世界银行集团行长金墉在乔治·华盛顿大学的演讲（中英版）

A World Bank Group strategy

世界银行集团的战略

Our answer is that for the first time, we have a strategy that will bring together the entire World Bank Group – the Bank, which works with governments; the IFC, our private sector arm; and the Multilateral Investment Guarantee Agency, or MIGA, which provides political risk insurance. We just released it a few days ago. Never before have we defined a strategy that gives us a comprehensive roadmap to guide all parts of our institution around common goals and principles.

我们的回答是，我们第一次有了一个将整个世界银行集团统一起来的战略，包括与各国政府合作的世行；包括我们的私营部门窗口国际金融公司（IFC）；也包括提供政治风险担保的多边投资担保机构。我们几天前刚刚发布这一文件。我们过去从未制定过这样一个统一的战略，给予我们一个围绕共同目标和原则指导机构所有部门工作的全面路线图。

Why is this important? Bureaucracies sometimes operate in ways that keep people away from each other. They tend to create self-enclosed areas of influence. These areas become well-guarded bunkers, or silos. I know something about silos. I grew up in Iowa, and we had lots of them. Those silos of corn stood starkly alone, especially during those long cold winters.  Silos perform a critical function in the cornfields of Iowa but they have no place at the World Bank Group.

为什么这一点很重要？官僚机构的运作方式有时让人们相互隔离。他们往往创造自我封闭的势力范围。这些势力范围成为戒备森严的碉堡或者筒仓。我对筒仓有所了解，我在爱荷华州长大，我们那里有很多筒仓。那些贮存玉米的筒仓孤零零地站在地里，特别是在漫长的冬季。筒仓在爱荷华的玉米田里发挥着重要作用，但在世界银行集团没有它们的位置。

How can we – or any other large organization – meet our highest aspirations of serving the poor if we work in a collection of silos? We need to connect the brilliant minds in our institution so that their knowledge flows freely.

如果人们各自在一堆筒仓里工作，我们——或者任何其他大型组织——怎么能够实现为穷人服务的的最高理想呢？我们需要让我们机构中的出类拔萃之辈对接，使他们的知识自由流动。

The World Bank Group strategy is based on the conviction that the entire organization will work and together as a seamless whole to achieve our inspiring goals. And we know that if we are to have any chance to succeed, we must be selective – first, we must choose our priorities and then, abandon those activities that don’t make the cut.

世界银行集团的战略是基于这样一种信念，即整个机构将齐心协力、团结一致地实现我们的目标。我们也知道，要想取得成功，我们必须具有选择性——首先要选择我们的优先重点，然后是放弃那些非优先领域的活动。

What will we stop doing? We won’t continue working in areas in which others are better. We won’t enter projects for the sole purpose of meeting volume targets for the year. We won’t take on projects just to plant our flag on the ground. And we won’t tolerate behavior that promotes individual interests over the common good.

我们将要停止做哪些事呢？我们将不会继续从事那些别人更擅长的领域。我们不会仅仅出于要完成年度贷款额指标而开展项目。我们不会仅仅为了插上我们的旗子而开展项目。而且，我们绝不容忍将个人私利置于公共利益之上的行为。

So what are our principles?

那么我们的原则是什么？

We will ensure that all our activities have a relentless focus on our two goals.

我们将确保我们的一切活动都坚持不懈地专注于我们的两大目标。

We will become better partners to others so that together we can achieve those goals.

我们将更好地与其他方面合作来实现这两大目标。

We will be bold.

我们将勇往直前。

We will take risks –smart risks. And by that, I mean we will invest in projects that can help transform the development of a country or a region – even if it means we might fail.

我们将勇于冒险——聪明地冒险。我的意思是，我们将投资于那些可能有助于改变一个国家或者一个地区的发展的项目——即使我们有可能失败。

We will excel at delivering local solutions by taking our global knowledge and making sure it is available to countries and companies that need it.

我们将出色地利用全球知识来提供本地解决方案，并确保那些需要这些知识的国家和企业都可以获得这些知识。

We will take advantage of our deep experience to lead cutting-edge global practices on issues such as finance, education, health, infrastructure, energy, and water.

我们将利用我们的丰富经验，在诸如金融、教育、卫生、基础设施、能源和水资源等问题上领导最前沿的全球实践。

We will always look for opportunities to help countries invest in their people. We must help countries become more competitive, and a powerful way for them to do so is by investing in the education, health, and job training of their citizens.

我们将会不断寻找机会帮助各国投资于人民。我们必须帮助各国提升竞争力，而达此目的的一个有效途径是投资于公民的教育、卫生和就业培训。

And we will look to create innovative financial tools that can open up new opportunities for long-term financing that countries desperately need.

而且我们将寻求开发 创新型融资工具，开拓提供各国急需的长期资金的新渠道。

Making the strategy a reality

将战略变为现实

Our strategy calls for us to become a Solutions Bank with results for the poor as our central benchmark.  Three elements of the strategy are worth highlighting.

我们的战略要求我们成为一个提供解决方案的银行，以对贫困人口产生的成效作为我们的主要基准。新战略有三项内容值得强调。

First, we will partner with the private sector to use their expertise and capital to fight poverty.  This is particularly important to create good jobs for the poor.

首先，我们将与私营部门联手，利用他们的专业知识和资金来抗击贫困。这一点对于为贫困人口创造良好的就业尤为重要。

Second, we will increase our commitment to fragile and conflict-affected states, which will require us to be bolder, take more risks, and commit more resources.

第二，我们将加强对脆弱与受冲突影响国家的承诺，这将要求我们更加大胆，承担更多风险，投入更多资源。

And third, we will be as ambitious as possible on issues that are of global importance, including investing in women and girls and combatting climate change. Our response to climate change, for instance, must be bold enough to match the scope of the problem.

第三，我们在具有全球重要意义的议题上要尽可能雄心勃勃，包括投资于妇女和女童、抗击气候变化。例如，我们对气候变化作出反应的力度必须与问题的严重程度相匹配。

Creating good jobs

创造良好就业

On the first element, one of the highest priorities at the World Bank Group will be to help create jobs. How can we most effectively help regions and individual countries position themselves for private-sector-led job growth? The scope of the challenge is daunting – the world needs to create 600 million new jobs over the next decade.

围绕第一个目标，世界银行集团的最高优先事项之一将是帮助创造就业机会。我们如何才能最有效地帮助有关地区和国家创造最佳条件来促进私营部门主导的就业增长？这是一项十分艰巨的挑战—— 全球需要在未来十年内创造6亿个新的就业机会。

A critical pathway out of poverty for the poor is through providing an open and transparent connection to local and global markets. This access can unlock entrepreneurial potential for millions.

帮助穷人摆脱贫困的一条重要途径是以公开透明的方式将他们与本地市场和全球市场联系起来。这种对市场的参与可以释放亿万民众的创业潜力。

For example, one of IFC’s clients, Ecom, connects cocoa, coffee and cotton farmers in over 30 countries to global markets.  Last year, Ecom helped more than 134,000 farmers and thousands more through farmer organizations.

例如，国际金融公司的客户Ecom将30多个国家里种植可可、咖啡和棉花的农户与全球市场连接起来。去年，Ecom向13.4万农民提供了帮助，并通过农民组织帮助了更多人。

We also are expanding our group of partners to include those which are pioneering new business models.  Just two weeks ago, I met Jack Ma, the founder of Alibaba, a Chinese firm that, among other things, accounted for 60 percent of the 8.8 billion packages mailed inside China last year. He showed me his black canvas shoes, which were made by a woman in a small village in China. Alibaba was able to drive logistics prices so low that this woman could market her shoes and ship them anywhere in China at a better price than the local shoe store. In just a few years, Alibaba has fostered the creation or growth of over 6 million small and medium enterprises in China.

我们也在扩大合作伙伴的范围，吸纳那些开拓新商业模式的企业。就在两周前，我会晤了中国阿里巴巴公司的创始人马云，这家企业在去年中国境内邮寄的88亿个快件中占60％。他给我看他穿的黑色帆布鞋，这是中国一个小村里的妇女做的。阿里巴巴能够使物流价格降到如此之低，使这名妇女有可能把她做的鞋销售到中国任何地方，价格还低于本地的鞋店。在短短几年中，阿里巴巴扶持了中国600多万个中小企业的创业和成长。

That is an example of a transformational business model. But there are many environments that Alibaba and other companies stay away from. We at the World Bank Group serve as a trusted advisor to the private sector, and that often means we will be the first to venture into a risky environment in order to make others feel more comfortable to invest. We know that there are several trillion dollars managed by sovereign wealth funds and institutional investors; much of it is sitting on the sidelines in low-performing funds. So we will actively work to find new ways to attract these private funds to developing country projects. One recent example was our launch of the Managed Co-lending Portfolio Program in China. The Chinese government agreed to invest $3 billion, alongside IFC; other countries are expressing interest in joining the program.

这是一个具有变革意义的商业模式的例子。但也有很多环境是阿里巴巴和其他企业避之不及的。我们世界银行集团是私营部门可信赖的顾问，这往往意味着我们会率先冒险进入一个有风险的环境，目的是让他人更放心地投资。我们知道主权财富基金和机构投资者管理着数万亿美元，其中很大一部分闲置在表现不佳的基金里。因此，我们将积极努力寻找新的方式来吸引这些私募基金投资发展中国家的项目。最近的一个例子是我们在中国启动了管理联合贷款组合计划。中国政府同意投资30亿美元，与国际金融公司联手合作；其他国家也表示有兴趣加入该计划。