Mr. Fergus Murphy:

I think, Senator, that in the branches in EBS, during my time, there would have been soft targets for the branches. In other words, you know, they ... it wasn't their number one - what they call KPI, key performance indicator. But you ... the organisation would divvy up its expected market share based on the analysis it does on the economy, etc. Now, and then you would say, well, we, you know, we should be doing X of that in Limerick, and we should be doing X of that in Leinster, we should be doing Y of that in Connacht based on the demographics, based on the marketplace, based on economic activity. So, to my strong recall, there wouldn't have been strong explicit requirements on a particular branch or a particular individual in a branch to, "You must deliver €15 million," let's say, "in mortgages this year if you want to be eligible for a bonus," or some kind of variable remuneration, etc. But there would have been a top-down expectation, "We're going to do X per cent on X volume in Limerick or in Leinster." So I am sure there would have been discussions between regional managers and branch managers on a constant basis in terms of what volumes were they doing, were they holding market share, were they winning market share, what the bank or the building society up and down the road was doing, across the road, etc., and, you know, were we fit for purpose in terms of our origination and relationship management. But I don't believe there were ... and I think if we weren't, if a branch was not performing, I think there would have ... there probably would have been discussions in terms of the performance of the branch, because at the end of the day, it is a retail financial services outlet. But I don't think, Senator, there were hard criterion around volumes.