Ms Catherine Moroney:

Starting from the relationship perspective, I would separate the number of branches from the relationship issue. The net promoter score of AIB has risen significantly recently. We have put our relationship heads of business banking and heads of home out into the community. Last year, alone we appointed 19 in every area and we have relationship teams in place there which are dedicated to our customers. We have standards around that in terms of their accessibility. There are two sides to that. One is what I will call a "transactional relationship" in terms of being able to step into an AIB environment and transact, which can be done in person and online. There is then the piece involving advice which creates a requirement for business advisers. We track that and the feedback we get from our clients. One of the things they talk about is the speed of decision-making but they do not tend to talk about not being able to get our people. They are present and available. We are coming through a journey where, speaking very frankly, we have had a number of years in which some of those conversations have been very challenging for customers. Customers in difficulty have 1,500 people behind them. It is a whole resource specialist expert area. That is very much all around engaging and bringing them back to viability. At the front end, our business is fully resourced from a relationship perspective. We watch the complaints from our SMEs very carefully and it is not trending as a key issue for us.