Mr. Liam O'Reilly:

Okay. I suppose that question has two parts. One is the consumer area and building up a whole consumer infrastructure and, certainly, it took us a while to build up that structure. In the case of insurance, we felt that it needed to be increased as well. In the case of banking supervision, certainly, what was happening was that the staff were ... were ... needed to be very specialised and, as a result of that, it was very, very difficult to continue to maintain the level of specialised staff. It's a constant battle to keep good people on board. In terms of numbers, I can say that, in 2000, the number of people in banking supervision was 32, I think; in 2005, it was 46. Was it enough? That kind of begs the question of was the regulatory regime a success? It would have been enough if principles-based regulation was a success. It wasn't a success; it was a failure. We needed more resources to do the job that eventually we recognised that needed to be done. Just to say finally that it was a constant battle to actually get specialised staff. I remember we'd just got an expert in Basel II in. He worked in the Bank of England and he was gone within a year to another bank. Competition was very, very tight to get specialised staff and to retain them. So to answer your question: did we ever have enough staff? I would say it was a constant struggle