like and where would you see that working in order to make sure that the community is at the heart of what you do?

Do you have anything to add, David?

I mean on the GFIB itself. Surely there is an accountable person. How is that structured from a governance point of view?

Can I assume that you assess the outcome, as compared to initial—