Mr. Robert Gallagher:

Yes, okay. So, Chairman, the first thing is I'd say is in 2006, we made a very material investment in enhancing the capability of our people and launched what was called an academy, which was a very comprehensive programme, which pretty much all staff had the option to go on or opportunity to go on, which was anchored in increasing their skills around cash flow analysis, their skills around understanding of balance sheets, cash flows, P and Ls, to reinforce across the business the need to focus on repayment capacity being sourced from cash flow and to continuously encourage our people to realise that security is a second way out not a first way out. That was a very material programme for which we spent a material amount of money.

To the question that then moves how adequately resourced or talented were people to manage the deterioration in the period late '07 onwards, it has to be recognised, I think, that banking generally and banking in Ireland went through a very, very prolonged period of no or very little bad debts and in a period where that occurs, the skill sets and knowledge around managing tough situations diminishes. So, there was a lot of specific training and there was a lot of need to enhance skills and people learned on the job and they learned by training and they learned, by some degree, by the occasional bringing-in of people from RBS who had worked in deteriorating case situations.