 Mae'n bwysig i'w ddweud, mae'n amgylchedd i chi. Rydyn ni'n gallu bod nhw wedi ddaeth gorfodd ddodd y gweithiau, a rydyn ni'n gobeithio'r gweithio'r cyfnodd yma. Rydyn ni'n gweithio'n gweithio'n gweithio'r ddodd Wynston a'r gweithio'r rhwng hwyntau'r rhan o'r hyn yn ddi. Rydyn ni'n gweithio'r gweithio'r ddodd yn gweithio'r gweithio'r rhwyng hwy. I'n bwysigio'r lleidio'r cyllideb peth yn gynghori'r lleidio'r bobl yn y Sryddem yn Gweinidol. A oedd yn y lleidio'r lleidio'r bobl yn gynghori'r bobl yn cynghorio'r bobl yn cael ei bodi'r cyllideb yn y cyllideb yng nghymru. Mae'n ddweud o'r fathau sydd yn y lleidio'r bobl yn cychwyn i'r rhan o'r bobl yn y cynghori'r bobl i'r bobl iawn. …el gwasanaeth, yr ydw i gyfaintfagol ac yn ni'n trefi. Ac mae'n cyfaintfagol yn gwneud ar y crofnod... … Loki'r newid o'r r �'r rhan o ymddangos cymdeithas … … iconicor awdraith gyda ni Gael ymddangos cydydd hwnnw. Mae'n cyfryd, eraw'u golygiadau sydd yw'r gynhau a'r cwmweithio… … ac mae'n cyfaintfagol o'r ddechrau i gweddyn sy'n ôl i gynnwys… ar y cyfnodd. A'r hyfforddau sy'n cyfnodd yn cyfnodd yn y cyfnodd yn y cyfnodd yn y cyfnodd, yn wych yn grafio rhai wneud o'r cyfnodd yma ar y cyflodd maen nhw'n i gyflodd maen nhw'n i gwynhau. Er mwyn i'w gwirioneddol i'w ffordd o'r 80s, mae'r awfyrdd yn mynd i'r llunio. Mae'n mynd i'ch cymryd. Mae unrhyw bryd gyda'r cyfryd yn llunio'n llunio'n llunio'r ffordd, ac mae'r llef yn rhan o'ch gwrsiau yn rhan o'r blaen. The good leadership repeatedly liberated extraordinary talent from seemingly ordinary people. Finally, adversity invariably brought out the best in a team and when you think about it what applies to a company clearly applies in the same measure to a country. ac yn y gweld ydym ni'n rhan o'r oeddiad. Y eurozone rwyf yn cael ei ddweud o'r ysgolwch yn ymddangos o'r UK. Ac yn ymddangos, os rwy'n cael ei ddweud i'r newydd, rwy'n cael ei ddweud i'r newydd o'r ysgolwch yn ymddangos o'r ysgolwch. Efallai yn cael ei ffordd, ac mae'r hyn yn cael ei wneud, yna eich cyfan y busnes. Mae'r llweithio'r amgylchedd i'r gwybod ac yn ygweithio'r blaid yn lleolio'r tîmod. A'r hyn yn cael ei tîmod yn cael ei bwysig o'r cyfrifol yna, ac mae'n cyfrifol o'r cyfrifol yna'i cyfrifol yng ngyfrifol. Rwy'n credu i'n meddwl yw'r lleidio'r cyfnodau yn gweithio'r cyfnodau, ac mae'n meddwl yw'r cyfnodau arall yma, ond yn cael ei bod yn gwneud o'r ffordd, ond yn cael ei bod yn cael ei fod yn cael ei ffordd. Mae gennym ni'n unig ei chael ei taith ar y Llywodraeth Westmaiddlands. Mae gennym Y Llywodraeth Jaguar, Mae GKM, Mae JCB i'r unrhyw o'r trefodd ac'r unrhyw o'r bod dwych. Mae gennym ni'n meddwl yn y dyfodol, mae'n meddwl o'r bydd iawn i'n meddwl i'r trefodd. Felly mae'r llwyddoedd, i'w gweithio, mae'n gweithio'r gweithio'r ymlaen iawn i gynghoriwyr yma yn ei wneud. Ac mae, yn y cwrs, gallu'n cael ei gweithio ddechrau'r economiau a'n cael gweld o'r ddechrau'r llwyddoedd, a'n cael gweld o gweithio'r lleol ac yn gweithio'r prospyrtyn o'r ddechrau. Now those companies, they haven't looked at government to provide solutions, or guarantees. They've looked at government to provide the right climate, and they've maybe relied on themselves to capitalise on the opportunities and, in so doing, to deliver the goods. They and others, I think, have harvested the advantages that we all enjoy. our language and location, our universities the excellence of the collaboration that we see between university and business our flexible markets, which absolutely now encourage investment, good labour relations, a pro-business government and fortunately a tax structure that starts to favour business and businessmen Mynd i'r gwasanaeth, ac mae'r gwasanaeth yn y rhan, hefyd yn bwysig, creïtiveid, ac mae'r ffordd mewn bywyddydd. Yn mynd i'r enghreifft yng nghylch, i'r gyfnod o gyfnodol, i hefyd, i hwyntech, ac o gwybod, oherwydd, y cyfrifadau yma. Ond maen nhw yma yn ymgyrchol am gweithio yma. Mae'n gwneud hynny, geirio'ch cyfrifyddau, neu ydych yn oed. Fi wnaeth eu gweithio hyn yw'r cyflog, ac y tro yn oed eich sydd yn ymgyrcheg o'r hwnnw. Rwy'n gweithio'n gweld o wneud arredig yw'r gwneud yn ei wneud oedd ydynt yn y gwasanaeth gwylwgol a'r ysgol yw'n ei wneud in the years ahead. It needs, in other words, a clear and thoughtful plan. We need to stimulate the long-term investment in the UK's production capacity and future capabilities. And I think that's as much about changing the culture as it is about changing the policies. Importantly, gyda'n gweld i'r pethau cyfnoddau, sy'n gweld i'r pethau cyfnoddau, ac yn ymweld i'r pethau cyfnoddau, yn ymddangos i'r proseson cyffredig. Y CBI yn ychydig i'r propozyddol yw'r cyffredig newid cyffredig, ac mae'r cyffredig yn ymddangos i'r pethau. a we're going to be seeking input from you in the preparation what I think will be an important document. Our broad direction of travel seems clear and really hangs together on a number of basic principles. We know and I think we all know that a policy of this sort will work best if it's actually in tune with and shaped by people who are actually in business. Rather than people who are purely academics or purely politicians, the thinking needs to come from the business community. We know that strategy will only work if it's adopted across government and that the culture and the practices of different departments within government are actually aligned to become mutually supportive. That's beers and deck, the treasury education, all working together with a joined up agenda. For anybody, and I think many of you here actually do interface with government, we all know just what a tall order that is, but it is a fundamental in providing the bedrock of a policy. To be effective, it's got to be ambitious, clearly it's got to be consistent and there's got to be a coherent and intelligent and a very focused strategy which is all about delivery. The test I think is every action in any government department must be pressure tested against the growth agenda because that's what this is all about. Nothing else will do. There cannot and there must not be any fudging of this as our collective priority. If we get this right, we can create an industrial policy that is much more than the sum of the parts. There have been previous attempts to pick winners and I think we're all very skeptical about that and I think that the principle is rightly derided. Some of us, although I have to say looking around the room, not many of us, but looking in the mirror, I am certainly old enough to remember that when triumph production was moved from Birmingham to speak and it was a complete disaster of social engineering, it just did all the wrong things for the wrong reasons. In many ways, the fault always lies in picking out an individual company rather than identifying a sector where the UK has true competitive advantage and the failures of past industrial policy can't be allowed to prevent us from trying to create a new one and I think we can look across the world for others that have done this with degrees of success and try and learn some of the lessons. In the States, the US has a very much a mission driven approach and it's a commitment to innovation through government resharing and it's a policy that seems to have worked. It spends about 2.8% of GDP on R&D whereas we spend about 1.8%. But as a result, the US has got 21 of the world's top 50 most innovative companies. Germany, we all look to Germany for particularly now with their great industrial success but we look rightly to them for again lessons to be learned, a consistent approach to industrial policy working across the government and across party lines. It's tailored support, it's cut red tape, it's successfully targeted exports and green technology and it's done that with real clarity of purpose. The banks work with business to provide secure financing particularly for the mid caps and to encourage the whole of the industrial environment in long term thinking and growth and I'm hopeful that the moves by the Bank of England last week at least goes some way towards facilitating this kind of behaviour in the country. It's a vital piece of the recovery process that we need. Now for the Germans, you know the impact of this kind of policy which they've had for many years is very evident for all to see. They exported 55 billion pounds worth of goods and services to China last year. We exported less than 9 billion and without Jaguar Land Rover might have been even half that amount. That fair wealth, never probably not. But I mean that's the kind of number differential that we see. Their culture is of ownership and of stewardship. It's not only about short term financial gain and that's something the UK has got to think a lot more about in its own policy thinking. Now what works abroad you can't bring here and impose it, you can learn from pieces of it. The British industrial policy has got to draw from the success of those people but it's going to need three basic qualities which are very specific to the UK. It's going to need to be flexible. It's got to have enough dynamism to ensure that it can be resilient to short term pressures which are very evident here in this country and it's got to be capable of adapting quickly to shifts in demand. There's got to be long term certainty for investment looking not just at tomorrow but ten years and beyond. There's got to be some sort of cross party consensus if only in broad direction rather than worrying about the fine detail. And very importantly there's got to be a tax system, an R&D policy and a government procurement policy that can be relied upon and not subject to the sort of wins of political fashion. And that's a message to all parties. Business has got to have faith that the goalposts won't be moved once they get on the pitch. There's got to be a balance between realism and optimism not attempting to take on the competition in every market but instead working with the grain of our strengths here and building capabilities around those areas of real comparative advantage. A pro-business climate certainly that encourages innovation to set up and expand here. A government that is engaged in an industrial policy not meddling in execution detail. An education system producing enter pricing skilled people with a will to work. Export led growth underpinned by a supportive foreign office which I think we actually have and a business friendly finance sector and most important of all a manufacturing sector that inspires people to work within it. Now there's no doubt that we're making progress. Government has made obviously some rather embarrassing errors of judgement in recent times but overall they've shown a willingness to support business in tax policy, in entrepreneurial encouragement and some of the red tape reduction. Never enough but progress has been made. The challenge I think of the government isn't about intent it's not about mindset, it's about speed of delivery. The education policy is being addressed. Reading, writing, arithmetic are back in fashion and learning a language has re-emerged as a priority but today we've still got far too many young people leaving school lacking basic skills. Infrastructure is recognised as a key driver of recovery and everybody gets that but the shovel ready projects continue to be delayed by bureaucracy and to some extent dither. Everybody knows we have a looming energy crisis in this country but whilst the policy may be taking shape the detail still remains elusive and we in business I think have also got more to do pursuing new export markets certainly, training more people and demonstrating and I think very importantly by the way we pay ourselves and govern ourselves that we don't need more government intervention to tell us that doing the right thing still remains the right thing to do. So we need a joint effort, government and business working together to reignite growth, to generate employment particularly for the young and to bring lasting rewards for all. The lessons I learnt about 30 years ago were working with people like people here today people who are used to being at the sharp end of business very much the kind of business that still prospers and grows in the West Midlands. Typically seasoned, experienced, pragmatic and determined, no nonsense and plain speaking professionals who know how to make a profit the hard way. Those lessons were invaluable to me then and more than ever today we need that kind of expertise that kind of experience and most of all that kind of edge to help shape our future for tomorrow. You're going to be part of that and I thank you all in advance for all that you will do to contribute to that plan and to confirm to you all as ever on behalf of the CBI our huge gratitude for the support that so many of you give day in, day out to make the CBI functionally sound effective and at the heart of the business community. It's all very much appreciated. Finally tonight, my thanks again to Deloitte for being tonight's headline sponsor to Chiltern Railways and Metropolitan College for their support. But to all of you, I thank you for all that you do. I wish you well in all that you will do in your businesses and I wish you most of all a thoroughly enjoyable evening. Thank you.