English: Can I thank the Member for his questions and begin with that very last point, the importance of ensuring that the development bank of Wales is a bank for the whole of Wales? In terms of the headquarters, the number of staff who will be located at the headquarters will amount to 50 within the next two years. We anticipate starting with 20, which will include senior management figures, but a location strategy is being developed at the moment by Finance Wales. That will be available in August and will provide details of the exact roles that will be offered at the headquarters from the outset and the proposals for increasing staff numbers. It's been very clear that Finance Wales expects, during the process of evolving into the development bank, not only to have existing staff in north Wales but also to make sure that, as it develops new funds and new opportunities, any additional staff resources are allocated to the new headquarters. But I'm keen to ensure, and I know that Finance Wales are with their business plan - and I'll come on to the business case, rather, in a second - I know that they are very keen to ensure that all of Wales is given easy access, physical access, to development bank advice and support, and so a piece of work is taking place at the moment with Business Wales looking at how they can ensure that they exploit mutual interests and, potentially, how they could co-locate services, because it's our view that, regardless of whether you're an individual trying to start a business or whether you're an existing businessperson trying to grow a business, you should only have one port of call for the advice and support that you need. Therefore, it makes sense to be able to bring together Business Wales activities with the development bank and, likewise, to ensure that Welsh Government economic development functions as well are well aligned with Business Wales and the development bank. In terms of the business case, as promised, I have asked Finance Wales to share their business case in a briefing publication that is going to be available this month, I am assured. So, that will be available to Members very soon. In terms of the hybrid model that the Member raised, of course, the model was developed following two committee reports, the last in 2015, when the then Enterprise and Business Committee, very well chaired by your colleague Nick Ramsay, found that Finance Wales made a sound basis for developing into the development bank and that expertise should not be lost. Therefore, this model is one that is robust. In terms of the ratio of levering in private investment, we believe that it is achievable - the 1.15:1 ratio is achievable and will contribute to that £1 billion target over five years. In terms of the additional resource that will be available, I've already announced today additional resource in the form of two funds, and also the development bank, over the course of its first five years, will be recycling much of the investment, and that in turn will ensure that, through the management fees, it will become a nil-cost operation to the public purse. Russell George made a very important point about ensuring that there are adequate skills within the development bank from the outset. Now, I think we should all recognise that Finance Wales has undergone quite considerable change and, in terms of expanding its own skills base - it's already got a good track record, a very successful track record, in attracting top-quality personnel to join its forces. During the past two years it's acquired and attracted a number of highly experienced individuals, including to the posts of chairman, chief executive, and non-executive directors. And I do believe that, whilst we may be some distance from the centre of financial expertise, which is London, we will be able to tap into London financial houses, and I do believe that the development bank will be able to establish strong links that could be utilised to support Welsh micro, small, and medium-sized businesses. I think another key development for Finance Wales has been the funds that it's operated for customers across the border. It's enabled Finance Wales to develop a strong reputation and to also acquire additional skills. So, I have the confidence in Finance Wales, in becoming the development bank of Wales, to have the experience and the skills and also the prestige to attract the best people in the sector and also to grow those skills from within. In terms of guarantees, I think it's an important point to make that - and this is a very significant point that the Member raises - our options for the future of the development bank of Wales will remain open and the purpose of the intelligence unit is to assess current and emerging trends to look at every and any barrier that exists that's preventing micro, small, and medium-sized enterprises from growing and to devise ways of overcoming those barriers. And so, over the coming years, the development bank's future could well evolve accordingly.
Welsh: A gaf i ddiolch i'r Aelod am ei gwestiynau a dechrau â'r pwynt olaf un, sef pwysigrwydd sicrhau bod banc datblygu Cymru yn fanc i Gymru gyfan? O ran y pencadlys, bydd nifer y staff a fydd yn cael ei leoli yn y pencadlys yn 50 o fewn y ddwy flynedd nesaf. Rydym ni'n rhagweld y byddwn yn dechrau gyda 20, a fydd yn cynnwys rhai uwch reolwyr, ond mae strategaeth leoli yn cael ei datblygu ar hyn o bryd gan Cyllid Cymru. Bydd hynny ar gael ym mis Awst a bydd yn rhoi manylion am yr union swyddogaethau a fydd yn cael eu cynnig yn y pencadlys o'r cychwyn cyntaf a'r cynigion ar gyfer cynyddu nifer y staff. Mae wedi bod yn amlwg iawn fod Cyllid Cymru yn disgwyl, yn ystod y broses esblygu i fod yn fanc datblygu, y bydd staff presennol yn y gogledd ond hefyd bydd yn gwneud yn siŵr fod unrhyw adnoddau ar gyfer staff ychwanegol yn cael eu dyrannu i'r pencadlys newydd wrth iddo ddatblygu cronfeydd newydd a chyfleoedd newydd. Ond rwy'n awyddus i sicrhau, a gwn fod Cyllid Cymru yn awyddus i wneud hynny gyda'u cynllun busnes - a byddaf yn trafod yr achos busnes mewn eiliad - gwn eu bod yn awyddus iawn i sicrhau bod pob rhan o Gymru yn gallu cael mynediad hawdd, mynediad corfforol, i gyngor a chefnogaeth banc datblygu. Ac mae darn o waith yn cael ei wneud ar hyn o bryd gyda Busnes Cymru yn edrych ar sut y gallen nhw sicrhau eu bod yn elwa o fuddiannau cyffredin ac, o bosibl, sut y gallen nhw gydleoli gwasanaethau. Ein barn ni yw mai dim ond un pwynt cyswllt sydd ei angen arnoch i gael y cyngor a'r cymorth angenrheidiol, pa un a ydych yn unigolyn sy'n ceisio dechrau busnes neu'n ddyn busnes eisoes ac yn ceisio tyfu'ch busnes. Felly, mae'n gwneud synnwyr i allu dod â gweithgareddau Busnes Cymru a'r banc datblygu at ei gilydd ac, yn yr un modd, i sicrhau bod swyddogaethau datblygu economaidd Llywodraeth Cymru hefyd yn cyd-fynd yn dda â Busnes Cymru a'r banc datblygu. O ran yr achos busnes, yn ôl yr hyn a addawyd, rwyf wedi gofyn i Gyllid Cymru rannu ei achos busnes mewn cyhoeddiad briffio a fydd ar gael y mis hwn. Cefais fy sicrhau o hynny. Felly, bydd hynny ar gael i'r Aelodau yn fuan iawn. O ran y model hybrid a godwyd gan yr Aelod, wrth gwrs, datblygwyd y model yn dilyn dau adroddiad gan bwyllgorau, yr olaf yn 2015, pan nododd y Pwyllgor Menter a Busnes, dan gadeiryddiaeth fedrus eich cydweithiwr Nick Ramsay, fod Cyllid Cymru yn sylfaen gadarn ar gyfer ei datblygu yn fanc datblygu ac na ddylid colli arbenigedd. Felly, mae'r model hwn yn un cadarn. O ran y gymhareb o ddenu buddsoddiad preifat, rydym yn credu bod hynny'n gyraeddadwy - mae'r gymhareb 1.15:1 yn gyraeddadwy a bydd yn cyfrannu at y targed o £1 biliwn dros bum mlynedd. O ran yr adnodd ychwanegol a fydd ar gael, rwyf eisoes wedi cyhoeddi heddiw y bydd adnodd ychwanegol ar ffurf dwy gronfa, a hefyd y banc datblygu, yng nghwrs ei bum mlynedd gyntaf, yn ailgylchu llawer o'r buddsoddiad. Bydd hynny'n ei dro yn sicrhau, drwy'r ffioedd rheoli, y bydd yn gweithredu heb gost i bwrs y wlad. Gwnaeth Russell George bwynt pwysig iawn ynglŷn â sicrhau bod y sgiliau digonol o fewn y banc datblygu o'r cychwyn cyntaf. Nawr, rwyf o'r farn y dylem ni i gyd gydnabod bod Cyllid Cymru wedi newid yn eithaf sylweddol ac, o ran ehangu sylfaen y sgiliau sydd ynddo - mae ganddo enw da eisoes, enw da iawn am lwyddo, wrth ddenu staff o'r radd flaenaf i ymuno â'i luoedd. Yn ystod y ddwy flynedd ddiwethaf mae wedi ennill a denu nifer o unigolion profiadol iawn, gan gynnwys rhai i swyddi cadeirydd, prif weithredwr, a chyfarwyddwyr anweithredol. Ac rwy'n credu, er ein bod ni, efallai, yn eithaf pell o ganolbwynt arbenigedd ariannol Llundain, byddwn yn gallu manteisio ar dai benthyca Llundain, ac rwyf i yn credu y bydd y banc datblygu yn gallu sefydlu cysylltiadau cryf y gellid eu defnyddio i gefnogi busnesau micro, bach a chanolig eu maint yng Nghymru. Rwy'n credu mai datblygiad allweddol arall i Cyllid Cymru yw'r arian y mae wedi ei weithredu ar gyfer cwsmeriaid dros y ffin. Mae wedi galluogi Cyllid Cymru i ennill ei enw da a hefyd i ennill sgiliau ychwanegol. Felly, mae gennyf hyder yng Nghyllid Cymru, wrth iddo ddod yn fanc datblygu Cymru, y bydd ganddo'r profiad a'r sgiliau, a'r bri hefyd, i ddenu'r goreuon yn y sector a hefyd i fagu'r sgiliau hynny oddi mewn iddo. O ran gwarantau, rwy'n credu ei fod yn bwynt pwysig i'w wneud - ac mae hwn yn bwynt arwyddocaol iawn y mae'r Aelod yn ei godi - fod ein dewisiadau ar gyfer dyfodol banc datblygu Cymru yn aros yn agored a diben yr uned wybodaeth yw asesu tueddiadau cyfredol a newydd i edrych ar unrhyw rwystrau sy'n bodoli sy'n rhwystro mentrau micro, bach, a chanolig eu maint rhag tyfu a dyfeisio ffyrdd o oresgyn y rhwystrau hynny. Ac felly, dros y blynyddoedd nesaf, tebyg y gallai dyfodol y banc datblygu esblygu yn unol â hynny.