Mr. Peter Fitzgerald:

I certainly think the latter is true. I think we would have always had overflow arrangements, as I mentioned earlier on we had outsourced call centres, we had plans for escalation of calls, both for good reasons and bad. In other words, if we had a market leading product we’d get more calls, if we had a negative environment we’d get more calls. Unfortunately from 2007 on it was predominantly the latter. So we had, I think, sound operational plans in place to deal with high volumes and stress and what I mean by that, just referring to the earlier piece, of just being able to control the environment as best we could with staff working late, etc. I don’t think we had a plan to deal with every aspect of our funding sources drying up over that sustained period but also then in a very, very stressed way from the collapse of Lehman’s, which really was a turning point, as I mentioned, in terms of breaching our regulatory liquidity requirements and just the sheer volume of outflows every day.