Mr. Joe Kelly:

Yes. We are determined not to just tick boxes and do things for the sake of it. We are focused on the things that have real impact. We have started by trying to identify what exactly we are trying to achieve and we work backwards from that on the plan itself. There are a number of important items that are relevant to project governance to try to ensure that we deliver on the plan and that it is not just something nice that we put forward in front of people. The first thing is that we have a steering group that is made up of executives, the chair and the vice chair of the board. They will provide leadership, direction and project management governance for us. We are working closely in collaboration with the Department to develop the programme in the first place and we will have quarterly review meetings with it in respect of progress. We will also appear before the audit and risk committee for regular reviews of where we are and seek some input and value-add on areas on which the committee believes we might need to focus. The board itself will be given regular updates and will have been very much involved in the creation and development of the programme. We also use best project management methodology, which includes an internal project manager within our team, we have a sponsor from the executive team, we have weekly project meetings and we have a process that is important to manage the core and secondary project deliverables. We also have a sign-off process to ensure we do what we said we would.