Mr. Gerry Fitzpatrick:

I certainly wouldn't start by impeding it. As a structure, they benefitted from good practice internationally. I think that compared to other organisations was a particular benefit they had, so they had a strong governance culture, they had a good framework, which was consistent with how similar organisations in the RBS network were managed. So from a starting point, the structure was good and the materials I saw going to board, although they had laws at times, that was in terms of some elements, they were always corrected and I always found that there was a good attitude towards control so if they had a process with something that was identified, there was an escalation process and it got addressed. Maybe not always the speed that they might like, but that process seemed on the face of it, quite good. There was obviously a number of legal entities. UBIL, which is the Irish entity, First Active, and so the boards, they very much looked to an Ulster Bank Group. That was an agreement with the regulator, which is the proper way it would be done, that actually they would look across the totality of their arrangements. I thought the structure was reasonable, in terms of an active board and a reasonably structured governance environment.