 Felly, ydych chi'n gwybod yn ffocos, mae ydych chi'n rhan i'r wrthag o'r llawdd arfer o gyfrifoldau cyhoedd ymddiannol. Ond, byddwch yn ddweud i'r ymddiannol i'n ddau'r profiad ystygleth sydd o'r cyfrifoldau cyhoedd, mae'n cyfrifoldau sydd o'r strategiaid coordinadol, lle mae'n cael ei gwybodaeth ymddiannol gwithio'r cyfrifoldau yn ymddiannol ymddiannol. if indeed the extractive sector is going to realise benefit for its citizens and for the societies. So I'm going to be looking at some of the multiple domestic policies as a lot of silo with thinking around the resource sectors. I'm looking at some of the silo thinking how we get that to be more joined up. So when you look at what is already out there there's a fantastic framework already which you're all familiar with. that this follows on from the MDGs. But the interesting thing about the SDGs is that they provide opportunity for business to be engaged and deliver of the SDGs. This is a difference from the previous MDGs and importantly, partnerships for development. And it's this linking between the public, private and community which again is so central to really realising benefits. So I want to give you a couple of examples ac yn y bwg. A gennym digwydd o ein gwyl sy'n ddefnyddio gwaith ar gyfer y CEO ym gyfanyddol gwahanol a'r gweithio. Mae'n gweithio'n gweithio'n gweithio o'r unrhyw ac o'r gweithio'r gweithio'r gweithio o'r gweithio'r OXID o'r gweithio'r gweithio'r gweithio? Ac mae'n ffoirio i'r ddweud y cwyl ac mae'r gweithio'n gweithio sy'n lle'i gweithio gyd inside o'r cymuned o'r eich ei ddweud o'r cyfrannu ..a'r digw'r fawr i'r rhan o'r bwysig. Ystod y bydd y rhan o'r bwysig ar 2004. Mae'r cyfnodd trwyddiant yn ei wneud... ..y'r cyfrwyddo'r cyfrwyddiant a'r cyfrwyddiant yn y rhan o'r llwyddiant. Mae'r pwyllt yma yw ystod y gofoddiant yna... ..ynddech chi'n meddwl i'r peirio... ..ynddyn nhw'n meddwl i'r llwyddiant... ..ynddyn nhw'n meddwlio'r cyfrwyddiant... ..yna'r bwysig ar gyfer y mawr o phobl... a'r hyn sy'n meddwl ffDI, y cyffredin iaith. A gynhyrch o'r cyfrifedau cyllid yn gyfrifedig o'r cyfrifedau. Mae'r ddod yn ymddindol yn ddod o'r ddod yn ydw i. A mae ydw i'n gweithio'r ddod yn ymddindol, mae'n cael ei gallu diodd yn ymddindol, fel Alun Sirt, dwi'n arbenig o'r cyfrifedau o'r 20, 30, 50 yma y dyma'r ddisod. Mae'n ddod yn y ddod yn ddod. Mae'n ddod yn ddod yn yr ymddindol, Mae'r informatio'n ddod. Mae'r cyhoedd o'r penderfyniadau, i gyntaf, yn Lau PDR, sydd wedi'u llyfrgell iawn. Fel ydy, ychydig yw'r cyfrifio ar y cyfrifio, y ddiwrnodd a ymdweud, mae'n gwybod ein gweithio'r penderfyniadau ar gweithio'r penderfyniadau ar gweithio'r cyfrifio arweithio sydd a'u parwyr amgylcheddau ar gyfer y cyfrifio, mae'n gweithio ar gweithio ar eich cyfrifio ar gyfer y ddechrau'r ffordd. yw'r cynhyrchu'r ystafell o'r ysgolwyr yma eich lŷfennol a'r fewn y cyfrifau a'r rhaid. A gweithio'n cyfrifio yma eich cyfrifau i gyflygio'r ysgolwyr, a roedd y cyfrifau a'r cyfrifau a'r cyfrifau o'r ysgolwyr. Mae'r ddweud ymddangos yn ymddangos ymddangos ymddangos ymddangos yr hwnnw, mae'n gweithio'r ddweud ymddangos ar y cyfrifau. Mae'n angen i gael yn gweithio, a'n angen i'ch gweithio. You worked with us in the World Bank on the hydropower sector. He said we are a hydro power country. We are not a mining country. So I said well Mr Minister you are indeed a hydro power country, but these numbers are showing you that mining is very important to your foreign investment, your exports, your tax revenues and even employment and poverty reduction which we looked. So this is a sort of information that for policymakers cyn ydych chi'n gwneud yr arwain sy'n gweithio'r ffordd gwybodaeth, dyna'r hynny'n meddwl y ffordd yn gweithio'r bod yn bwysig o ran ychydig o daeth y cyflawn o'r wyf. Mae yna'r gwneud o'r ffordd. Mae hynny wedi fy nghylch ymlaen i'r llyw oall, ond efallai yna'r ffordd yn gweithio. Ond rydyn ni'n gweithio'r gweithio'r bobl y pwysig o ffordd hwnnw ymlaen o'r gwaith ymlaen o'r gwneud o'r hwnnw, can potentially be involved in making sure that these big investments actually translate into benefits. Now Joe Stiglitz this morning talked a lot about the resource sector governance. We don't need to go over infrastructure and community engagement. I'm going to give you an example in the next slides. Environmental protection, though, there are, as Alan's already said, IFC have got very internationally recognised standards on minimising the negative impact. There's a lot of opportunities to really enhance the environmental aspects of these investments, but where I see a real gap is in renewables. There are one billion people around the world who do not have access to electricity, so this could be integrated into the investment in an oil, gas or mining. It would also be a benefit for the resource companies. What people don't really often appreciate is that these companies are huge consumers of energy themselves, just in their own operations. They are consuming a huge amount of electricity, so that could potentially come from renewables, but you need to be thinking about that government needs to be. Those are some of the opportunities. Evelyn's talked about local content, Joe talked about revenue matters. With social and economic development, it really comes back to where is the long-term vision for the country and citizens to benefit, and it's a question of how you get that to be mobilised. One of the real lessons that's come out of this work is collaboration is absolutely key. Of course governments can do a lot, companies can do a lot, NGOs and others can do much, but if you can join up those efforts, you get much more benefits, both locally, which is absolutely critical because as many of you know, the negative impacts of these investments fall at the local level. At the national level, that's where the big benefits are, so there's a real disconnect between the local and the national. Let me talk a bit about Brazil. We looked at a project in Pará State. This is one of the least developed states in Brazil. It's right in the middle of the Amazon jungle, so there's a lot of the companies there have many sort of mandatory and voluntary initiatives around helping communities for infrastructure, helping access on capacity building, public administration, et cetera. But what really struck us when we looked at Vale's operations there was how formalised they got a system going, which started out with the government's environmental licensing permit, so every company had to have an environmental licensing permit. They took that as a starting point, but they consulted with the regulator, got agreement with them, and then they did a diagnostic in all the municipalities that they were touching or working in. They did a diagnostic socioeconomic diagnostic, so they took their own investment plans for the next 25, 30 years, and worked out what that would mean in terms of needs for schools, need for better or more infrastructure, particularly if it didn't roads, very rare in that area. What sort of public services would be needed on the back of this investment that they'd already worked out for those municipalities in Pará State? They also agreed to connect up the municipalities with Brasilia. Now, if you've been to Brazil, you'll know it's a huge country. Municipalities in remote Pará State never, ever go to Brasilia, and likewise the federal government can take a while. So they offered also to connect up the municipality concerns and issues with Brasilia. This was all formalised in a letter of agreement. These letters of agreement then set out the roles and responsibilities, what was the company going to do, what were the municipalities going to do, what was the federal government going to do. So this was all set out in these letters of agreement which were then published, and so they could be held to account. There was some record of who was going to do what at what time frame. So this is an example where, of course, the company could have come along and said, okay, we'll invest in a road here, or the government would say we'll contribute some schools there. But by having a diagnostic, a plan, formalised roles and responsibilities, it really put it into a much more structured, and we also looked at the poverty changes, and there was some significant changes in poverty, but I haven't time to go into that here. So this is now my last slide, and it's really about bringing this all together. So coming back to what we've been hearing again from this morning is how do you go about developing this long-term vision and all-of-government approach. As I've mentioned, really getting the data is so important. Everybody has different perceptions of how big or how small the sector is. So having the numbers, which have been agreed in what we did in all cases was to have multi-stakeholder workshops, review the draft evidence, bring in pieces that we're missing, and then you've got an agreed evidence base to start to look at the second phase, which is what are the implications for the country of this sector, and if you've got the future scenarios for investment, which companies can provide, as I say, all companies have that, for their own investment needs, they have that, but that's often not shared with government. So then you can start to understand, well, where are the opportunities for this particular country, and then what are the requirements, the sorts of things that Evelyn was touching on, and it goes way beyond the typical, you know, as I say, sort of short term, looking at the skills, infrastructure opportunities, how is the financial management, how is the transparency. So there's a whole number of issues that you can start to understand, but then bringing government people together with the companies together with civil society, religious groups are often very important in a number of countries. Having that multi-stakeholder discussion, and really then having the conversation about, well, what are the strategic priorities of our country? It's not something that has been imposed from the outside, this is something that the country, the stakeholders decide. These are what we want to achieve, these are the gaps, this is how we get, so then who's going to help us get there? And I want to say that Alan's point about the timeline, this is a real tension in these conversations, because Alan mentioned that companies are taking a 20, 50, 100 year governments we heard a lot, it's four, five, six years. If you look at investors, what are they focusing on? Quarterly returns, every company is being, you know, the investors, the investment flows are extremely important, as Evelyn has been saying. Communities, what do they want? They want jobs, and they want them tomorrow. So their timeframe is immediate. Investors are quarterly, governments three to five years, companies longer, so let me stop there with that key message that how can we bring these dimensions together, and there are some processes to do that, thank you.