Mr. Bernard Byrne:

I cannot find the detail of all the documents but I can outline what happened in terms of the process and have covered that when we discussed the strategy. The strategic intent was that the offshore businesses were non-core. That then became a detailed implementation plan decision at the end of December 2011, which I have discussed, which then rolled into 2012. As that decision was coming and was given to local management, they put in a position paper stating they believed the entity could have an existence and a viable future. It may be in that context that that piece is coming out of the documentation, although I am not sure of that. However, the view of local management was not supported by the group and was not followed. It is not unusual for the management of a subsidiary with 300 employees that was about to be closed down to say they think there is a future for the business. However, it did not become policy or a position for the group.