Vic Harris

Well, like if you think of it, yeah, you think about a cafe next door to a clothing store and they, but they're under one business name, you know, it's like, I'm going to go to the curb and buy, you're like, oh, some food.

You're like, no, no, some clothes.

It's just like, it's confusing.

It's like, why are you guys together?

There's no similarities.

There's no, yeah.

Anyway, there's different drivers for each business, right?

You know, there might be a really, really good line of clothing.

And so that one business does really well, but it's marred by, you know, what might be a product recall in Twinings Tea because there's been an issue with... Marred found in the tea bags.

Yeah.

And so it's like, you're like, damn it, we're doing really well here, but this business isn't, you know, so just separating them.

And we've spoken about this before, is that like when companies...

have their own, I guess, resources.

Yes, there's merit when you have shared overheads of accounting and HR and all of that, but...

With these two businesses, they're just like – there's so not an alignment there that people have kind of been asking for years for.

And also Primark's been kind of dragged through the mud a bit in terms of its sustainability.

Things that you've said about it.

Yeah.

Me.

And, yes, and then also with the food and beverage business –