Mr. David Duffy:

Well I think the thoughts leading to that kind of phraseology would not intentionally have tried to be inflammatory or excitable. They refer to the significant scale of the financial numbers involved in the rescue of AIB. The original €21 billion which was invested in AIB as capital was only part of the equation. In the first year of my taking on the role we had an additional obligation to deleverage a further €20 billion of assets under the direction of the troika regime. So that was another €20 billion, an almost coincidental number. Prior to that we had to deliver a very significant portfolio of assets to NAMA at a very significant discount with another capital impact. In addition, assets had to be sold in various other jurisdictions, notably, most significantly, Poland, but also the US. So if you look at the cumulative effect of all of those numbers it was a shockingly large number, and in addition it wasn't just about those sales, those disposals, and those injections of capital. The requirement to reduce the staff by pretty much a further 4,000 since I took over on a gross basis, and a further cut of €350 million of costs, plus an overhaul of the entire structure, governance, culture, and leadership and executive levels, I would put all of those into the rare situation of having to do all at once in one bank as being exceptional and perhaps, therefore, staggering in terms of the scale.