Mr. John Moran:

I think that ... when I approached the Wright report, and, I mean, we've actually talked about this at various PACs in terms of what was ... the first problem with the Wright report, when you actually - if I take the first day I joined as to what I had to do - was that it actually applied to a different Department, right. So it applied to a combined Department of Finance.

So there's a lot of issues that come up in the context of the Wright report actually were somewhat moot by the time they came to us.

The second thing I would say is that my background, when I looked at the Wright report, was that ... and my response to the Wright report at the time was, while it had a lot of very good recommendations about the Department, it perhaps didn't get into an issue that was really important from my perspective, which was the framework and the culture around, sort of, risk and analysis of risk and the rest of that process. And so we took that as a good starting point in terms of where we wanted to go, but it was by no means our practice of, sort of, saying this is what we've got to do in the Wright report, and this is all we're going to do. Our restructuring of the Department, which, of course, was begun then relatively quickly after I started, was all around the concept of creating a ... what I refer to as a corporate centre, right? It was putting the control functions, both for the Department itself and for the broader economy, into a space where they weren't crowded out by the policy-making decisions. So people who have ... and you've been exposed, I'm sure to an awful lot around this table, of thoughts about how banks should work and things like that, but this concept that the front office, if you call it that, the policy making is in a different space to the people who are the watchdogs, the second line of defence, and that's not addressed, to my mind, in the Wright report. And, therefore, what I had to do was to blend that together with where we're going. I think the stuff that we talked about, the MAC and stuff like that, I agree with a lot of what he said, but I think that, fundamentally, we were trying to move it very ... into a different space and, again, they are the core issues to my mind, some of which Mr. Wright actually refers to, but the MAC, as I'm sure now everybody knows around this table, I certainly didn't when I joined, stands for an advisory committee. So, by definition, presence at the MAC table suggests that you only give advice to the Secretary General who runs the Department, and you probably only really give that on your own area of specific interest. And that ingrains this concept, not just in the Department of Finance, but I gather across all Departments, of, sort of, independent silos in a Department. As opposed to moving towards what I think the Civil Service reform plan certainly had when I left ... this ... more of a concept of a management board where everybody participates. And so there wouldn't have been a conversation about, sort of, some of the budgetary matters, some of the rest, without actually having a full discussion with everybody of the senior team.