Mr. Bernard Gloster:

It is closer to 700. That is right across hardware, digital and networking because our system was obviously very old. Quite a bit has gone into that. Within that, there is a digital team and a digital focus. This year, I appointed a full-time chief technology and transformation officer. We have just appointed - in fact, he is just starting this week - a chief information security officer, which has been a huge challenge. The fallout from the cyberattack made it very obvious what that was. Where we do not have the capability, because digital projects require very specific capability, we partner with the bigger firms who do EHR. There are two or three big providers of EHR across the world. We partner with those on a procured basis for the different provisions that we have.

I am not in any doubt that the majority of the capability and structure of our approach to digital, and our resourcing of it, is unrecognisable from what it was before I came into this job, when I left the HSE a few years ago to go to Tusla. It is now unrecognisable, largely due to colleagues over the three years of Covid. The Deputy saw some of the innovations that were done during Covid. For all of the slagging that was done, the app-----