Well, we're taking a broad approach. On the one hand, when you look at the quadruple aim, staff are one of the four pillars within that quadruple aim. Specifically, when it comes to the medical side of the workforce, we have engaged already with the British Medical Association on the fatigue charter. I spoke with the BMA in the last few weeks—and that work is ongoing—to try to make sure we deal with some of the points that the Member raises about the incredible pressure and commitment that our medical workforce face. And it's only because of that commitment, not just our medical workforce, but the wider workforce, that the health service continues to provide the quality, breadth and compassion of care that is there. But we don't take that for granted. That's why we've had those discussions with the BMA, and we've have those discussions with other workforce representatives too, because I would not pretend that everything is rosy and everything is fine. Our challenge is how, with the additional demands we see coming in to our system, with all of the other issues outside the health service that both drive demand and affect our workforce, we do still do all that we can and should do to make sure that we are a good employer, and that we do properly take account of staff well-being at all levels.