Mr. David Duffy:

Thank you for the clarification. When I refer to the team, as I have referred to them, I refer to the mix of skills, very importantly, as the first element; secondly to the experience base; and thirdly to the international experience base of the team. I think it's very important, particularly sometimes when you're in a smaller universe, that you have best practice experience and benchmarks from within the universe, but also externally, and those who have the experience of crises perhaps before, perhaps not on this scale. The recruitment effort that we had sought to find the best in class for each position, and in each position we looked to see if there was a capability that had experience of how to manage significant change management programmes which was, as I mentioned earlier, fairly massive in its scale, and also had the competence to deliver on a model which we were designing which was, in our minds, being structured to prevent a recurrence of any similar catastrophe in the future. That skill base and that intellect and that experience, domestically and international, was something we took two years to put together, it was challenging, but we succeeded, and I'm very confident in that team today.

I think the comparisons to the past are not directly linked, because what we are faced with is a challenge as a change management universe and a restructuring universe is very different than a business-as-usual management universe, so regardless of whether somebody was competent or not in the past, the skills required to do what we had to do, where every single action was almost simultaneous and in a very short window of three years, were different skills than existed in the team at the time.