世行行长金墉在2014年国际货币基金组织/世界银行年会“上的演讲（中英双语）

“Tackling the Most Difficult Problems: Infrastructure, Ebola and Climate Change”

“解决最大难题：基础设施、埃博拉和气候变化”

IMF/World Bank Annual Meetings 2014

2014年国际货币基金组织/世界银行年会

World Bank Group President Jim Yong Kim

世界银行集团行长金墉

Washington, D.C., United States

华盛顿，美国

October 10, 2014

2014年10月10日

Chairman Pruaitch, Madame Lagarde, Governors, my friends Jim and Elaine Wolfensohn, Mrs. Robert McNamara, partners, and friends:

普鲁艾奇主席，拉加德女士，各位理事，我的朋友吉姆和伊莱恩·沃尔芬森，罗伯特·麦克纳马拉夫人，各位合作伙伴，朋友们：

It is wonderful to see you again.

再次见到各位真是太好了。

First, I’d like to congratulate the winners of the Nobel Peace Prize, Malala Yousafzai and Kailash Satyarthi. Just one year ago, Malala and I sat together on a stage at the World Bank. She is an inspiration to all of us, and gives us hope for the new generation – especially the new generation of girls.

首先，我想对诺贝尔和平奖得主马拉拉和萨蒂亚尔蒂表示祝贺。就在一年前，马拉拉和我一起坐在世界银行的讲台上。她对我们大家是一个鼓舞，让我们对新一代、特别是新一代女童充满希望。

When we were together last year, I spoke at length about the World Bank Group’s plans for its most significant reorganization in nearly two decades. Our goal was to ensure that we were fit for the purpose of meeting our twin goals: ending extreme poverty by 2030, and boosting shared prosperity for the poorest 40 percent in developing countries.

在去年年会时，我详细介绍了世界银行近20年来最重要的改组计划，我们的目标是确保世行能够胜任两大目标：到2030年终结极度贫困，促进发展中国家40%最贫困人口共享繁荣。

During the last year, our reorganization has been a monumental undertaking. The World Bank Group has more than 16,000 staff, and about 7,000 of them have been transferred or remapped to new jobs. We have offices in more than 100 countries. And we made loans and investments last year totaling more than $60 billion dollars. The reorganization was launched with a clear purpose: We needed to be the best in the world at collecting and sharing development knowledge for the benefit of all our clients.

在过去一年里，我们的改组工作任务繁重。世界银行集团有员工1.6万多人，其中约7000人被调到或重新划分到新的工作岗位。我们在100多个国家设有办事处，我们去年的贷款和投资总额突破600亿美元。改组启动时的目标很明确：我们需要在收集和分享发展知识惠及全体客户方面达到最佳状态。

Starting in July, we set up 19 different communities of experts – groups of some of the best development professionals in the world on water, finance, education, and climate, among many others. Their job is to seek out the best solutions to the most difficult development problems, and to share those solutions with our clients in a way that will further our mission to end poverty and boost shared prosperity.

从7月份开始，我们建立了19个发展实践局，集中了包括水、金融、教育和气候等领域的一批世界顶尖的发展专业人才。他们的任务是探索针对最棘手的发展难题的最佳解决方案，并本着推进终结贫困和促进共享繁荣的使命，与我们的客户分享这些解决方案。

At the same time, we knew that we needed to substantially increase our ability to provide financing, risk management products, and other financial services, to middle-income countries. Through the creative and intense work of our finance group, brilliantly led by Bertrand Badré, we have increased our annual lending capacity for these emerging economies, from $15 billion dollars to more than $25 billion per year. This flexibility will help us direct more resources to the areas that need them most – sub-Saharan Africa and South Asia, which is where most of the world’s poorest people live.

与此同时，我们知道我们需要显著提高向中等收入国家提供融资、风险管理工具以及其他金融服务的能力。通过我们财政团队在伯特兰·巴德尔的英明领导下开展的创造性的紧张工作，我们把对这些新兴经济体的年贷款能力从每年150亿美元增加到250多亿美元。这种灵活度将有助于我们向最需要的地区、即占世界贫困人口最多的撒哈拉以南非洲和南亚输送更多的资源。

Economic growth is the most powerful tool we have to end poverty, yet without infrastructure – electricity, water, and roads – growth will never take off. As I will explain, the world’s deficit of these building blocks for growth is substantial. Just think about the fact that sub-Saharan Africa generates as much power in a year as Spain. If we are to end poverty, we need to power Africa.

经济增长是我们终结贫困的最有力的工具。但在没有电、水和路等基础设施的情况下，经济增长是无法实现的。我后面会说明世界上这些经济增长基础的缺失有多么严重。只要想想这样一个事实：撒哈拉以南非洲一年的发电量仅相当于西班牙的发电量。我们想要终结贫困，就需要为非洲提供电力。

The World Bank Group’s financing for infrastructure reached $24 billion dollars in fiscal year 2014 – nearly 40 percent of our total commitments. But our loans and projects will fall far short of what the developing world needs. The infrastructure gap is simply enormous – an estimated $1 trillion to $1.5 trillion dollars more is needed each year. To fill this gap, we need to tap into the trillions of dollars held by institutional investors – most of which is sitting on the sidelines – and direct those assets into projects that will have great benefit for a range of developing countries.

世界银行集团2014财年的基础设施融资达到240亿美元，占世行贷款总承诺额近40%。但我们的贷款和项目远不能满足发展中世界的需要。基础设施的缺口巨大，据估计每年还需要再增加1万亿至1.5万亿美元。为了填补这个缺口，我们需要利用机构投资者的数万亿美元资产——其中大部分处于闲置，引导这些资产投入到能对广大发展中国家带来巨大效益的项目。

Today, the developing world spends about $1 trillion dollars on infrastructure, and only a small share of those projects involve private actors. Overall, private investments and public-private partnerships in developing countries totaled $150 billion dollars in 2013, down from $186 billion dollars in 2012. So it will take the commitment of all of us to help low- and middle-income countries bridge the massive infrastructure divide.

今天，发展中世界投入约1万亿美元进行基础设施建设，而这些项目中只有少数有私营部门的参与。从整体上看，2013年发展中国家的私人投资和公私合作项目投资总计1500亿美元，与2012年的1860亿美元相比出现下降。所以需要我们大家共同致力于帮助低收入国家和中等收入国家缩小巨大的基础设施鸿沟。

Yesterday, we announced the creation of the Global Infrastructure Facility, which is designed to attract financing for these states’ infrastructure needs. This platform, called the GIF, will bring together institutional investors, development banks, and public officials to tackle the infrastructure deficit in new and creative ways. Together, they will create a robust pipeline of infrastructure projects for emerging markets and poor countries.

昨天，我们宣布建立“全球基础设施基金”，其目的是为了吸引资金满足这些国家的基础设施需求。这个简称GIF的平台将汇聚机构投资者、发展银行和政府官员，共同以创造性的新方式解决基础设施不足的问题。齐心协力，他们可以为新兴市场和贫困国家带来源源不断的基础设施项目。

While building infrastructure will help us promote growth in the long run, ending poverty by 2030 also requires us to be vigilant against threats to the growth of the global economy. In a world where natural disasters, conflict, financial shocks and epidemics are becoming more frequent and destructive, we at the World Bank Group must do everything we can to become even more relevant. Indeed, we’ve been fully engaged lately in fighting two of these global threats: the Ebola epidemic and climate change. This is no accident. It exemplifies what we want to become – an indispensable partner for both low- and middle-income countries in their efforts to solve their most difficult challenges.

在通过基础设施建设促进长期增长的同时，到2030年终结贫困的目标还要求我们对全球经济增长面临的威胁提高警惕。在一个自然灾害、冲突、金融冲击和流行病日益频繁和造成破坏的世界，我们世界银行集团必须竭尽全力凸显我们存在的意义。的确，最近我们全力以赴对抗全球两大威胁：埃博拉疫情和气候变化。这绝非偶然，而是反映出我们希望达到的目标——即成为低收入国家和中等收入国家为解决最困难的挑战所做努力中不可获取的合作伙伴。

Ebola and climate change have a few things in common. Most importantly, we are running out of time to find solutions to both. Also, until very recently, the plans to fight them were either non-existent or inadequate. And, inaction is literally killing people – one because of the rapid spread of a deadly virus, the other from the poisoning of the atmosphere and the oceans. And finally, perhaps most critically from our point of view, resolving these problems is essential to development, whether from the perspective of human suffering, economic growth, or public health.

埃博拉疫情和气候变化有几个共同点。最重要的一点是，解决这两个问题已时不我待。而且直至不久前，解决这两个问题的计划还不存在或者不完善。无为就是杀人，一个是因为致命病毒快速扩散，另一个是因为大气层和海洋遭到毒害。最后，也许从我们的观点来看也是最关键的，就是解决这些问题对于发展至关重要，无论是从人类苦难、经济增长还是从公众健康的角度都是如此。

In our work on both Ebola and climate, we have not only been in the middle of pressing global concerns, we also have been working differently, and more effectively, at least partly because our reorganization and focus on innovation has made us more fit for purpose.

在我们抗击埃博拉和气候变化的工作中，我们不仅投身于解决全球当务之急，而且是以不同的方式更有效地工作，至少其中一个原因是我们通过重组和关注创新使我们更加胜任。

For Ebola, the global response has been late, inadequate and slow. Recently, the international community has made positive strides in its response, led by the United States and the United Kingdom, as well as international institutions like the United Nations and the International Monetary Fund.

就埃博拉而言，全球反应迟钝、不足和缓慢。最近国际社会在美英等国以及联合国和IMF等国际机构的领导下迈出了积极的应对步伐。

Nonetheless, we still can do much more. Close to a year ago, just weeks after Typhoon Haiyan caused major destruction and loss of lives in the Philippines, 150 medical response teams – each with 25 to 30 people – had been deployed to the archipelago’s hardest-hit areas. But in Guinea, Liberia and Sierra Leone, the three West African countries hit hardest by the Ebola outbreak, just 30 medical response teams are on the ground, treating and caring for patients – even though we are now 11 months into this crisis. More health workers have been promised, but they’re arriving too slowly.

然而，我们还有很多工作可做。将近一年前，在台风海燕对菲律宾造成严重破坏和生命损失之后的数周内，150个医疗队、每队25至30人已经分布在菲律宾群岛中受灾最严重的地区。但是在埃博拉疫情最严重的三个西非国家几内亚、利比里亚和塞拉利昂，仅仅只有30个医疗队在实地医治和看护患者，尽管危机爆发已有11个月之久。虽然承诺派遣更多的医护人员，但他们姗姗来迟。

The Ebola outbreak poses one of the most complex and difficult challenges that I’ve seen in all my years as an infectious disease physician. Because of the poverty in the three most affected countries, it exceeds the capacity of their emergency, health and fiscal resources. Faced with these conditions, we must guard against approaches that are based on aspirations for these countries and the poor that are too low to treat and contain the epidemic.

埃博拉疫情是我作为传染病医生多年来所见过的最复杂、最困难的挑战，由于三个疫情最严重国家的贫困状况，这一挑战已经超出了他们的应急、医疗和财政资源的能力。在这种情况下，我们必须警惕那些基于对这些国家和穷人医治和遏制病毒传播愿望低下的做法。

Usually, the World Bank Group has worked in the medium- to long-term on development projects and helping clients build the systems necessary to promote economic growth, create jobs, educate children, and improve health. To combat Ebola, we needed to move to an emergency footing and quickly.

通常，世界银行集团从事的是中长期发展项目和帮助客户为促进经济增长、创造就业、教育儿童和改善健康建立必要的制度。为了抗击埃博拉疫情，我们需要转到立足于应急和快速响应。

We looked across the entire Bank and brought the institution’s full firepower to bear against the virus. We’ve sent capital, shared knowledge, helped develop response strategies, and analyzed the potential economic impact.

我们从世行整体着眼，整合力量对抗病毒。我们提供资金，分享知识，帮助制定应对策略，分析对经济的潜在影响。

In the three African countries, our teams for months have worked closely with the governments to identify priority actions, ensure disbursement of funds, and assist in organizing major shipments of supplies. From Washington, scores of staff from our Africa region; the health, nutrition and population global practice; development finance and development economics management units; and the International Finance Corporation, came together to work as one team. They have worked on contracts with the countries so they can quickly accept our grants; economic impact analyses; and longer-range planning to rebuild the countries’ health systems once the crisis is over. To smooth coordination, members of my office have worked out of the United Nations Ebola response headquarters.

在三个非洲国家，我们的团队数月来与政府密切配合，确定优先采取哪些措施，确保资金到位，协助安排运送大批物资。在华盛顿，来自非洲部、卫生营养与人口全球实践局、发展融资与发展经济学管理部门以及国际金融公司的数十名员工组成一个团队，他们帮助受援国准备合同使其能够快速接收赠款，开展经济影响分析，并制定长期规划以便在危机结束后重建这些国家的医疗卫生体系。为了保障协调顺利，我办公室员的员工一直在联合国埃博拉应对指挥部上班。

The stakes of this effort in human lives and economic growth are incredibly high and grow higher every day we delay in ramping up our response. For this reason, I have spent a lot of time over the last two months working with Bank colleagues to stop the virus. I have been in frequent contact with Presidents Condé, Johnson Sirleaf, and Koroma to understand how the Bank can help them on the front lines. I have also reached out to leaders from all over Africa and donor nations, to relay the most important message: We must do all we can to stop Ebola, and we must act now because delay exponentially raises the human and economic cost of stopping the epidemic.

这一努力对于拯救生命和经济增长的风险很高，而且拖延加大应对力度还会使风险与日俱增。由于这个原因，我在过去两个月花了大量时间与世行同事研究如何遏制病毒扩散。我与孔德、约翰逊·瑟利夫和科罗马总统频繁联络，了解世行能够在一线为他们提供哪些帮助。我也同非洲各国以及捐助国领导人联系，传达最重要的信息：我们必须竭尽全力制止埃博拉病毒传播，我们必须马上行动起来，因为拖延会显著增加遏制疫情的生命和经济代价。

So, once engaged, we’ve moved with creativity, speed and purpose. We innovated, using IDA’s Crisis Response Window as a source of funding – something that had never been done before in these circumstances. It took our teams nine days to work out multiple complicated negotiations with country officials in order to disburse $105 million dollars in emergency funds – a time frame unheard of in our institution. Working around the clock, our economists ran sophisticated modeling that, in only a few weeks, produced impact assessments from Ebola in the three countries and the region. Their assessment is grim: The economic impact of Ebola on West Africa could be as high as $32.6 billion dollars over the next two years. I’d like to thank the strong leadership of Sri Mulyani Indrawati, Makhtar Diop, Joachim von Amsberg, and, especially, Timothy Evans.

所以，我们一旦介入，就在行动中表现出创造力、速度和目的性。我们大胆创新，利用国际开发协会（IDA）的“危机应对窗口”作为一个资金来源，这是在这种情况下史无前例的。我们的团队仅用了9天时间就完成了与受援国政府的多项复杂谈判，以便尽快拨付1.05亿美元的应急资金，用时之短在世行前所未闻。我们的经济学家夜以继日地做出了对三个国家及其地区的埃博拉经济影响评估，他们的评估是悲观的：埃博拉疫情对西非的经济影响在未来两年可能达到326亿美元。我想在此对英卓华、马克塔·迪奥普、约阿希姆·冯·阿姆斯伯格、特别是蒂姆西·伊万斯的强有力领导表示感谢。

Even as we focus intensely on the emergency response, we must also plan for the next epidemic, which could spread much more quickly, kill even more people, and potentially devastate the global economy. The world has an IMF to coordinate and work with central banks and ministries to respond to financial crises. When it comes to health emergencies, however, our institutional toolbox is empty: There’s no such center of knowledge and skill for response and coordination.

在我们集中精力于紧急应对的同时，我们也必须对未来的疫情作出规划，下一次疫情可能扩散速度更快，死亡人数更多，对全球经济的破坏性更大。世界有IMF负责协调和联合央行及财政部应对金融危机。然而，当涉及卫生紧急状态时，我们的机构工具箱是空的：没有同样的知识中心和应对与协调技能。

So, in the last week or two, our finance teams have proposed several solutions that would address the financial part of this problem, including a new pandemic emergency facility that could disburse money immediately to countries in the face of an outbreak. Such a device would pre-package a response, establishing contingent funding agreements with donors and receipt mechanisms for possible recipients. So when a global health emergency is declared, financial support would be readily available and flow quickly to support an immediate response. With the support of our shareholders, we would like to develop this proposal with our partners at the United Nations, the IMF and regional development banks. Whatever form this instrument takes, having such a resource would force us to have concrete plans to tackle the next outbreak and may even provide an advance market signal for producers of vaccines and drugs.

因此，在上一两周里，我们的金融团队针对这个问题的融资方面提出了若干解决方案，包括建立流行病应急基金以便在疫情爆发时马上向有关国家拨款。这种方式可以预先准备好一揽子应对计划，与捐助国订立紧急资助协定和针对受援国的收款机制。这样一旦宣布全球卫生紧急状态，可以随时提供资金支持并迅速拨款支持即刻应对。在股东国的支持下，我们希望与合作伙伴联合国、IMF和地区开发银行商谈这一建议。无论采取何种形式，拥有这样的资源会迫使我们制定出具体计划来应对下一次疫情，甚至可以给疫苗和药品生产厂家提前提供市场信号。

What we’ve done on Ebola to date has been heavily informed by our focus over the last two years on climate change. Soon after I started at the World Bank, I asked my team a simple question: What’s the plan to fight climate change? The responses received from our staff and even from leaders in the climate change community were mostly tactical: new technologies here, some efficiencies there. While important, they were not equal to the challenge of keeping a global increase in temperature below 2 degrees Celsius. So, working with others, we developed our own strategy that we hoped could take us a long way toward achieving this objective.

我们迄今针对埃博拉开展的工作也受到我们在过去两年关注气候变化获得的大量启示。我在世界银行上任伊始，就向我的团队提出一个简单的问题：抗击气候变化的计划是什么？从员工和气候变化领域的领导人得到的答复多数是策略性的：新技术、提高效率等等，虽然也很重要，但无法和把全球升温控制在2摄氏度以下的挑战相提并论。因此，我们与各方合作，制定了自己的战略，希望能够引导我们走过漫漫长路实现这一目标。

Our plan had five parts: Put a price on carbon; eliminate fossil fuel subsidies; build cleaner cities, increase climate-smart agricultural practices, and invest in renewable sources of energy. Getting something done on even one of these priorities required intense focus. In advance of the recent UN Climate Summit, I again asked my team some questions: What is the smallest number of the most important things we can do for the summit, and what are they? I didn’t want them to focus on all the things we need to do; I wanted them to focus on a few essential things that we might be able to push forward.

我们的计划有五个方面：碳定价；取消化石燃料补贴；建立更清洁的城市；推广气候智慧型农业实践；投资发展可再生能源。要想在这些重点领域有所作为，需要集中精力。在联合国气候峰会召开前夕，我再次向我的团队提出问题：我们至少能够为峰会做几件最重要的事？这些事是什么？我不要求他们关注我们需要做的所有事；我要求他们着眼于几件我们也许能够推动的最重要的事。

They told me the most important thing to do immediately was put a price on carbon. On its own, this step would not achieve our goal of staying below a 2-degree Celsius world; however, without it, limiting global emissions would take much longer. So we decided to mount a campaign: Set a goal of 50 countries and hundreds of companies and investors to agree to put a price on carbon, and then present the accord to heads of state at the UN summit.

他们告诉我说，马上可以做的最重要的事是给碳定价。单靠这一步骤并不能实现我们把全球升温控制在2摄氏度以下的目标；但是如果不做这件事，限制全球碳排放会花费更长的时间。所以我们决定发起一场运动：设定的目标是让50个国家和几百家企业和投资者同意给碳定价，然后将这一协定提交给出席联合国峰会的各国首脑。

Our climate team, led by Rachel Kyte, which includes staff from both the Bank and IFC, assembled a detailed campaign plan. They reached out first to nearly every World Bank country office to enlist support for a carbon pricing agreement from governments and companies. We contacted the UN Secretary-General’s office, and worked closely with the Deputy Secretary-General and the special UN climate envoys in this effort. Together with private sector groups we built an extraordinary coalition.

由世行和国际金融公司员工组成的气候团队在雷切尔·凯特领导下编制了一个详细的活动计划。他们首先要求几乎所有世行国别代表处向各国政府和企业征集对碳定价协定的支持。我们还联系联合国秘书长办公室，并与副秘书长和联合国气候特使密切合作推动这一努力。我们与私营部门机构联手建立了一个不同寻常的联盟。

At the start of the campaign, we counted 22 countries that would support this goal. With lobbying, the number kept climbing. Less than a week before the deadline, China, the world’s largest emitter of carbon dioxide, agreed to support carbon pricing. It became the 54th country to endorse the statement. In the four days before the summit, 20 more countries signed on. At the time of the announcement, 74 governments and more than 1,000 companies and investors had agreed to put a price on carbon. Together, the countries account for up to 54 percent of the world’s carbon emissions, 52 percent of the world’s GDP, and nearly 50 percent of the world’s population.

在运动一开始，我们获得22个国家对这个目标的支持。经过游说，这个数字不断上升。在最后时限前的一周里，世界最大的碳排放国中国同意支持碳定价，成为给这一声明背书的第54个国家。在峰会召开前四天里，又有20个国家加入。在宣布时，已有74个国家的政府和1000多家企业和投资者同意给碳定价。这些国家加在一起占世界碳排放总量的54%，占世界GDP总量的52%，占世界人口近50%。

Later today, Ministers, CEOs and the World Bank Climate Group will join me to turn this pledge into action.

今天晚些时候，各位部长、企业总裁和世界银行气候小组成员将同我一起将这一承诺化为行动。

During all of our efforts on infrastructure, Ebola and climate change, teams from across the institution worked collaboratively and displayed an inspiring commitment to innovation. I’m so proud of them. Their efforts displayed creativity, knowledge, skill, intensity, passion and selflessness. Their sharing of ideas and best practices is precisely the culture we want to create at the World Bank Group. I’m sure that the fruits of their labors will save lives, promote economic growth, reduce poverty, and protect the planet for future generations.

在我们为基础设施、埃博拉和气候变化做出努力期间，来自世行各个部门的团队同心协力，表现出一种令人鼓舞的创新精神，我为他们感到骄傲。他们的努力显示出创造力、知识、技能、激情、热忱与无私奉献。他们集思广益，分享最佳实践，这正是我们希望在世界银行集团建立的文化。我相信，他们的劳动成果将会拯救生命，促进经济增长，减少贫困，保护地球造福子孙后代。

When I think of our teams’ breakthroughs on these three issues of global importance, and when I think of my talented colleagues, I see the future of the World Bank Group. Working with both the public and private sectors, we are trying to solve some of the most difficult problems in the world today, in a way that reflects what we know we can be when we are at our best – a truly one World Bank Group team.

当我想到我们的团队在这些具有全球意义的问题上取得的突破，当我想到我的才华横溢的同事们，我看到了世界银行集团的未来。我们与公共和私营部门共同努力，力图解决当今世界面临的最大难题，达到我们力所能及的最佳状态——一个真正的世界银行集团团队。

We must maintain this commitment because increasing global fragility and volatility will challenge us more and more every day. In our march to end extreme poverty – conflict, typhoons, floods, droughts, financial shocks and epidemics may, at times, slow us. But they will not stop us. The Bank will be aggressive and creative and apply large-scale solutions to help states manage, prepare for, recover from and conquer these risks, so they can grow and flourish.

我们必须履行这种承诺，由于全球脆弱性和波动性不断加剧，使我们面临的挑战与日俱增——冲突、台风、洪水、旱灾、金融冲击和流行病时而会拖慢我们的步伐，但决不能阻止我们前进。世行将积极进取，开拓创新，采用大规模解决方案帮助各国管理和准备应对这些风险，在风险发生后快速恢复并征服风险，不断发展壮大。

Ultimately, we will face these challenges together.

归根结底，我们要共同直面这些挑战。

We will end poverty by 2030.

我们要到2030年终结贫困。

We will ensure that prosperity is shared among nations and all people.

我们要确保世界各国和全体人民共享繁荣。

And we will protect the planet for future generations.

我们要保护地球造福子孙后代。

Thank you very much.

谢谢各位。

来源：World Bank

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