Mr. David Duffy:

I think it's probably not nobody but I think far less than should have been or could have been but that comes down to a very simple issue, we had not yet built a 2,000-strong division whose capabilities existed in that regard. We had to build a restructuring unit which had to address all of those. And those issues of income coming through larger real estate developers or others had been diverted, manifested themselves across the entire spectrum including individual homeowners or by-to-lets in other cases. So we had not yet ... and it was one of my first priorities and, in later term, one of the top priorities of the bank to build a capability across all asset classes to address that and many other similar issues. So, it was not being effectively done at the time of the asset transfer as we didn't have the capability.