Mr. Paul Dobey:

AIB had a lot of legacy systems and there was a lot of workarounds required to gather information but it had those workarounds in place. There was a very extensive programme put in place between 2002 and 2007, particularly in relation to the ROI division. We called it Project Alpha. And that was designed to facilitate better information flows and particularly in relation to customer information. And would have also facilitated things like credit provisioning But AIB had a lot of manual processes, this was a suggestion that their needed to be more ... better systems and more systemised processes. There was also a very active dialogue in AIB... well, sorry, this predated the Rusnak fraud, which was before our time. But post-Rusnak, there was very detailed work done in AIB to change all of its processes. I think they talked ... the AIB people who came before you talked about the very extensive processes they went through. John Hyman did some work with them, Deloittes did a review of all their credit processes and there was also, in that time, some change to their risk infrastructure. They were a very decentralised organisation prior to the Rusnak crisis, post that they put in certain ... they centralised risk and they centralised finance over time. And I think that was what ... this was the genesis of that.