Ms Nóirín O'Sullivan:

Maybe I explained this earlier and if I did not, let me explain it again now. The Deputy is perfectly right; there is the architecture and there are the key individuals and the key roles within that architecture, such as, for example, the head of internal audit unit, the director of finance, the chair of the audit committee and the deputy commissioner who is in charge of our risk governance board. That is the architecture that I see and that is where we are revising and reviewing that architecture to ensure the regularity and propriety of it to make sure it is working effectively in the way that we want it.

Separately, there is the team and the individuals we refer to are all part of the senior leadership team. As well as being involved in the architecture, they are absolutely key players in delivering on not just our reform programme, but also the goals and objectives that we have to deal with every single day. I am very concerned that there are these tensions between these key individuals. As I said earlier, it is our job to work to make sure that we work through these difficulties, that we make the most effective use of the team and that the architecture and the skill set are there to support that team in delivering on their individual and collective missions.