Mr. Kevin Cardiff:

Well, what ... what the Department of Finance, my predecessors and myself were concerned about was that in the event of prudential crises, we would have a ... quite a joined-up system that would not be governed by the kind of internal silo thinking, internal jealousies that happen when you set up institutions close together but separate. And we would have advocated ... I would have, had it been ... I mean, by the time I got to the job, it was fairly ... the policy line was fairly distinctly set out but we wanted, in what we were doing, to try and ensure that those silos would be capable of being overcome. So, even in the legislation, you'll see things like a requirement for staff exchange between the two sides of the new structure. You heard that they'd no economists in the regulator. Well, I'm a bit surprised because we set it up so that there could be people moving from side to side within the regulator. But every time we did something like that, there'd be a political instruction to do something else, so, you know, we did that but then ... I'm not sure is it directly in relation to that, but there's a political instruction to ensure that the chief executive of the regulator would have a legal entitlement to hire staff separately, off his own bat, separate from the overall organisation. So, quite a lot of involvement in the legislation itself but, in my tenure later as a Secretary General, I didn't come across anything like that so with the particular change of Minister or the particular Ministers or the particular issues, they weren't as ... as hands-on on legislative change as was the case for this. This was quite unusual.