Mr. David Duffy:

Well, what we did, Deputy, was we felt that best practice governance would tell you that you need to have a strategy which is informed by a risk appetite and therefore you need a risk framework. So if you'll forgive me just taking you through the latter, so in your strategy there is no commercial strategy unless you have understood your risk appetite and the framework for that and then that derives your capital funding. In that risk appetite, we replaced everything, not just large exposures. And we sat down and said, for a bank whose purpose is principally to serve Ireland, and that's is its sovereign obligation, if that is its sovereign obligation, what is the risk appetite? And every policy should be resized and reformulated to align with that intent. So that is what we did. So every single sector and for single names and every asset class, we reformulated and put the policy in place that aligned to our sovereign strategy and at the same time, massively reduced the levels of limit in each of those categories so that the escalation was required at a much higher... a much earlier level in origination than would have been the case before.