Mr. Fintan Drury:

There are a number of things, some of which, Chairman, I ... on the basis of earlier conversations with your legal advisers, I think I have to be particularly careful about. And there is an element of frustration, having waited seven years to make any public comment about what happened, to be constrained by what I can say. But I respect that and understand that to be the position. And, at the same time, I don't want to appear to evade or elude my own responsibilities. So I look at things ... for example, I'll give you simple examples, if I can. I look at things as serious as that one which I already alluded to, I think, in response to Deputy Murphy, which is the question of the decision to morph, as it were, the role of chief risk officer with finance director. I think that was a mistake.

And I think I was smarter than to allow that to have happened or not to have seen that as being a mistake, and that's nothing to do with what happened subsequently. It's just the principle of that for a bank that had got quite large by that time. But, from there to smaller things like, you know, I would have argued with Seán FitzPatrick at some stages about the need for an economist within the bank. And ... but I didn't push hard enough. I had issues around, around Seán Quinn's CFD holdings, which I did articulate, but I look back and say, "Maybe I should have been stronger". So, that's being as ... that's ... those are three example, very different examples, where I'm trying to be as candid as I can.