Yes, what I think what we set out to do last year, which was to get the business through the recession, has been accomplished, and I'm pretty pleased with this set of results.

Well, we've worked very hard on doing two things. The first thing we didn't want to do is to move away from our strategic objectives, but we obviously knew we had to put in some tactical actions to make sure that we got through the tough times that our customers were facing.

Well I believe it is sustainable. I think it's sustainable for a longer term reason. And that is that as I come to the end of my tenure here I have to reflect on what we've done. And we have done is we have heavily invested in this business, in our stores, in our products, in our infrastructure and I believe that is beginning to come through.

Well current trading is on track. Our fourth quarter was pretty robust. We don't report the first quarter of this financial year until July 7th, but so far so good.

Well the outlook is obviously a little bit uncertain. We've just had a general election. We seem to have a very energetic new Government. I think the coalition actually will prove to be a benefit; it will allow the Government to take some pretty radical steps. But there's the uncertainty of the budget coming on 22 June and clearly people will find that their pockets are a bit squeezed. But I believe that we as a business, with the products and the services and the offer that we've got are pretty well placed to compete vigorously in the market.

It was down to getting down to making sure the customers got the right products when they came into the stores. I think our offer is the best it's been for the last two years. I think across ladies wear, men's wear, lingerie and kids wear we've got some great styling, some great fashion and we've absolutely kept the nail on pricing. And we're very competitive and that's been proven by the fact that our market share has improved over the last 12 months.

No, we're growing market share. We're actually growing [value?] markets. I think it's up by about 30 basis points on the year. And that's a very strong performance in a market which is very unforgiving. I'm pretty pleased with the performance on clothing.

Well listen, there's always somebody out there. I regard the analysts in the same way as I regard our customers; they've all got their own opinions. But I think that only reflects on the sort of business that we are; we're a very broad church. We look after customers right the way through from birth to the very late old age. They come in all sorts of shapes and sizes, they have all sorts of shapes and sizes in terms of their pockets and their needs and their wants. And we try and fulfil all those needs and wants. So, there's always going to be somebody who says I would do it a different way. .

Our whole women's wear department has seen improved performance. What we've done over the last year is to make sure that we reviewed all the brands to make sure that they are carefully edited. And that editing process has also taken Per Una under its umbrella. Kate's now responsible for that whole area. Per Una did have a tough time back at the end of 2008 early part of 2009, but I think the ranges are back on track and Per Una is growing again. So I'm pretty pleased with that performance.

Well home's been a bit tough. I mean, large ticket items did obviously slow down the recession. But we introduced a policy which was 'Improve, don't move'. We put better accessorisation in, in the home division. We've given customers lots of choice on things that they can do to make their existing homes more exciting with affordable merchandise, and we're again beginning to make progress.

Well food is back on track. It's a well known fact that we had a wobble some two years ago. A wobble which was self inflicted probably 50% and inflicted by the market another 50%. We had a serious management change which has seen two years or so now. We put John Dickson into the food division. We said that we'd get the business back on track and we've now had six quarters of improved performance and I'm pleased to say that like-for-like sales are on the up again. That is down to sheer hard work in terms of making sure that availability is right, that ranging is right, that pricing is right. And we've invested a lot in pricing over the last 18 months. We've improved the level of innovation. And hey presto the business is beginning to move.

Well we've stopped losing market share. And part of the reason we lost market share was we were the only retailer last year to have deflation. Since the market share is measured in pound terms, yes our market share did slip a bit. But actually we were the only retailer to have volume increases, and we're now moving forward. Market share has now stabilised. So I'm confident we can start growing again.

I fundamentally disagree. First of all we have got half our business in foods. Second that we've been in the food business for over 75 years. And thirdly our business is growing and customers want it. And I actually believe that this is now a good time for quality foods.

Yes, it's been successful. We made the right decision. It took us a while to make that decision. We did a trial some 18 months or so ago now. It's now in 200 plus stores and it's doing well. And those stores that have anniversaried over the previous year are in double digit growth. So I'm very pleased. And our customers tell me, and that's the way that I can judge whether it's right or wrong. First of all, nobody complains to them any more. Secondly lots of people tap me on the shoulder when I'm in stores and say, 'Thank goodness that you're doing that, because I can now buy my Kit-Kat or my Marmite or my Kellogg's cornflakes, and if that's what they want that's our job to provide them.

It has actually had good growth. We're doing well. You have to take out the difficult trading that we have had in Ireland and in Greece. But in aggregate I'm pleased with the performance. We've continued to do what we said we would do, which is to drive into emerging territories. So, we've got a new partner in India; we've opened stores there. We're now making good progress in China; we'll open another store there in a very few weeks and a third this year. And we will get back to growth again I'm sure, in Ireland, in some of the more troubled economies as we go forward. But the strategy is in place. Again it is up to Mark to review that strategy. But I'm sure that international will be part of his strategy going forward.

Well online has done very well, and we continue to out-perform the market. We're on track for our £500m in the year 1011. And again it is up to Mark to review how we want to continue to drive our multi-channel capability, but the customers want it, that's the important thing, and we are well set to take advantage of that. And that's a good place to be.

It's done terrifically well. It's actually exceeded my own expectations. The customers get it, and if the customers get it you know you're on the right track. It gives them full flexibility to have what they want, when they want it and we're extending it as fast as we can.

I think the potential is unlimited. I am very excited for this business. I am pretty proud frankly that this management team has delivered a business through the recession, which is heavily invested in. Some have criticised us and me for the level of investment, but I'm sure that will bear fruit in the years to come. We've got a new energetic Chief Executive who has got just the right experience to take the business forward. He'll be looking right across the business to see what the opportunities are, and I'm sure in time will deliver his views on the business. And I'm confident that the business has got the potential to grow going forward.

Well they are even more stretching. Again, plan A is something which has caught the mood I think. This was something we set in place in 2007/8. We said that we would invest in the business to do the right things. Interesting enough it has now turned, if you like, profit positive. So it has allowed us to reinvest back in products and cheaper prices and give the customers better deals. But it shows what Al Gore says, that you can be a sustainable business and a profitable business. And as a result of that we've reset the targets to a higher bar and we've got a pretty ambitious target; which is to be the most sustainable retailer by 2015. And I see no reason why we can't achieve that ambition.

Well I don't think so. First of all if you don't set a bar you'll never know if you're going to jump across it. We are, I think, ranked fourth in the world in terms of our ethical retail standards. And I don't see why we can't keep pushing ahead and even better and doing it. And it's something that the business can differentiate itself with. It's what customers want.

I sort of put it this way, I'm responsible for -- I'm allowed to adjust the price of apples and knickers, but I'm not allowed to buy any shops. So tactically I'm running the business for as long as he wants. Strategically he's now in charge. That's the way he wants to run it, because that was his choice to do that. When he's ready he'll tell me to stop adjusting the price of apples.

The search for Ian's replacement is underway. The search for a Chairman is underway. You'll see white smoke on both of those at some point in time. But an active search is in place.

I don't like the word legacy, but I am very proud to have led this business. I think we've got a fantastic brand; I think we've got a fantastic team of people and a fantastic workforce who really do understand and believe what Marks & Spencer does. And, more importantly, I think our customers get it.