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One Group, Two Goals: Our Future Path
一個集團，兩大目標：我們的未來之路
-- Speech at Annual Meetings Plenary
——在年會全體會上的講話
World Bank Group President Jim Yong Kim
世界銀行集團行長金墉
Washington, DC, United States
華盛頓，美國
October 11, 2013
2013年10月11日
Thank you, Mr. Chairman,
謝謝主席先生。
Mr. Chairman, Governors, honored guests,
主席先生，各位理事，各位貴賓，
Good morning. It is great to see all of you today. This is my second Annual Meetings, and as I look back on the last year, I am very grateful for all the counsel and support I have received from the Governors, from IMF Managing Director Christine Lagarde, and from so many of you here today. Thank you so much.
早上好。很高興今天見到各位。這是我的第二次年會，回顧過去的一年，我非常感謝各位理事、IMF總裁拉加德以及今天在座的各位給予我的建議和支持。謝謝各位。
Today, I’d like to start with a brief overview of the state of the global economy, and lessons we can draw from it as we look to the future of the World Bank Group.
今天，我想首先對全球經濟狀況以及展望世界銀行集團的未來我們能夠從中汲取什么教訓做一個簡要的概述。
As all of us here know well, we remain in a period of uncertainty.
在座的各位都很清楚，我們仍處在一個充滿不確定性的時期。
This year, we’re seeing slow growth in the United States, Europe and Japan – but we must also note that this is the first time in several years that all three are moving in a positive direction. Growth in developing countries slowed in the first half of the year, but early indications point to stronger momentum in the third quarter.
今年，我們目睹了美國、歐洲和日本的經濟增長放慢，但我們也必須看到，這是幾年來第一次這三者都在朝著積極的方向行進。發展中國家的增長今年上半年出現放緩，但初步跡象顯示三季度增長勢頭走強。
Yet, the political gridlock today in Washington and the looming deadline on the US debt ceiling is starting to unsettle global markets. We urge policymakers here in Washington to come to a resolution as quickly as possible to avoid what could be catastrophic impacts from a default. Just two years ago, in 2011, we saw that a near miss of a US debt default had major impacts lasting for months. This time could be more serious. Uncertainty and volatility make it more difficult for developing countries to access needed finance, and this would both slow investment and negatively impact growth. And the poor and vulnerable would suffer the most.
然而，目前華盛頓深陷政治僵局，美國債務上限的最后期限逐漸逼近，已經開始動搖全球市場。我們敦促華盛頓的政策制定者盡快達成解決方案，以避免一旦出現債務違約可能造成的災難性影響。僅僅兩年前，即2011年，我們就看到差點出現的債務違約造成的重大影響持續了數月之久，這一次很可能會更嚴重。不確定性和動蕩使發展中國家更難獲得所需要的融資，不僅會導致投資放慢，還會對增長造成負面影響。而受害最大的是貧困弱勢人群。
The economies in the developing world already were unsettled a few months ago, following the US Federal Reserve’s announcement in May of the eventual tapering of quantitative easing. Just the possibility of the scaling back of bond purchases resulted in declining capital inflows, higher interest rates and depreciating currencies in several major middle-income countries.
從美聯儲5月份宣布最終逐漸退出量化寬松之后，幾個月來發展中經濟體已經出現不穩。僅縮小債券認購規模就已導致幾個主要中等收入國家資本流入下降、利率上升和貨幣貶值。
Three weeks ago, the Fed’s announcement to delay tapering lifted markets and stopped the upward movement in global long-term interest rates. This provided a reprieve for those economies which are most vulnerable.
三周前，美聯儲宣布推遲退出量化寬松提振了市場并停止了全球長期利率上行，這也為那些最脆弱的經濟體提供了一個緩沖期。
But this breathing space doesn’t mean policymakers should relax. Instead, policymakers should take advantage of this small window to build their economies’ resilience through appropriate macroeconomic management, to strengthen balance sheets, and to move their financial systems onto sounder footing.
但這種喘息空間并不意味著政策制定者可以松口氣了。相反，政策制定者應當充分利用這個小窗口，通過適當的宏觀經濟管理建立其經濟的適應能力，加強資產負債表，并將其金融體系轉移到更健全的基礎上。
Over the years, this is the kind of advice that many countries have learned to appreciate from the World Bank Group – even if it’s painful to implement. But for too long, the World Bank itself has not followed its own advice. Indeed, we have often postponed tough choices.
多年來，這正是許多國家學會欣賞的來自世界銀行集團的建議——即使落實起來難度很大。但長期以來，世界銀行本身也沒有遵循自己的建議。事實上，我們經常推遲作出困難的抉擇。
That’s changing. We are taking our own medicine. We’re strengthening our financial discipline to become more efficient and grow our revenues. Just as we tell finance ministers, we also need to plan for the longer term, shore up our revenue base, seek ways to save, and build a stronger foundation for years to come. We’re doing this for a simple reason: Six months ago, our Governors endorsed two goals -- to end extreme poverty by 2030 and to boost shared prosperity for the bottom 40 percent of the population in developing countries. If we have high aspirations for the poor, if our work is to be aligned with our goals, we must be as efficient and focused as possible.
這種情況正在改變。我們正在服用自己開的藥。我們正在加強財務紀律，提高效率，增加收入。正如我們對財長們所言，我們還需要做好更長遠的計劃，加強我們的收入基礎，設法節省開支，建立一個持之以恒的更強大的基礎。我們這樣做的原因很簡單：半年前，我們的理事會批準了兩大目標：到2030年終結極度貧困和促進發展中國家底層40％的人口共享繁榮。如果我們對貧困人口抱有很高的愿望，如果我們的工作與我們的目標相一致，我們必須盡可能做到高效和集中精力。
In our search for savings, we’ll aim to cut costs annually by at least $400 million dollars in three years’ time. We’ll accomplish this by taking a fresh look at all of our policies and processes. This includes reducing costs from our travel and facilities, as well as simplifying our bureaucracy and strategically reviewing our staffing. These savings will directly benefit our clients, as we will reprogram these resources toward new loans.
為了節省開支，我們的目標是在三年時間內每年至少降低成本4億美元。為了達到這個目標，我們將重新審視政策和流程，這包括減少出差和設施的費用，簡化官僚程序，并從戰略角度評估人員。節省下來的資金將直接用于我們的客戶，我們將重新規劃這些資源用于新的貸款。
Our financial review, though, isn’t limited to finding cost savings. It’s also about reforming the way we budget as a Group, aligning it with our strategy, and aggressively exploring new ways to grow revenue to better serve our clients. This could come from developing new financial tools and from accelerating the growth of the IFC, our private sector arm, and MIGA, which provides political risk insurance. Over the long term, I strongly believe the World Bank Group will become a more influential player in development for one simple reason: We are uniquely positioned to offer our clients global development solutions across sectors, countries, issues and partners. The diverse needs of lower- and middle-income countries will continue to evolve and we’re determined to become an ever more indispensable partner in helping them meet their biggest challenges, such as creating jobs and addressing climate change.
不過，我們的財務審查不局限于尋找節約成本的途徑。這也是關于改革我們作為一個集團的預算方式，使其與我們的戰略保持一致，并積極探索新的方式來增加收入，更好地服務于我們的客戶。這可以來自于開發新的金融工具，來自于加快我們面向私營部門的IFC（國際金融公司）和提供政治風險擔保的MIGA（多邊投資擔保機構）的成長。從長遠來看，我堅信世界銀行集團將在發展中發揮更大的影響，原因很簡單：我們有得天獨厚的優勢，為客戶提供跨部門、跨國家、跨議題和跨合作方的全球發展解決方案。低收入和中等收入國家的各種需求將會不斷演變，我們決心成為一個日益不可缺少的合作伙伴，幫助他們應對面臨的最大挑戰，比如創造就業和應對氣候變化。
Next spring, when we meet again, additional outcomes will be apparent from this financial review. In April, we will present a new roadmap of our finances. We will incorporate measures to grow our revenues, increase our financial capacity to serve clients, and improve our efficiency. Tomorrow, the Development Committee will discuss the first-ever World Bank Group strategy that brings together all parts of the institution, working toward achieving our two goals.
明年春天，當我們再次見面時，這一財務審查將會產生更多的結果。明年4月，我們將提出新的融資路線圖，我們將采納增收節支、增強服務客戶的財力和提高工作效率的措施。明天，發展委員會將討論世界銀行集團的首個整合各機構部門協力推進兩大目標的新戰略。
But let’s step back for a moment, and look at the state of extreme poverty in the world and what it will take to reach our goals. Just yesterday we released a report showing that of those in extreme poverty around the world, one in three is a child. That equals more than 400 million children. What more motivation do we need to accelerate progress toward the goal of ending extreme poverty by 2030? How can we in good conscience not do all we can to lift 400 million children, their families, and hundreds of millions of others out of poverty and into a life of opportunity?
但是，讓我們暫且退后一步，看看世界上存在的極度貧困狀態，看看需要采取什么行動來達到我們的目標。就在昨天我們發布了一份報告，顯示在世界各地深陷極貧狀態的人口中，每三人就有一個兒童，這相當于4億多兒童。我們難道還需要更大的動力來加快實現到2030年終結極度貧困的目標嗎？我們憑良心還能不竭盡全力幫助4億兒童、他們的家庭和億萬民眾擺脫貧困和獲得新生嗎？
Some have said that we need to make this goal more urgent. Just two days ago, we announced that if we are going to be on the path of reaching 3 percent of the population living in extreme poverty by 2030, we must get to 9 percent by 2020. This would be an historic accomplishment. But it will not be easy.
有人說我們需要增大這個目標的緊迫感。就在兩天前，我們宣布如果想要穩步達到2030年將極貧人口比例降低到3％的目標，我們必須到2020年降低到9%。這將是一項歷史性的成就，但并非輕而易舉。
Our economists found that if developing countries were to grow at the same rate as they have over the last two decades, the percentage of people living in extreme poverty will be roughly 8 percent globally by 2030. That will also mean that poverty would remain stubbornly and unacceptably high in many low-income countries. We’ve found that the only way to end extreme poverty will be for many developing countries to grow at their fastest rates during periods of the last two decades.
我們的經濟學家發現，如果發展中國家以過去20年相同的速度增長，到2030年全球極貧人口比例將達到8％左右。這也意味著，貧困現象在許多低收入國家依然根深蒂固，貧困率之高依然令人無法接受。我們發現，對許多發展中國家而言，終結極度貧困的唯一辦法是以過去20年間達到的最快速度增長。
That illustrates the true nature of the challenge before us, and it means that we can’t revert to business as usual. When I started my tenure at the World Bank Group some 16 months ago, I discovered a staff with a tremendous depth of knowledge and experience. I also found a staff frustrated with the institution. Many wanted their work to have greater impact. They chafed at a bureaucracy that had turned our six regional units into silos, with each one reluctant to share its technical expertise with the others. So if you were the leader of a country, and you faced out-of-control health care costs, with new hospitals going up in district after district, and you turned to us for advice on how to control costs, we gladly gave you advice – but it was almost always limited to your region alone.
這說明了擺在我們面前的挑戰的真實性質，這意味著我們不能照常規行事。當我16個月前開始就職世界銀行集團時，我發現員工擁有豐富的知識和經驗，我還發現員工對這個機構灰心喪氣，很多人希望自己的工作能產生更大的影響。他們對分成六大地區部門相互隔絕、互不交流的官僚制度深惡痛絕。因此，如果你是一個國家的領導者，你面臨著醫療成本失控，而各地又不斷建設新醫院，所以你要求世行提供如何控制成本的建議，我們很樂意給你建議，但幾乎總是局限于您所在的地區。
