Dr. Laurence Crowley:

Yes, I am satisfied with the information that was given. One of the problems at boards is that you can suffer an overload of information that the executives can, in a sense, drown you in information and give you hundreds of pages to read and that is not effective. That does not contribute to efficiency in operating as a director.

In my opening remarks, I said two things. I re-say that about the role of a director, for as long as I've been involved in business, there's always been the case that the primary duty of a director is to act in good faith in what he or she honestly believes is the best interest of the company involved. I stated:

It is not the job of non-executives to run the bank nor are they or can they be expected to know everything that is going on in the bank. Their role is an oversight one, to approve strategy and general direction and to be satisfied that there are proper governance structures in place.