Use Your Voice, Vote and Wallet for Climate Action | Halla Tómasdóttir | TED

翻译人员: sylvia feng 校对人员: Yan Li Xiao

Pat Mitchell: Thank you, Halla.

帕特·米切尔：感谢你，海拉。

You don’t look any worse the wear for having been on those front lines.

之前你一直在大会现场忙碌， 但今天穿着打扮依旧很亮眼。

Halla Tómasdóttir: Well, it was quite the experience.

海拉·托马斯多特：是的， 那种忙碌的体验很特别。

PM: And many times you were there in the important discussions and debates

帕特：大会期间你参与 过很多重要的讨论和辩论，

that were going on

于此同时，

as world leaders were grappling to find the answers.

全世界的领导人也在 寻求许多问题的答案。

So help us understand what happened, what didn't.

帮我们了解一下会议 有哪些进展和有什么未达成的事项

What, in your opinion, were the outcomes of COP26?

在你看来，COP26 取得了哪些成果呢？

HT: Thank you, Pat, and hello, everyone.

海拉：谢谢你，帕特，大家好。

In short, we made progress,

简单来说，我们有进展，

but we are not on track to deliver the world we need.

但对于建设人们所需的 世界，我们还未步入正轨。

And I'm a stubborn optimist,

我是个倔强的乐观主义者，

so I want to uplift the ground we took, because it was important ground.

所以我想强调我们取得的成果， 因为这些成果很重要。

But I also want to be very clear that I left Glasgow

但我也想明确地说， 在离开格拉斯哥时，

with a very visceral feeling

我真切地感受到

that there was this gaping generational and trust gap

目前存在的代际和信任鸿沟

that we are almost unable to bridge

几乎是无法弥合的。

because we have become so deeply divided

因为我们的分歧太大了，

and we're essentially in a crisis of trust.

根本上说，我们正处于 信任危机之中。

And so we're facing an existential climate crisis,

因此，虽说我们面对的是 气候危机，关乎人类生死存亡，

but the greatest barrier may be that we don't have trust.

但最大的阻碍在于我们缺乏信任。

And so let me try to give you a few things to feel hopeful for

下面我将讲几个我希望 可以，给大家一点希望的例子

that I do think came out of this COP

我认为这些都 是 COP 的成果，

because I think it matters for us to spring into action to have hope.

我认为获得希望感很重要， 这样我们才能更好地行动起来。

And so what I would like to uplift,

我想强调的第一点，

number one, is that I think the agenda,

是关于议程的，

the climate agenda is becoming more holistic than it has been.

气候议程变得比以往更加全面。

It's no longer just about reducing greenhouse gas emissions,

虽然减少温室气体排放很重要，

as important as that is.

但不再局限于此。

Nature is on the agenda.

自然出现在了议程中。

And we're at least talking about justice and inclusion.

而且我们至少有谈到公平和包容。

We weren't doing that just a few years ago.

几年前 这些都不在议程内。

Now we need to act on it, but at least we're talking about it.

尽管我们现在需要的是行动， 不过至少我们谈到了这些问题。

So a more holistic agenda.

所以我说议程更全面了。

Second, I believe this COP will be remembered

第二，我认为这 届 COP 会被铭记

as the COP where business and finance showed up.

因为这届 COP 有商业 和金融界的参与。

And we can say that doesn't matter

我们可以说这不重要

because the COP process is created for governments,

因为 COP 是为政府设立的，

but that matters so much.

但实际上这很重要。

Governments cannot solve this alone.

政府不可能独自解决气候问题。

We need public-private partnership,

我们需要公私领域的合作，

and we need to be working with civil society.

也需要和民间团体合作。

We need radical collaboration, and I feel like that’s starting to happen.

我们需要全面彻底的合作， 我感到这正开始发生。

I have some hope in that.

我对此抱有期待。

And then third, we saw some unlikely alliances.

第三 出现了一些意想不到的合作。

We saw, well, B Team leaders and other business leaders

比如 B 团队的头和其他商业领袖

stand with the Climate Vulnerable Forum countries

同易受气候影响脆弱国家 论坛的成员国站在一起，

that are contributing the least to this problem

这些国家对气候造成的影响最小，

but are being hit the hardest by them.

但受到的影响最重。

And we saw business leaders standing there with presidents of countries

比如，商业领袖和 处境棘手的国家头脑

that are dealing with terrible situations,

站在一起，

demanding that the Global North deliver the 100 billion for the Global South

要求北方国家给南方国家一千亿，

and then some,

还有些人，

to help mitigate this crisis.

帮助缓解危机。

And last but not least,

最后同样重要的是，

we had actually accountants show up as the change catalysts

实际上，出现了作为 改变催化剂的会计

that may change the world, and who would have thought.

可能会改变世界，可谁会想到呢？

But we announced the International Sustainability Standards Board.

但我们宣布成立的国际可 持续发展准则理事会。

And this may not mean anything to many of us,

虽可能对大众没什么意义，

but it means everything to changing norms in business

但和改变商业准则息息相关

because it means we're going to start measuring and disclosing what matters.

因为这意味着 我们要开始估量并公开什么是关键。

And so I think these things should all give us hope.

所以我认为 上述所有这些事都该能给我们希望。

But let me not gloss over the fact

但我不会粉饰

that we had these gaping gaps between the inside and the outside

内外的巨大分歧。

that actually left me feeling that we have so much hard work to do now.

事实上，这让我觉得目前我们 还有很多艰巨的工作要完成。

We can't leave that moment behind us.

我们不能撒手不管。

We right now must rise.

我们必须立刻站起来。

We have a narrow window to deliver this future we need,

在狭窄的窗口期内 实现我们需要的未来，

and it is going to take all of us leaning in,

这需要所有人的参与，

not just around one global moment

而不只是全球一刻，

but in one global movement of private sector, public servants

而是全球行动， 私营企业，公务人员，

and civil society actors and activists

民间团体的行动者，活动家，

coming together in a more radically collaborative way

以从未有过的更彻底的合作方式

than we ever have before.

一同行动。

(Applause)

（掌声）

PM: Among the most hopeful outcomes was one you referenced,

帕特·米切尔： 最有希望的 成果之一就是你提到的，

that business leaders stepped up.

商业领袖站了出来。

And that was in large part because of the leadership of the B Team,

这很大程度上 是因为 B 团队的领袖。

who are business leaders committed to becoming more accountable

这些商业领袖承诺变得更负责任，

and to creating sustainable business practices,

并创建可持续的商业实践，

going from being the perpetrators to the problem solvers.

从问题的制造者变成问题的解决人。

So how is that happening?

这是怎么发生的？

HT: Well, let me start by saying the B Team leaders are not perfect.

HT：嗯 首先来说 B 团队 的领袖并不是完美的。

None of us honestly are,

没有人是，

but they are global leaders from business and civil society

但他们是来自商业 和民间团体的全球领袖

who have decided to put humanity at the heart of their leadership compass

决定把人类放在 他们领导纲领的中心，

and do the hard work to meet the climate crisis,

然后努力应对气候危机，

the crisis of inequality and the crisis of trust we are facing.

不平等危机 和我们面临的信任危机。

And so we're showing up,

所以现身会场，

placing the well-being of people and planet

把人类和星球的福祉

alongside the pursuit of profit,

同逐利放在一起，

and that is long overdue.

而这早该如此。

But it is fortunately now becoming more of a mainstream agenda

但幸运的是现在这 越来越成为主流议题

than when the B Team was founded seven years ago.

和 B 团队七年前建立时不一样了。

And so we've been on this journey for seven, nearly eight years now,

这就是说我们走上这条路 现今已有 7 年，快到 8 年了，

and we’ve just put out something we call “The New Leadership Playbook”

我们才刚刚发行 被我们称为“新领导手册”的册子

and “10x Bolder” podcast

和“十倍醒目”播客

where we are actually sharing the journeys,

在博客中分享我们走过的路程，

the stories of transforming businesses to be in service of a better world

分享为追求更好的 世界而商业转型的故事，

and going deep in the conversations of why we do that as human beings.

并深入探讨作为人， 我们为什么这样做。

And actually sharing the questions we should be asking now,

并分享我们现在该问的问题

because this is not a moment where we have all the answers,

因为此刻我们没有所有的答案，

but we know we need to be asking the hard questions

但我们知道我们需要 问那些难以解答的问题，

and sharing some of the resources

并分享一些资源

that can help businesses and leaders who want to go on this journey.

来帮助想走上这条路的企业和领袖。

Because the window is now, and we need everyone to join us.

因为现在就是窗口期， 我们需要所有人的参与。

And more importantly, while in COP,

更重要的是，在 COP 时，

we put out a statement

我们发出声明

where we put out our assessment of what was going on in Glasgow,

对发生在格拉斯哥的大会作出评估，

and we promised to convene a global dialogue

并承诺在 2022 年

of multiple stakeholders in 2022.

召开多方全球会谈。

It could be dialogues.

可能是会谈。

We are yet to design it.

我们还没计划好。

But really bring people together across these deep divides,

但跨越这些巨大的分歧 真正让人们团结起来，

because there is no way from here to where we want to go,

因为除此之外别无他法能让我们 从现在走向我们想要的未来，

a future where we can love where we live,

一个能让我们爱上我们 生活的地方的未来，

by going it alone anymore.

不孤军奋战。

It’s going to take radical collaboration,

进行彻底的合作，

and we can't love where we live

如果温度的升高

unless we keep the world on track for 1.5 degree warming,

比工业革命前多出 1.5 摄氏度，

above pre-industrial levels.

我们居住的地方就会不再宜居。

Unless we bring nature into the solutions

除非我们把自然纳入决策

and start reversing

然后开始扭转，

or halting first, and then reversing nature loss.

或先停下再扭转 自然的损失。

And unless we start making this about a just and inclusive transition

除非我们为了全人类

for all of humanity.

开始公平包容的转变。

And this is going to be the hardest work we ever do,

这会是前所未有最困难的工作，

but we created this world so we can co-create a world

但我们创造了这个世界 所以我们可以也能一同创建

where we love where we live.

一个能让我们爱上的世界。

And I don't know a single human being

我知道的所有人

that doesn't feel deeply frustrated with the moment we are in

都对现状感到深深的挫败，

and is interested in navigating this transition to a better future.

都有兴趣找到通往 更好未来的的航向。

And that's the work that we have to do in the next eight years.

这是我们在接下来的 八年里不得不做的工作。

The most difficult work of our lifetimes has to happen in the next few years.

接下来几年的工作会是 我们有生以来最难的。

PM: The B Team and other business leaders who were there,

帕特·米切尔： B 团队和 其他到场的商业领袖，

you've also developed some really specific actions

你也开发了一些你相信改变需要的，

and things you believe need to change.

真的特别的行动。

Share this with us.

和我们说说吧。

HT: So if we want to love where we live,

海拉：如果我们想 爱上我们生活的地方的话，

we have to change who,

那我们不得不改变，

to change how we lead, run businesses and our economy.

改变我们怎么领导 并运营我们的商业与经济。

What do we mean by that?

我是什么意思呢？

Without closing the gender, racial, ethnic, generational,

如果不缩小性别， 种族，人种，代际，

Global North, Global South gaps around every table,

全球南北普遍存在的间隙，

so we can start redesigning the table,

这样我们可以重新设计规则，

we are not going to be able to design a world that is trusted,

我们不用设计一个 可以让每个人都信任，

inclusive and works for all.

包容并适用于所有人的世界。

Right now, it is a rather male and a rather pale world,

现在的世界更像是一个 偏向男人和苍白的世界，

and you all know what the third thing is.

而我们都知道接下来会如何。

That’s going to give us a rather stale world.

这会让我们有一个更陈腐的世界。

Well, that is not what we need now.

而这不是我们现在需要的。

We need the greatest human transformation of our lifetimes to happen now,

我们现在需要的是对人的生活 方式做出有生以来最大的变迁，

and that should be exciting.

这该激动人心。

It's a huge business opportunity.

这是一个巨大的商业机遇。

It's a huge opportunity to unite people,

是将人们团结在一起的巨大机会，

and it's a huge opportunity to create a world that works for all.

是创造出一个适用于所有 人的世界的巨大机会。

But we have been going about this with sameness or conformity.

但我们已经开始着手处理 同质，或者说从众的问题

And leadership, I have said before,

领导力，就像像我之前说的那样，

we suffer from a crisis of conformity in leadership.

我们正遭遇领导同质的危机。

So the only way to disrupt that is to bring difference to bear.

瓦解这个问题的唯一 的方法就是接受不同。

We have to close these gaps in leadership no later than by 2025.

我们必须在 2025 年 之前缩小领袖的隔阂。

It should be on everybody's agenda to close these gaps,

弥合这些隔阂该在 每个人的日程表上，

in every leadership room and every design room, everywhere.

该在每个领导的办公室 每个设计室该在世界各处。

But we also have to rethink what leadership is.

但我们也必须反思什么是领导力。

It is no longer something that comes only from people in positions of power.

它不再是只有占据权势 地位的人才可以获得。

Leadership is, and has always been, something that is inside out.

领导力是从内向外的。

It's in all of us.

它在我们所有人之中。

And the greatest work we do in life is to unlock it

我们在生活中最大 的工作就是将之解锁。

in service of something that we care about.

为我们在意的事服务。

And so changing who to change how

所以改变谁，怎么改变

is also about changing you to change how.

也是一个关乎 该如何改变自身的问题。

And about each of us doing the work to come from the inside out,

关乎我们每个人如何 从内向外的做事，

bring our humanity to bear,

心怀人性，

bring our courage to bear,

心怀勇气，

drop from our heads to our hearts more often.

时时谦逊。

Because business schools,

因为商业学校，

our capitalistic system has trained us

我们的资本主义系统主要

overly much on the left brain, left side of our brain only.

训练我们的左脑， 它只训练我们的左脑。

And we won't be able to calculate our way

让我们无法计算我们该怎么走，

from where we are to where we need to be and excel alone.

从哪里出发，需要去 往哪里独自追求。

Technological transformations are critical,

技术上的转变是关键，

and we have a lot of them in place and a lot of them underway.

有许多已经就位 还有许多正在进行中。

And we clearly have enough money in the world,

在这个世界上 我们显然有着足够的金钱，

but those things may not be matching up.

但这些事可能无法串联在一起。

The missing piece is transformational leadership.

缺失的是领导转型。

So we need to drop from our heads to our hearts and unlock courage.

所以我们需要谦逊 聆听心声并解锁勇气。

And what we care about and our humanity.

发现我们在意什么 以及我们的人性。

And we need to face the truth:

我们需要面对事实：

that our economic system may have served some well for a long time,

那就是我们的经济系统 可能很长时间以来做得还不错，

may still be serving some,

可能对一些人仍有作用，

but has failed to serve the many for quite some time.

但已经有一段时间 不能为许多人服务了。

So unless we reset and write the rules in our economic system

所以除非我们重启 重写经济体系的规则，

and align the incentives for the future we're trying to deliver,

并结合我们想要实现的未来，

we are going to be unable to do it.

我们就无法做到。

And let me just give you a couple of facts.

就让我与你分享几个事实。

Currently our governments are spending 11 million dollars a minute

现在我们的政府每分钟 会在补贴化石燃料上

in subsidizing fossil fuels.

花掉 1100 万。

In a year 1.8 trillion dollars into subsidies

一年就有 1.8 万亿美元

that are environmentally harmful.

用于对环境有害的补贴。

So we go to Glasgow and we set goals for the future,

所以我们来到格拉哥斯 为我们的未来定下目标，

and then we go home and we invest in the past.

然后我们回家 像过去一样投资。

This is insanity, if I've ever seen it.

这太疯狂了， 我从没见过这样的事。

So --

所以 ——

(Applause)

（掌声）

So brave leadership matters,

所以勇敢的领导很重要，

and that's what the B Team leaders are trying to do,

这就是 B 团队领袖正尝试做的事，

and we need a lot more people to join us.

我们需要更多的人加入我们。

But brave leadership in a broken system isn’t going to work,

但如果体系是破裂的勇敢 的领导也发挥不了作用，

so we have to write the rules,

所以我们不得不写下规则，

we have to change who, to change how.

我们必须改变自身， 改变行事准则。

And I say change who to change how is the transformational lever.

我所说的改变自身，改变 行事准则就是转变的杠杆。

It’s going to help your company become future-fit.

能帮助我们的公司变得更适合未来。

It's going to help unlock the innovation you need.

帮助解锁我们需要的创新。

So it's a lever to lead the transformation.

这是能引向转变的杠杠。

But let's not excuse the role of governments.

但让我们不要为政府 扮演的角色找借口。

Governments have to write the rules.

政府必须制定规则。

They have to align the incentives.

必须采取激励措施。

They have to require business to measure what matters.

他们必须要求商业界衡量什么重要。

PM: Such important actions that must leave us all thinking, though,

帕特：但这样重要的行动 一定会让我们所有人都有所思考，

what is the one thing that we can do?

我们能做什么呢？

Our friend Mary Robinson says,

我们的朋友玛丽·罗宾逊说过，

"Make it personal.

“将它个人化。

Make the climate crisis personal."

让气候危机个人化。”

How do we do that?

我们该怎么做呢？

HT: Well, for me, it's incredibly personal.

海拉：对我来说， 个人能做的事有很多。

I carry Mother Earth,

我带着大地母亲，

and I'm now changing it to daughter Earth, around my neck.

我脖子上的这个现在 我改叫它大地的女儿。

It was a gift from my husband and two children.

这是来自我的丈夫 和我两个女儿的礼物。

But as a CEO of the B Team, as a mom, I care deeply about this.

作为 B 团队的 CEO 和作为一位 母亲我十分关心这个。

I care so much about it that I even ran for president at some point.

我对此的在意是这样的多 在某刻我甚至还为此竞选总统。

And I'm just a little girl from Iceland who just thinks

我只是个来自冰岛的小女孩，

that what I care about matters,

只是认为我在意的事很重要，

and that I can unlock my authentic voice

我可以为更好的未来

and values in service of a better future.

真诚发声，传递价值。

So can all of us in here.

所以今天在场的人也都可以这样。

So bearing that maybe not all of you will want to run for president,

只是可能不是所有人都想竞选总统，

(Laughter)

（笑声）

but I hope many of you will really think about it

但我希望你们中的许多人 可以真正地考虑一下

because it’s one of the best things I’ve ever done,

因为这是我曾做过的最好的事之一，

yet the hardest.

当然也是最难的。

I think the first thing I would advise all of you to do

我认为我对你们所有人 提出的第一个建议会是

is to drop from your head to your heart and really craft your own compass,

保持谦逊，坦诚自我， 找到自己的方向，

and let your leadership align with that.

并联合自己的领导。

And then use your voice,

依据自己的道德指针，

your votes and your wallets, according to that moral compass.

发声，投票，用好自己的钱。

Because as human beings, we know truth from fake news.

因为作为人类我们能从 虚假新闻中了解真相。

We know the work we need to do.

我们知道有事需要我们去做。

So moral compass, and then use your voice.

所以遵循道德罗盘 发出自己的声音。

It's the most powerful tool we have.

这是我们有的最用力的工具。

Use your votes and help everybody else have the opportunity to use that.

投出你的一票为任何其他 有机会投票的人提供帮助。

And use your vote with your feet.

投票也不忘实干。

You know, so work for companies and do business with companies

你知道 为那些和你罗盘同向的

that actually are aligned with your compass.

公司工作与合作。

And then use your wallets.

然后用好自己的钱。

And ask questions when you're spending money,

在花钱时，在投资时，

when you're investing money, when you're choosing a bank.

在选择银行时，要问清楚。

You have so much power.

你有太多的力量了。

But make sure, whatever you choose to do,

但要确定，无论你选择做什么，

that you don't underestimate that the most powerful lever around

你不会低估现在推动转变力量

to drive the transformation right now is collective power of employees.

最有力杠杆就是员工的集体力量。

And they are really making their voice and votes matter now.

他们现在正发出自己的 声音投出自己的一票。

And power has shifted.

力量因此流动

Emerging power has more power now.

正崛起的力量现在更具力量。

So wherever you are, mobilize, bring people together,

所以不管你在哪里， 动起来，把人们联合起来，

put pressure on politicians, put pressure on CEOs.

对政治家施压，对 CEO 们施压。

It's actually a few actors that can really change this.

事实上只要有几个 行动者就能真的改变现状。

But many actors can help them see that time is out,

但行动者多起来就能 帮他们看清时间不多了，

and time for courageous and brave leadership is now.

现在正需要富有激情的领导。

Demand it.

为你的需求发声。

PM: Thank you for your leadership, Halla.

PM：谢谢你的领导，海拉。

Use your vote, your wallet, your voice.

为自己发声，投票， 和用好自己的钱。

(Applause)

（掌声)

HT: Thank you.

海拉：谢谢。

(Applause)

（掌声）