Mr. Michael Walsh:

Absolutely not. You know, I think, you know and maybe it's probably useful just to, kind of, set out what I would have done. You know, and maybe the best example really is, you know, in terms of, say, the public interest directors. You know, when I would have been made aware from Minister Lenihan of the identity of the two public interest directors, I would have sat down with each of them individually, gone through the society, gone through all of the issues. I would have given them copies of the various reports that were actually around. And, you know, I would have been entirely open to them to actually asking whatever questions or deal with any issues that were actually there.

Now, you know, in the context of, you know, shall we say a board process, you know, I mean, if you're running a board of, kind of, 12 or 14 people, you know, you have a very different requirement for, let's call it, you know, paper tick-box-type exercise just so that everybody comes onto the system, but when you're in a relatively small group, you know, it is a much more, kind of, closely meshed situation. You've much more contact with each individual director than you would have in, say, a large plc-type board.