Brian Farrington Ltd Procurement, Supply Chain and Negotiation Specialists Brian Farrington Limited...

Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists


Brian Farrington LimitedRainford Hall, Crank Road, St.Helens, WA11 7RP

T: 01744 20698 F: 01744 27897 URL: www.brianfarrington.com

Stephen Ashcroft

Brian Farrington Ltd

PQQ Briefing:Independent Tendering

Advice



d) Visiting lecturer at Manchester University Engineering Doctorate Programmee) Associate of the National School of Governmentf) Independent of AiB or any other Body

d) Visiting lecturer at Manchester University Engineering Doctorate Programmee) Associate of the National School of Governmentf) Independent of AiB or any other Body

Your Speaker

Stephen Ashcroft BEng MScStephen Ashcroft BEng MSc

a) Brian Farrington Ltd Consultant, since 1996b) Advised SMEs to win public sector contracts totalling £20m+c) Co-author of ‘Contracting for the Public Sector’

a) Brian Farrington Ltd Consultant, since 1996b) Advised SMEs to win public sector contracts totalling £20m+c) Co-author of ‘Contracting for the Public Sector’

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ObjectiveObjective

The seminar is designed to materially assist you to

understand the AiB pre-qualification detail,

so that you produce a clearer, focused and higher quality response

The seminar is designed to materially assist you to

understand the AiB pre-qualification detail,

so that you produce a clearer, focused and higher quality response

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Preamble

Question :

What are the business benefits of winning public sector business?

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Winning Public Sector Business

The business rationale for winning public sector business

1. Positive impact on the management of a business2. Attention focused on systems and procedures3. Cash flow benefits through prompt payment4. A basis for planned business growth5. Realism regarding effort required to ‘enter’ market6. Networking with other tenderers7. Access to business support8. Attention to costs9. Enhanced marketing expertise 10. Publicity value

The business rationale for winning public sector business

1. Positive impact on the management of a business2. Attention focused on systems and procedures3. Cash flow benefits through prompt payment4. A basis for planned business growth5. Realism regarding effort required to ‘enter’ market6. Networking with other tenderers7. Access to business support8. Attention to costs9. Enhanced marketing expertise 10. Publicity value

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What is Procurement?

from the right source

at the right timeat the right quality

& quantity

at the right price

getting the right item

PROCUREMENTPROCUREMENT

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Understanding the Purchasers RequirementsUnderstanding the Purchasers Requirements

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Understanding the Purchasers RequirementsUnderstanding the Purchasers Requirements

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• Poorly written specifications – repeating outdated information?• A failure of the purchaser to respond to clarification questions• Poorly drafted replies to clarification questions• The purchaser not knowing what they actually want• Omissions in the Tender documents• Conflicting instructions in the Tender documents• Uncertainty on evaluation – pre and post contract• Timescales unclear• Uncertainty in contract start date

• Poorly written specifications – repeating outdated information?• A failure of the purchaser to respond to clarification questions• Poorly drafted replies to clarification questions• The purchaser not knowing what they actually want• Omissions in the Tender documents• Conflicting instructions in the Tender documents• Uncertainty on evaluation – pre and post contract• Timescales unclear• Uncertainty in contract start date



• All responses are evaluated by the buyer (typically!) using a scoring weighting agreed in advance

• Note Public Sector: OJEU notice (typically!) will indicate the estimated numbers of suppliers to be invited to tender

• All responses are evaluated by the buyer (typically!) using a scoring weighting agreed in advance

• Note Public Sector: OJEU notice (typically!) will indicate the estimated numbers of suppliers to be invited to tender

What is a Pre Qualification Questionnaire (PQQ)What is a Pre Qualification Questionnaire (PQQ)

The purpose of using a PQQ process is to enable the purchaser to create a short list of potential providers

by obtaining sufficient information to evaluate the suitability of potential suppliers

The purpose of using a PQQ process is to enable the purchaser to create a short list of potential providers

by obtaining sufficient information to evaluate the suitability of potential suppliers

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A formal communication to selected suppliers inviting them to submit priced

bids for a contract with a specified requirement and terms and conditions of

purchase

A formal communication to selected suppliers inviting them to submit priced

bids for a contract with a specified requirement and terms and conditions of

purchase

Note: ITT is called either a Request for Proposal/Quotation

RFP/RFQ in the Private Sector

Note: ITT is called either a Request for Proposal/Quotation

RFP/RFQ in the Private Sector

What is an Invitation to Tender? The next stage after the PQQWhat is an Invitation to Tender? The next stage after the PQQ

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PQQ AiB Contracted out Insolvency Services

AiB requires the services of providers of sequestration casesAiB requires the services of providers of sequestration cases

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Clarification – Key Issues – Sin No. 1Clarification – Key Issues – Sin No. 1

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Not Knowing "WHY"Not Knowing "WHY"


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Why do they want to start using this type of service this way now?

Who did they use in the past and why?

Why do they want to change?

Why is this of particular importance to them?

Not Knowing "WHY"Not Knowing "WHY"


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Not Addressing the "REAL", Core NeedsNot Addressing the "REAL", Core Needs


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Not Addressing the "REAL", Core NeedsNot Addressing the "REAL", Core Needs

Public sector tender documentation (especially) is so long that it is easy to forget an important element

The document will often include

mandatory and desirable requirements a Schedule of particulars Evaluation criteria CLIENT purchasing policy and regulations and a background and scope to the project

By showing how your service addresses this information, you'll have far greater impact


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Get smart!

Understand WHY

Understand the REAL core needs

1. Clarify to comply

2. Clarify to differentiate

Get smart!

Understand WHY

Understand the REAL core needs

1. Clarify to comply

2. Clarify to differentiate

Clarification – SummaryClarification – Summary

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AiB PQQ

• Every single Part will be covered in this presentation• 1.1 through 7 inclusive

• Every single Part will be covered in this presentation• 1.1 through 7 inclusive

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• Deadline 31 October 2008 - 3pm How many working days?

• Deadline 31 October 2008 - 3pm How many working days?

1.1. Timetable

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Process & Administration - TenderProcess & Administration - Tender

Real Life!

1. Ireland is not a Royal Mail next day delivery territory

2. September 8th, 2008 is not a Tuesday

3. Do not trust ‘special delivery’

4. Uploading documents is ‘user friendly’

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• Via electronic tendering• Help! [email protected]• Purpose:

– shortlist a number of suitably qualified and experienced businesses to submit a Tender

At this stage – no prices, no terms and conditions

• Via electronic tendering• Help! [email protected]• Purpose:

– shortlist a number of suitably qualified and experienced businesses to submit a Tender

At this stage – no prices, no terms and conditions

1.2. Instructions for this PQQ

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• Some parts of PQQ mandatory• Answer all questions – Parts A, B, C, D and E• No marketing material• Supplementary information - read very carefully it could be an opportunity!• AIB may request clarification of answers• Response on behalf of individual, organisation or partnership• Note consequences on errors or misrepresentation

• Some parts of PQQ mandatory• Answer all questions – Parts A, B, C, D and E• No marketing material• Supplementary information - read very carefully it could be an opportunity!• AIB may request clarification of answers• Response on behalf of individual, organisation or partnership• Note consequences on errors or misrepresentation

1.2. Instructions for this PQQ continued

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• List names and addresses of consortium members• Contract, if successful will be with nominated lead organisation• Must ‘sort out’ duties and obligations amongst each other• Part A, B and C to be completed by consortium members• Part D completed by the lead organisation

1.3. Instructions to Consortia and Sub-Contractors

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If possible convince AiB that the Consortium has met and has agreed how the arrangement will work

Sub-contractors – ditto

You and others – are you sure?

If possible convince AiB that the Consortium has met and has agreed how the arrangement will work

Sub-contractors – ditto

You and others – are you sure?



• 3 year contract (from when?) plus AiB option to extend by 1 year • 4 years potential work! A matter for costing at the Tender stage• Historic workload data, by region provided• No reference here about a Nation-wide service• No guarantees• Note ‘Future State and Procurement Approach’

– Note section 7 further information• Note ‘Agency’s Vision and Case for Procurement’• Events programme• More detailed information? Only at Tender stage

• 3 year contract (from when?) plus AiB option to extend by 1 year • 4 years potential work! A matter for costing at the Tender stage• Historic workload data, by region provided• No reference here about a Nation-wide service• No guarantees• Note ‘Future State and Procurement Approach’

– Note section 7 further information• Note ‘Agency’s Vision and Case for Procurement’• Events programme• More detailed information? Only at Tender stage

1.4. Overview of the Requirement

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• The questions raised by any tenderer should be answered promptly by the purchaser

• These answers circulated to all tenderers at the same time

• Normally the names of those asking the questions will not be divulged by the purchaser

• To be on the safe side, specifically request when asking questions that your company name is not divulged

• The questions raised by any tenderer should be answered promptly by the purchaser

• These answers circulated to all tenderers at the same time

• Normally the names of those asking the questions will not be divulged by the purchaser

• To be on the safe side, specifically request when asking questions that your company name is not divulged

Clarification Questions : Yes or NoClarification Questions : Yes or No

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Questions : Yes or NoQuestions : Yes or No

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Consider Competitive Edge

Your question may raise a point that identifies a better way of delivering a solution or reducing cost or risk

Consider Competitive Edge

Your question may raise a point that identifies a better way of delivering a solution or reducing cost or risk



2. Guidance Notes2. Guidance Notes

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Guidance 2.1 Freedom of Information

• Freedom of Information Act (Scotland) Act 2002 in force since 1 January 2005

• Any person can request information – unless exempted from the Act (e.g. HRH?)

• ‘Confidential’ or ‘Commercial in Confidence’ does not protect form disclosure

• Your company name and contact details may be published on the Scottish Government website

• Freedom of Information Act (Scotland) Act 2002 in force since 1 January 2005

• Any person can request information – unless exempted from the Act (e.g. HRH?)

• ‘Confidential’ or ‘Commercial in Confidence’ does not protect form disclosure

• Your company name and contact details may be published on the Scottish Government website

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• See Part A Question 14 and Part D later• State which one or more Regional Lots you wish to be

considered for• And your expected capacity by region in each year• Clarity on Lot regions? Sheriffdom areas. See attachment• National Lot introduced – overflow• State, if awarded a regional allocation, would you be

interested in being included in the National Lot

Guidance 2.2 Regional Lots

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• Part A – 0%• Part B – 10% Financial Status & Insurance• Part C – 10% Business Probity*• Part D – 80% Service Operation and Quality• Part E – 0%

• Part A – 0%• Part B – 10% Financial Status & Insurance• Part C – 10% Business Probity*• Part D – 80% Service Operation and Quality• Part E – 0%

2.3 PQQ Evaluation

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Ensure Part D is really robust

*unimpeachable honesty and virtue

Ensure Part D is really robust

*unimpeachable honesty and virtue



2.3 PQQ Evaluation continued

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• Part B – 10%• Banking – minimum requirement• Accounts – 100% of part B• Insurance – minimum requirement

• Part B – 10%• Banking – minimum requirement• Accounts – 100% of part B• Insurance – minimum requirement



• Part C – 10%• Question 1 - minimum requirement• Question 2 to 9 – equal % for each question

– 12.5% per question

• Part C – 10%• Question 1 - minimum requirement• Question 2 to 9 – equal % for each question

– 12.5% per question


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Part D – 80%

a) Technology and Policies minimum requirement

b) Organisation Experience 22%

c) Assurance of Capacity 20%

d) Organisation Competence 22%

e) Principal Business Activities 13%

f) Customer Service 8%

g) Account Management 5%

h) Management Information 3%

i) Secure Storage of Data 5%

j) Electronic Information Transfer 2%


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PQQ selection to proceed to the tendering stage, per region• Minimum of 5 and• Available capacity of at least 3 times existing annual

demand

Impact? Provide your very best response and don’t worry about

the competition Size of organisation doesn’t guarantee proceeding Think carefully about consortia and sub-contractors

relationships

2.3 PQQ Selection

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This is not a requirement.

State that you are intending to respond to the AiB PQQ

Impact? Appear professional Appear keen Not a contractual obligation

Action!

This is not a requirement.

State that you are intending to respond to the AiB PQQ

Impact? Appear professional Appear keen Not a contractual obligation

Action!

2.4 Intent

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3. A. Background Information

This is Part A

• Not evaluated but an administrative requirement

• This accounts for 0% of the total score

• Ensure font size is consistent, capitals as appropriate, spell check

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1. Name of Organisation2. Address for all correspondence3. Principal Contact Name4. Principal Contact Position5. Telephone Number6. Fax Number7. E-mail address8. Website address (if applicable)9. Address of Registered Office (if applicable)10. Nature of Organisation (eg Plc, Partnership etc)11. Company Registration Number (or alternative EU registration number)12. VAT Number (or alternative EU Registration Number)13. Group if the organisation is a member of a Group of Companies,

please give the name and address of the ultimate parent company.

A1 - 13 Background Information

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A14 Regional Lots

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• A141. State which one or more regional lots you wish to be considered

for2. And your expected capacity of cases by region in each year3. Clarity on Lot regions? Sheriffdom areas. See attachment4. Reference made to Part D response - professional ability - see later

• A141. State which one or more regional lots you wish to be considered

for2. And your expected capacity of cases by region in each year3. Clarity on Lot regions? Sheriffdom areas. See attachment4. Reference made to Part D response - professional ability - see later



• National Lot introduced – overflow• State, IF awarded a regional allocation, would you be interested in being

included in the National Lot• Think carefully about your consortia and sub-contractors relationships

A15 National Lot

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• Complete details• Identify which part of the service the consortium member(s) will deliver• Percentage shareholding?• If more than two (i.e 3 or above) complete same details for each

• Complete details• Identify which part of the service the consortium member(s) will deliver• Percentage shareholding?• If more than two (i.e 3 or above) complete same details for each

A16 Consortium details (if applicable)

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• Complete details• Identify which part of the service the sub-contractor(s) will deliver• Percentage of service?• If more than two (i.e. 3 or above) complete same details for each

• Complete details• Identify which part of the service the sub-contractor(s) will deliver• Percentage of service?• If more than two (i.e. 3 or above) complete same details for each

A17 Sub-contractor Details (if applicable)

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• Agreement with Policy - Yes or No

A18 Environmental Policy

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This is Part B

Evaluated.

Accounts for 10% of the total score

4 B Financial Information

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4.1.1 Bank’s Name – reference?

4.1.2 Address

4.1.3 Telephone Number of Bank

4.1.4 Contact Name and Position

4.1.5 Contact telephone number if different from above

Action!

4.1.1 Bank’s Name – reference?

4.1.2 Address

4.1.3 Telephone Number of Bank

4.1.4 Contact Name and Position

4.1.5 Contact telephone number if different from above

Action!

4.1 Banker’s Details - MANDATORY

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Financial Status• Minimum requirement: last 3 years audited accounts• Not got 3 years accounts?

– 2 references required

• Bank

• Previous Client

Note: no financial information provided – excluded from

process!

Action! Yes or No

4. 2 Accounting Information - MANDATORY

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Note: have or prepared to have prior to commencement

date of any work:

• Employees Liability: £5m• Public Liability: £2m• Professional Indemnity: £1m per incident

Can you comply?

Action!

Note: have or prepared to have prior to commencement

date of any work:

• Employees Liability: £5m• Public Liability: £2m• Professional Indemnity: £1m per incident

Can you comply?

Action!

4. 3 Insurance - MANDATORY

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This is Part C

Evaluated


This Part is addressing factual matters

5 C Business Probity

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1. Bankrupt – No - MANDATORY

2. Subject of proceedings – No

3. Convicted of an offence – No

4. Misconduct – No

5. Social Security contributions – No

6. Taxes obligations – No

7. Insolvency – No

8. Disqualified - No

5 C - 1 to 8 inclusive

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Question: What if

your response is ‘Yes’?

Question: What if

your response is ‘Yes’?



6. D. Service Operation and Quality

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This is Part D

Evaluated

Accounts for 80% of total score

Action! Other parts are important this is vital Requires intellect Ability to write concisely and carefully



6.1. Minimum Technology - MANDATORY

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6.1.1 Minimum TechnologyPC and Internet?

Yes/No

6.1.1 Minimum TechnologyPC and Internet?

Yes/No

6.1.2 Policy and ProceduresNine Acts and Statutory Instruments

Compliant? Yes or No

6.1.2 Policy and ProceduresNine Acts and Statutory Instruments

Compliant? Yes or No

6.1.3 Minimum Response TimeRespond within 5 working days?

Yes/No

6.1.3 Minimum Response TimeRespond within 5 working days?

Yes/No



• How will you ‘work competently’ at likely level of cases you would receive

• See your response at A14• How cover key staff absences• How cover emergency e.g. a Trading case• Include organisation chart - identify staff for AiB contract• Plans for expansion• Sub-contractors• Temporary staff• Additional capacity• Maximum 2 sides A4 (BFL view:800 words?)

• How will you ‘work competently’ at likely level of cases you would receive

• See your response at A14• How cover key staff absences• How cover emergency e.g. a Trading case• Include organisation chart - identify staff for AiB contract• Plans for expansion• Sub-contractors• Temporary staff• Additional capacity• Maximum 2 sides A4 (BFL view:800 words?)

6.2. Capacity Assurance

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• How are case records and data stored?• How recovered in an emergency?• Planned investments in storage – timescales

• Maximum 1 side of A4 (BFL view: 400 words?)

• How are case records and data stored?• How recovered in an emergency?• Planned investments in storage – timescales

• Maximum 1 side of A4 (BFL view: 400 words?)

6.3. Secure Storage of Data

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AiBAiB



• Current and planned capability to scan documents in .pdf• Current and planned capability to scan at or above 400dpi• Maximum of 1 side of A4 (BFL view: 400 words?)

Action! Review scanning capability Explore any planned enhancements

6.4. Electronic Communications

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6.5. Principal Business Activities

• Nature of your business• Principal business activities and core functions• Areas of specialisms• Relevant to contract opportunity• How they will enhance delivery• Percentage of business activity related to insolvency work • Any change over the next three years?

Maximum 1 side of A4 (BFL view: 400 words?) Short and snappy!

• Nature of your business• Principal business activities and core functions• Areas of specialisms• Relevant to contract opportunity• How they will enhance delivery• Percentage of business activity related to insolvency work • Any change over the next three years?

Maximum 1 side of A4 (BFL view: 400 words?) Short and snappy!

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Will you meet the AiB standards?

Options:

• Yes• No, but will be in place by time of Tender• No

Will you meet the AiB standards?

Options:

• Yes• No, but will be in place by time of Tender• No

6.6. Customer Service

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• Details of key person(s)• Level of Authority• Key responsibilities• Education and skills• Relevant insolvency experience• Relevant account management experience• Indication of their % time to be spent on AiB account management

Response limit: 2 sides of A4 (BFL view: 800 words?) Important to be succinct

6.7. Account Management

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• How will you meet AiB’s needs for MI• Reference is made to ‘a balanced scorecard’ and ‘a number of

metrics’ and ‘Insolvency Services Contract’• Current levels of data/information you collect• How the information is stored• Examples of standard reporting capability• Examples of client specific reporting currently provided• Indicate commitment or plans to provide MI

Maximum 1 side of A4 (BFL view: 400 words?) Very important

• How will you meet AiB’s needs for MI• Reference is made to ‘a balanced scorecard’ and ‘a number of

metrics’ and ‘Insolvency Services Contract’• Current levels of data/information you collect• How the information is stored• Examples of standard reporting capability• Examples of client specific reporting currently provided• Indicate commitment or plans to provide MI

Maximum 1 side of A4 (BFL view: 400 words?) Very important

6.8. Management Information (MI)

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Examples to demonstrate key competencies

• Knowledge, behaviours and skills

Absolutely crucial!

Examples to demonstrate key competencies

• Knowledge, behaviours and skills

Absolutely crucial!

6.9. Organisation Experience - Service Delivery

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Aspects of Sequestration

• Interviewing debtors• Realising heritage• Realising (non-heritage) assets• Managing trading cases• Maintaining and presenting accounts for Bankruptcy• Managing client monies• Assessing for and ingathering contributions• Attending court

Aspects of Sequestration

• Interviewing debtors• Realising heritage• Realising (non-heritage) assets• Managing trading cases• Maintaining and presenting accounts for Bankruptcy• Managing client monies• Assessing for and ingathering contributions• Attending court


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Higher marks for evidence of experience

Further brief: differences in your approach required to comply with Scottish Law

Maximum 1 A4 page (BFL view: 400 words?) per ‘section’

Higher marks for evidence of experience

Further brief: differences in your approach required to comply with Scottish Law

Maximum 1 A4 page (BFL view: 400 words?) per ‘section’


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Opportunity – reference real cases (named if in the public domain)

The approach taken The solutions implemented The timescales and strategy for implementation The key risks and issues associated with each ‘section’ Estimated annual value of the contract Your knowledge, your behaviours, your skills Demonstrate your knowledge of Insolvency in Scotland Legislation

Opportunity – reference real cases (named if in the public domain)

The approach taken The solutions implemented The timescales and strategy for implementation The key risks and issues associated with each ‘section’ Estimated annual value of the contract Your knowledge, your behaviours, your skills Demonstrate your knowledge of Insolvency in Scotland Legislation


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• Detail levels of staff• Qualifications• Training• Training plans and policies for current and planned staff• Ratio of experienced and qualified management to staff• Clarify levels and competencies of key staff and mgmt• Percentage of time these staff intending to work through AiB• Recovery plan for loss of competent staff

Maximum 2 sides of A4

(BFL view: 800 words? – 100 words per bullet point?)

6.10. Organisation Competence

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This is Part E

This is not evaluated but is Mandatory


Confirm answers are true, complete, accurate and

not misleading

This is Part E

This is not evaluated but is Mandatory


Confirm answers are true, complete, accurate and

not misleading

7 E Expression of Interest

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&QuestionsAnswers

Questions

Answers

Subscribe to our monthly newsletter

‘Think Procurement’: [email protected]

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Decide whether to respond or not - If not, inform the AiB immediately

Duplicate the required number of copies and distribute to the PQQ Response team (assuming you are not alone!)

Produce a PQQ Response timescale diary

Read and re-read the PQQ document and send off for any relevant reference documents stated in the document(s)

Decide what team of ‘experts’ is required to complete the response

Call an initial meeting of the PQQ Response team

Circulate reference documentation/email clarification on receipt

Check every member of the PQQ Response team’s holiday dates

Decide whether to respond or not - If not, inform the AiB immediately

Duplicate the required number of copies and distribute to the PQQ Response team (assuming you are not alone!)

Produce a PQQ Response timescale diary

Read and re-read the PQQ document and send off for any relevant reference documents stated in the document(s)

Decide what team of ‘experts’ is required to complete the response

Call an initial meeting of the PQQ Response team

Circulate reference documentation/email clarification on receipt

Check every member of the PQQ Response team’s holiday dates

PQQ Response Manager’s Initial FunctionPQQ Response Manager’s Initial FunctionPQQ Response Manager’s Initial FunctionPQQ Response Manager’s Initial Function

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A high quality PQQ Response will create an impact

Develop & Apply a Process of Quality Assurance

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‘sort out’ relationships with consortia and sub-contractors compliance with structure enclose all documents e.g. 6.10 proof reading - Flesch Reading Ease ensure specific answers to specific questions explain fully – take nothing for granted if you cut and paste don’t make it obvious! personalise the content search and replace previous clients’ names from standard text Ensure references have been sought include diagrams and charts when possible provide a contact for queries

This is not an exhaustive list!

Quality Assurance: You must consider

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Final points

1 Place emphasis on compliance and structure, rather than augmentation

1 Place emphasis on compliance and structure, rather than augmentation

2 Lean heavily on the review teams (ensure you have a review team!) - easier said than done for sole traders!

2 Lean heavily on the review teams (ensure you have a review team!) - easier said than done for sole traders!

3 Plan for, and insist on, daily communication with the entire team

3 Plan for, and insist on, daily communication with the entire team

4 If possible, develop information sessions or informal briefings and use them to communicate your processes to the team

4 If possible, develop information sessions or informal briefings and use them to communicate your processes to the team

5 Seek out management buy-in and presence5 Seek out management buy-in and presence

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&QuestionsAnswers

Questions

Answers

Subscribe to our monthly newsletter

‘Think Procurement’: [email protected]

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Career consultants, no “B” teams – change agents

Clients: 33 of FTSE100, local & central government

Design, delivery & evaluation of training and development

Tendering advice for buyers and suppliers

Competencies underpinned by academic rigour

Procurement, supply chain & negotiation expertise, since 1978

Brian Farrington Ltd - Who are we?

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Stephen Ashcroft BEng MScBusiness Consultant

Brian Farrington LtdRainford Hall

CrankSt HelensWA11 7RP

T 01744 20698F 01744 27897

E [email protected] www.brianfarrington.com

Contact details

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Brian Farrington Ltd Procurement, Supply Chain and Negotiation Specialists Brian Farrington Limited...

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Transcript of Brian Farrington Ltd Procurement, Supply Chain and Negotiation Specialists Brian Farrington Limited...