金墉在世界银行与国际货币基金组织2013秋季年会全体会上的讲话（中英对照）

英文版：World Bank Group President Jim Yong Kim’s Speech at Annual Meetings Plenary.doc

中文版：世界银行集团行长金墉在年会全体会上的讲话.doc

One Group, Two Goals: Our Future Path

一个集团，两大目标：我们的未来之路

 

-- Speech at Annual Meetings Plenary

——在年会全体会上的讲话

 

World Bank Group President Jim Yong Kim

世界银行集团行长金墉

 

Washington, DC, United States

华盛顿，美国

 

October 11, 2013

2013年10月11日

 

Thank you, Mr. Chairman,

 

谢谢主席先生。

 

Mr. Chairman, Governors, honored guests,

 

主席先生，各位理事，各位贵宾，

 

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。很高兴今天见到各位。这是我的第二次年会，回顾过去的一年，我非常感谢各位理事、IMF总裁拉加德以及今天在座的各位给予我的建议和支持。谢谢各位。

 

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，我想首先对全球经济状况以及展望世界银行集团的未来我们能够从中汲取什么教训做一个简要的概述。

 

As all of us here know well, we remain in a period of uncertainty.

 

在座的各位都很清楚，我们仍处在一个充满不确定性的时期。

 

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，我们目睹了美国、欧洲和日本的经济增长放慢，但我们也必须看到，这是几年来第一次这三者都在朝着积极的方向行进。发展中国家的增长今年上半年出现放缓，但初步迹象显示三季度增长势头走强。

 

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，目前华盛顿深陷政治僵局，美国债务上限的最后期限逐渐逼近，已经开始动摇全球市场。我们敦促华盛顿的政策制定者尽快达成解决方案，以避免一旦出现债务违约可能造成的灾难性影响。仅仅两年前，即2011年，我们就看到差点出现的债务违约造成的重大影响持续了数月之久，这一次很可能会更严重。不确定性和动荡使发展中国家更难获得所需要的融资，不仅会导致投资放慢，还会对增长造成负面影响。而受害最大的是贫困弱势人群。

 

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.

 

从美联储5月份宣布最终逐渐退出量化宽松之后，几个月来发展中经济体已经出现不稳。仅缩小债券认购规模就已导致几个主要中等收入国家资本流入下降、利率上升和货币贬值。

 

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，美联储宣布推迟退出量化宽松提振了市场并停止了全球长期利率上行，这也为那些最脆弱的经济体提供了一个缓冲期。

 

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.

 

但这种喘息空间并不意味着政策制定者可以松口气了。相反，政策制定者应当充分利用这个小窗口，通过适当的宏观经济管理建立其经济的适应能力，加强资产负债表，并将其金融体系转移到更健全的基础上。

 

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.

 

多年来，这正是许多国家学会欣赏的来自世界银行集团的建议——即使落实起来难度很大。但长期以来，世界银行本身也没有遵循自己的建议。事实上，我们经常推迟作出困难的抉择。

 

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.

 

这种情况正在改变。我们正在服用自己开的药。我们正在加强财务纪律，提高效率，增加收入。正如我们对财长们所言，我们还需要做好更长远的计划，加强我们的收入基础，设法节省开支，建立一个持之以恒的更强大的基础。我们这样做的原因很简单：半年前，我们的理事会批准了两大目标：到2030年终结极度贫困和促进发展中国家底层40％的人口共享繁荣。如果我们对贫困人口抱有很高的愿望，如果我们的工作与我们的目标相一致，我们必须尽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.

 

为了节省开支，我们的目标是在三年时间内每年至少降低成本4亿美元。为了达到这个目标，我们将重新审视政策和流程，这包括减少出差和设施的费用，简化官僚程序，并从战略角度评估人员。节省下来的资金将直接用于我们的客户，我们将重新规划这些资源用于新的贷款。

 

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.

 

不过，我们的财务审查不局限于寻找节约成本的途径。这也是关于改革我们作为一个集团的预算方式，使其与我们的战略保持一致，并积极探索新的方式来增加收入，更好地服务于我们的客户。这可以来自于开发新的金融工具，来自于加快我们面向私营部门的IFC（国际金融公司）和提供政治风险担保的MIGA（多边投资担保机构）的成长。从长远来看，我坚信世界银行集团将在发展中发挥更大的影响，原因很简单：我们有得天独厚的优势，为客户提供跨部门、跨国家、跨议题和跨合作方的全球发展解决方案。低收入和中等收入国家的各种需求将会不断演变，我们决心成为一个日益不可缺少的合作伙伴，帮助他们应对面临的最大挑战，比如创造就业和应对气候变化。

 

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，当我们再次见面时，这一财务审查将会产生更多的结果。明年4月，我们将提出新的融资路线图，我们将采纳增收节支、增强服务客户的财力和提高工作效率的措施。明天，发展委员会将讨论世界银行集团的首个整合各机构部门协力推进两大目标的新战略。

 

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，让我们暂且退后一步，看看世界上存在的极度贫困状态，看看需要采取什么行动来达到我们的目标。就在昨天我们发布了一份报告，显示在世界各地深陷极贫状态的人口中，每三人就有一个儿童，这相当于4亿多儿童。我们难道还需要更大的动力来加快实现到2030年终结极度贫困的目标吗？我们凭良心还能不竭尽全力帮助4亿儿童、他们的家庭和亿万民众摆脱贫困和获得新生吗？

 

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.

 

有人说我们需要增大这个目标的紧迫感。就在两天前，我们宣布如果想要稳步达到2030年将极贫人口比例降低到3％的目标，我们必须到2020年降低到9%。这将是一项历史性的成就，但并非轻而易举。

 

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. 

 

我们的经济学家发现，如果发展中国家以过去20年相同的速度增长，到2030年全球极贫人口比例将达到8％左右。这也意味着，贫困现象在许多低收入国家依然根深蒂固，贫困率之高依然令人无法接受。我们发现，对许多发展中国家而言，终结极度贫困的唯一办法是以过去20年间达到的最快速度增长。

 

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. 

 

这说明了摆在我们面前的挑战的真实性质，这意味着我们不能照常规行事。当我16个月前开始就职世界银行集团时，我发现员工拥有丰富的知识和经验，我还发现员工对这个机构灰心丧气，很多人希望自己的工作能产生更大的影响。他们对分成六大地区部门相互隔绝、互不交流的官僚制度深恶痛绝。因此，如果你是一个国家的领导者，你面临着医疗成本失控，而各地又不断建设新医院，所以你要求世行提供如何控制成本的建议，我们很乐意给你建议，但几乎总是局限于您所在的地区。

 

Under our new organizational model, when you  ask us for help, we’ll look across our entire institution and offer the most up-to-date, state-of-the-art global knowledge and experience, with a deep bench of experts who know what has worked and what hasn’t in all regions of the world, from inside and outside our organization. In six months, new leadership for all the Global Practices will be in place, and this will have set in motion the realignment of a vast portion of the institution -- involving roughly 4,000 technical experts.

 

按照我们新的组织模式，当你向我们求助时，我们会环顾整个机构，提供最先进、最尖端的全球知识和经验，以一支实力雄厚的专家队伍作后盾，他们了解哪些方式对世界各地都有效而哪些无效，这些专家有的来自我们机构内部，有的来自外部。半年内，负责全球实践的新领导班子就将到位，这将启动机构的大规模调整，涉及约4000名技术专家。

 

We’re also committed to being a partner that will be easier to work with.  Last year during the Annual Meetings in Tokyo, a Minister of Finance told me in front of a large group that, for the first few months in his position, he felt it was his job to spend hours learning about our complex organizational structure to understand how we worked. He said the bureaucracy was so complex that out of frustration he reduced his engagement with us.

 

我们也致力于成为一个更容易共事的合作伙伴。去年，在东京年会期间，一位财长当着很多人的面对我说，在他就职的最初几个月，他感到有必要花时间搞清楚我们复杂的组织结构，以便弄明白我们是怎样工作的。他说，官僚机构实在是太复杂了，无奈之下他减少了同我们的联系。

 

That should never happen. A development institution can’t operate effectively when its clients are confused, and when its most prized possession – knowledge – is walled off into disjointed, non-communicating silos.  A development institution, like a business, needs to find innovative solutions, capture best practices, and share lessons of success and failure widely and as quickly as possible.

 

这种事情不应该发生。在客户感到困惑，当最宝贵的知识财富被相互隔绝、互不交流的情况下，一个发展机构是不能有效运作的。一个发展机构就像一个企业，需要找到创新解决方案，获取最佳实践，广泛和尽快地分享成功经验和失败教训。

 

This is my promise: The World Bank Group will openly share our knowledge and experience with all 188 member countries, the private sector, and civil society.

 

这是我的承诺：世界银行集团将与所有188个成员国、私营部门和公民社会公开分享我们的知识和经验。