English: We are reviewing our capacity on a regular basis, and the Commission has directed us to do that. It has happened twice in quite a radical way during my time as chief executive, and we have undertaken a further exercise this summer to ensure that we have the adequate resources in the right places to deal with current needs. As I said, even though we are trying to scrutinise on a horizon basis and see what's going to emerge, we can't put resources in place for challenges that we're not aware of. Of course, if there are more powers that are transferred to us, then we will need more capacity as officials to meet that demand. But that's an issue of forward planning, as we do consistently, and building those plans into our long-term planning. Yesterday, we were discussing with the Finance Committee the additional staff that will be needed for Senedd reform, which may happen before the 2026 elections. The Members pressed me, as you'd expect, to explain the requirements beyond the next financial year, and I had to say that I could only give them an estimate for the next financial year, because beyond that, we don't know yet what decisions will be made by the Senedd as a whole and by the Business Committee for us to be able to respond with a clearer idea of our staffing need. There is an iterative element in this; we have to advise the committees and advise the Senedd on what the requirements will be before the decisions are made. Decisions aren't made without considering the practical implications, but so far, we have succeeded as a parliamentary body to keep up with the requirements of a Senedd that has changed quite radically since it started in 1999. So, I have confidence that our planning process is going to allow us to keep up with those requirements in the future. But you are right to focus on that challenge, and certainly it is a challenge for us, and it's part of the uncertainty that we work with from day to day and year to year.
Welsh: Rŷn ni'n adolygu'n capasiti ni yn rheolaidd, ac mae'r Comisiwn wedi'n cyfarwyddo ni i wneud hynny. Mae e wedi digwydd ddwywaith mewn modd gweddol radical yn ystod fy nghyfnod i fel Prif Weithredwr, ac ŷn ni wedi gwneud ymarferiad pellach dros yr haf eleni yn gwneud yn siŵr bod gyda ni'r adnoddau cywir yn y mannau cywir i gwrdd â'r anghenion presennol. Fel rô'n i'n dweud, er ein bod ni yn trio craffu ar y gorwel a gweld beth sy'n dod, allwn ni ddim rhoi adnoddau yn eu lle ar gyfer heriau dŷn ni ddim yn ymwybodol ohonynt. Wrth gwrs, os oes yna fwy o rymoedd yn dod, bydd angen mwy o gapasiti arnom ni fel swyddogion i ateb y galw yna. Ond mae hwnna'n fater o flaengynllunio, fel ŷn ni'n gwneud yn gyson, ac adeiladu'r cynlluniau yna i mewn yn y tymor hir. Mi fuon ni ddoe yn trafod gyda'r Pwyllgor Cyllid y staff ychwanegol fydd eu hangen ar gyfer y diwygio seneddol sydd yn bosib erbyn etholiadau 2026. Mi oedd yr Aelodau yn pwyso arnaf fi, fel buasech chi'n disgwyl, i egluro beth yw'r gofynion tu hwnt i'r flwyddyn ariannol nesaf, ac roedd rhaid i fi ddweud fy mod i ddim ond yn gallu rhoi amcangyfrif iddyn nhw ar gyfer y flwyddyn ariannol nesaf, achos tu hwnt i hynny, dŷn ni ddim yn gwybod eto beth yw'r penderfyniadau gaiff eu gwneud gan y Senedd gyfan a gan y Pwyllgor Busnes i ni gael ymateb efo syniad cliriach o'n hanghenion staff ni. Mae yna elfen iterative i hyn, wrth gwrs. Rŷn ni'n gorfod cynghori'r pwyllgorau yma a chynghori'r Senedd ar beth fydd y gofynion cyn bod penderfyniadau yn cael eu gwneud. Dyw'r penderfyniadau ddim yn cael eu gwneud heb ystyried y goblygiadau ymarferol. Ond mi rydyn ni cyn belled wedi llwyddo fel corff seneddol i gadw lan efo gofynion Senedd sydd wedi newid yn weddol greiddiol ers iddi hi gychwyn ym 1999, ac mae gen i hyder bod ein prosesau cynllunio ni yn mynd i'n galluogi ni i gadw lan efo'r gofynion yna yn y dyfodol. Ond rŷch chi'n iawn i ffocysu ar yr her, ac yn sicr mae e'n her i ni ac mae'n rhan o'r ansicrwydd rŷn ni'n gweithio gyda fe o ddydd i ddydd ac o flwyddyn i flwyddyn.