Ms Mary Burke:

I don't recall that at that time we were talking about solvency. I certainly don't recall that I was talking about solvency or that people in banking supervision were talking about solvency. We were very much focused on liquidity. The weekly reporting had come in, as I said, late in the previous year. We were moving to ... we had started with daily calls with banks, we were now at intra ... you know, intra-day calls, talking through the position with their treasury teams. So our focus was very much on liquidity. Now, there was also some work being done in inspecting banks and looking at property-related lending, but ... and there were contingency plans being developed, given Northern Rock had collapsed. But I can't say that I was particularly engaged on that. Now, I will say, in terms of the meetings and the planning that was going on at the time, it was particularly chaotic and, from where I sat, it felt chaotic in terms of the amount of work we were trying to do. I was conscious that there were meetings on the seventh floor. Sorry for my use of the vernacular, that's our executive floor. I tended to be ... occasionally I get parachuted into a meeting because they need a second person there. You wouldn't be seeing that issue through. So, the extent to which I can create a sort of a narrative as to what was happening is influenced by the fact that I was sort of parachuted in and out of meetings. But at BSD level I was not particularly focused on solvency at that point.