Thank you very much for those points and questions, and I share that desire to move very swiftly on this. In the immediate term, we've got four strands of work that we'll be driving forward, and they are cross-cutting across Government to ensure that we make those interlinkages in terms of gender budgeting. So, we've got knowledge and understanding; support and constructive challenge; communication and leadership; and ongoing learning. These are things that we will be, obviously, engaging the public sector more widely on as we move forward.

I think that our learning from Iceland showed that the pilot approach that they used took seven years from the initial pilots to build towards a more comprehensive implementation, and that was something that they were really keen to share with us. Again, it's something that we've experienced, I think, on that smaller scale with our first pilot—you know, the initial enthusiasm, the drive and the focus at that local level are wonderful, but then the challenge is when you start to mainstream it and take it up to a more national level. That's exactly, I think, the challenge that they faced in Iceland.

We've been engaging with them, as I say, since 2019, and those relationships are still ongoing, as they are with the well-being Governments network as well, to see what we can learn from one another in regard to gender budgeting. We think that Iceland has a very interesting approach. So, seven years on, at least, since they first introduced it, they are now starting, I think, to have that feeling of the cultural shift. They do have, now, comprehensive implementation, and it was supported by passing a new organic budget law.

Obviously, we are keen to explore what is happening elsewhere in terms of legislation. I wouldn't want to suggest that we would be able to find the time within this Senedd term to do that, but it's certainly something that is of interest for the future in Wales, bearing in mind our focus on what finance will look like and the legislation that supports that in future. So, we're keeping a close eye on what's happening elsewhere and what we can learn from the various approaches.

The point about the cost-of-living crisis is really an important one, and I do think that when you are in a crisis, as we saw through the pandemic, it focuses the mind and it actually gives the impetus to break down barriers that we think are otherwise not able to be broken down, so there's no reason why we shouldn't be using this impetus to drive forward the gender budgeting agenda with real focus. I think that there has been some interesting research on the gendered impact of the cost-of-living crisis, which has been provided by the Women's Budget Group at a UK level, and that shows that women generally have lower levels of savings and wealth than men, and even before COVID-19 women were more likely to be in debt, and this has worsened as a result of the pandemic. They're very clear that the cost-of-living crisis will hit the poorest hardest, and women are more likely to be poor, and they've been hit harder by cuts to social security and the provision of public services over the past decade, as a result of austerity. So, there is no doubt that this is a gender issue as well as a cost-of-living crisis.

And then the broader point about how we will be sharing the learning—we'll be doing that through out budget improvement and advisory group. The purpose of that group is to engage with those key stakeholders, so we need to ensure that all of those people who need to be engaged are, and we will be, as I say, publishing more information about the terms of reference of that group, but I'm happy to include the membership of that group for colleagues to see who's involved in it as well. Perhaps I will do that through a written statement in the coming weeks, when we do have the work plan available, so that colleagues can familiarise themselves with that, because I know there's a lot of interest.