Your Invitation to Help Build a Sustainable Future | Jim Snabe | TED

譯者: Mina Liu 審譯者: 麗玲 辛

Now when I was two years old,

當我兩歲時，

I moved to Greenland with my parents and my sister,

我和父母跟姐姐一起搬到了格陵蘭，

and we lived there for seven years.

然後我們住在那裡七年。

It is quite a remarkable place to grow up as a child.

格陵蘭是個非常適合孩子成長的地方。

I remember Greenland as a very tough environment.

我記得格陵蘭的環境很惡劣。

It was always cold, very dark, and there was lots of snow.

那裏總是很冷、天很黑，也很常下雪。

Not green at all.

根本不是綠色的（註：格陵蘭英文 為 Greenland 綠島）。

(Laughter)

（笑聲）

I actually believe that the word "Greenland"

實際上，我認為 「格陵蘭 (Greenland)」一詞

is the first example of greenwashing in this world.

是這個世界上第一個漂綠 (greenwashing) 的例子。

(Laughter)

（笑聲）

Now, seven years in Greenland

在格陵蘭七年的經驗告訴我，

taught me that our lives largely depend on the forces of nature.

我們的生活很大一部分 取決於自然的力量。

And 50 years later, in April 2022,

50 年後，2022 年 4 月，

I had the opportunity to participate in an expedition to northeast Greenland,

我有個機會到格陵蘭 東北部參加考察團，

with 13 dogs, a dogsled and a tent.

我帶著 13 隻狗， 一輛狗雪橇和一個帳篷。

This time, I only stayed for seven days,

這一次，我只停留了七天，

but enough to see the big changes in nature.

但這段期間足以目睹到大自然的變化。

Normally, the temperature in northeast Greenland, in April,

一般來說，4 月份 格陵蘭東北部的氣溫

is around minus 20 degrees Celsius,

大概是 - 20 °C

but that week,

但在那一週

we had days where the temperature was above the freezing point.

我們遇到有幾天的氣溫高於零度。

You could almost hear the ice melting, in April.

在四月天，幾乎都快能夠 聽到冰融化的聲音。

Wow.

哇！

So as I came back, I studied how much sea levels would rise

所以考察回去之後，我研究 如果格陵蘭所有的冰都融化，

if all the ice in Greenland would melt.

海平面將會上升多少。

I knew it was bad,

我知道這結果會不堪設想，

but honestly, I didn't know it was that bad.

但老實說，我不知道它會那麼嚴重。

Six to seven meters.

（海平面上升）六到七公尺。

I know now, and knowing is important,

我現在知道了， 而且了解這個情況很重要，

because when we know, we can do something.

因為當我們知道時，我們就可以做出改變。

But between knowing and doing, there is choosing.

但是在知道和實踐之間， 有選擇的空間。

By now, I think, we all kind of know.

現在，我想我們都知道了。

So the questions are: “What are we choosing?”

所以問題會是：「我們選擇什麼？」

And “What are we doing?”

和「我們在做什麼？」

If we want to avoid a climate disaster,

如果我們想避免氣候災難，

we need much more radical leadership.

我們需要更積極的領導力。

Now, some companies have chosen --

現在，有些公司已經選擇--

actually, many companies have chosen --

實際上，許多公司已經選擇--

to commit to net-zero emissions by 2030 or 2040,

承諾在 2030 或 2040 年 之前達到淨零排放量，

which is great news, but the progress is far too slow.

這是好消息，但進展太慢了。

CO2 emissions are still rising,

二氧化碳排放量仍在增加，

and if we do want to avoid that climate disaster,

如果我們真的想避免這場氣候災難，

I believe we need to be much more radical in our leadership.

我相信我們需要更加積極的領導能力。

(Cheers and applause)

（歡呼和掌聲）

When it comes to choosing, we need more courage.

當我們面臨抉擇時， 我們需要更多的勇氣。

Our choices need to be based on what is necessary,

我們的選擇需要基於必要的改變，

not what seems possible right now.

而不是現在看似可達成的事情。

If we choose to pursue impossible big dreams,

如果我們選擇追求不可能達成的遠大夢想，

we spark the imagination of people,

我們可以激發大家的想像力，

and the impossible becomes possible.

而讓不可能變成可能。

Like we did at Maersk in 2018,

就像我們 2018 年在馬士基集團 (Maersk) 所做的，

when we committed to zero-carbon shipping,

當時我們致力於零碳運輸，

without knowing how to do it.

卻不知道如何做起。

And when it comes to doing, we need much more collaboration.

而在執行時，我們需要更多的協作。

For more than 100 years,

超過 100 年以來，

we've learned how to specialize and optimize our part of the value chain,

我們已經知道如何將自己 在價值鏈中專業化和優化，

but if we want the kind of change that is necessary,

但如果我們想要進行必要的改變，

we need to reinvent the entire value chain based on zero carbon,

我們需要基於零碳排的目標 重整整個價值鏈，

not just a piece of it.

而不僅僅是其中的一部分。

At a time when some people talk about deglobalization,

當有人談論去全球化的時候，

we need more global collaboration

我們需要比先前更關注於

around sustainable technologies than ever before,

永續技術的全球合作，

not less.

而非減少全球性的協作。

It reminds me of the time in my youth

這讓我想起在我年輕的時候，

when I played the trumpet in a symphony orchestra.

當我在交響樂團裡吹奏小號時光。

It was a great experience,

那是一個很棒的體驗，

mostly because my fellow musicians played really, really well.

主要是因為其他的演奏家們 演奏得非常非常好。

(Laughter)

（笑聲）

Now if you want to change the music of a symphony orchestra,

如果你想改造交響樂團的樂曲，

it really doesn’t make sense to ask the trumpets to play a different tune

要求小號家演奏不同的音調 或是去拉小提琴，

or the violins.

會很沒有意義。

You need a new sheet of music for all the musicians at the same time,

你會需要同時為所有音樂家 提供新的樂譜，

and you might even need to replace some of the instruments.

甚至可能需要調換一些樂器。

Northvolt was created like that.

Northvolt（瑞典電池製造大廠） 就是這樣創造出來的。

The founders had the courage to reimagine

它的創始人勇於重新構想，

a zero-carbon value chain for batteries,

在回收的基礎上，

based on recycling.

重整電池零碳排的價值鏈。

And as a new instrument,

從一種新的儀器，

they invented a way to take back the raw materials in used batteries,

他們發明了一種方法， 能夠取回舊電池中的原料，

and use them again and again and again.

並重複地使用。

That is the kind of radical leadership we need.

這就是我們需要的積極領導力。

We need to have the courage

我們需要有勇氣

to orchestrate the reinvention of the entire value chain, end to end,

來協調整個價值鏈的重整，從頭到尾，

and we need to have massive collaboration to get it done in time.

而且我們需要進行大規模的合作， 才能夠及時達成目標。

And the good news?

但好消息是

Well, from my experience with Maersk,

根據我在馬士基的經驗，

and now Siemens and Northvolt,

還有西門子 (Siemens) 和 Northvolt 現在的經驗，

if you dream big and you have the openness for collaboration,

如果你有遠大的夢想， 並且對合作具有開放的心態，

this is not only a necessary set of conditions

這不僅是通往成功的必要努力，

to be successful in the endeavor,

it is also becoming a huge business opportunity at Northvolt.

這也成為 Northvolt 的巨大商機。

We have an order book of 55 billion dollars of green batteries,

我們有 55 億美元的綠電池訂單，

(Applause)

（掌聲）

an eight-year-old company.

公司才成立八年。

And Siemens -- thank you.

而西門子，謝謝。

(Cheers and applause)

（歡呼和掌聲）

And Siemens is achieving the highest growth rate since 20 years,

西門子達成 20 年以來 最高的成長率，

because we are decarbonizing industrial and urban infrastructures

因為我們正在與合作夥伴密切合作，

in close collaboration with our partners.

將工業和城市的基礎設施進行減碳。

There are so many examples out there,

這裡有很多的案例，

but we need many, many more.

但我們需要更多。

And that is what the TED Future Forum is all about.

這就是 TED 未來論壇的關鍵。

It's a growing community of companies

這是一個不斷成長的企業社群，

whose leaders have the courage to reinvent for a sustainable future,

而這些企業領導人有勇氣 重新創造出永續的未來，

and to share their stories,

並分享他們的故事，

to inspire others to do the same.

激勵其他人做同樣的事情。

We invite you to join us.

我們邀請您加入我們。

We invite you to play your beautiful instrument,

我們邀請您與世界上最勇敢的領導人

in a symphony orchestra

with some of the most courageous leaders in the world.

一起在交響樂團中演奏優美的樂聲。

Thank you.

謝謝。

(Cheers and applause)

（歡呼和掌聲）