I really am honored to be here, and as Chris said, it's been over 20 years since I started working in Africa. My first introduction was at the Abidjan airport on a sweaty, Ivory Coast morning. I had just left Wall Street, cut my hair to look like Margaret Mead, given away most everything that I owned, and arrived with all the essentials -- some poetry, a few clothes, and, of course, a guitar -- because I was going to save the world, and I thought I would just start with the African continent.
お招きありがとうございます アフリカで働き初めてから20年以上たちました 初めて着いたのは 汗ばむ朝のコートジボワール アビジャン空港 ウォールストリートを辞め 髪はマーガレット・ミード風にして 持ち物をすべて処分し 必需品のみ持って到着しました 詩集 洋服 そしてギター 世界を救うなら アフリカ大陸から始めようって思ったのです
But literally within days of arriving I was told, in no uncertain terms, by a number of West African women, that Africans didn't want saving, thank you very much, least of all not by me. I was too young, unmarried, I had no children, didn't really know Africa, and besides, my French was pitiful. And so, it was an incredibly painful time in my life, and yet it really started to give me the humility to start listening.
でも 着いたその日 何人かの西アフリカ人女性から 「気持ちはうれしいけど アフリカは救済なんて必要ないわ 少なくともあなたからはね」と言われました 私は若すぎ 結婚もまだ 子供もいませんでした アフリカの知識もなく フランス語はひどいものでした 私の人生の中で ものすごく辛い時期でした 同時に謙虚に聞くことの大切さを学びました
I think that failure can be an incredibly motivating force as well, so I moved to Kenya and worked in Uganda, and I met a group of Rwandan women, who asked me, in 1986, to move to Kigali to help them start the first microfinance institution there. And I did, and we ended up naming it Duterimbere, meaning "to go forward with enthusiasm." And while we were doing it, I realized that there weren't a lot of businesses that were viable and started by women, and so maybe I should try to run a business, too. And so I started looking around, and I heard about a bakery that was run by 20 prostitutes. And, being a little intrigued, I went to go meet this group, and what I found was 20 unwed mothers who were trying to survive.
失敗は大きな原動力にもなります それから私はケニアに移動し ウガンダで働き ルワンダの女性グループに出会い 1986年に彼女達が キガリ初のマイクロファイナンスを設立する手助をし 私達はそれを「デュタランブレ」と名づけました 「情熱の赴くままに」という意味です そのうち 存続可能な 女性起業のビジネスが少ないと気付き ビジネスを立ち上げてみようと思いました いろいろ検討し始め 20人の娼婦が経営する パン屋のことを耳にしました 好奇心をそそられ そのグループに会いに行くと そこには 生き延びようと必死な未婚の母親達がいました
And it was really the beginning of my understanding the power of language, and how what we call people so often distances us from them, and makes them little. I also found out that the bakery was nothing like a business, that, in fact, it was a classic charity run by a well-intentioned person, who essentially spent 600 dollars a month to keep these 20 women busy making little crafts and baked goods, and living on 50 cents a day, still in poverty. So, I made a deal with the women. I said, "Look, we get rid of the charity side, and we run this as a business and I'll help you." They nervously agreed. I nervously started, and, of course, things are always harder than you think they're going to be.
その時から私は 言葉の持つ力を理解し始めました 呼び名によって 私達は 彼らから距離を作り 彼らを小さく見せているのです またそのパン屋がビジネスなどではなく 善意ある人による古典的な慈善事業であることを知りました その人は月600ドルを出資して これらの女性に工芸品や焼き菓子などを作らせ 1日50セントを支払いますが 彼女達は貧しいままです 私は彼女達と取引をしました「慈善はやめて 事業としてやりましょう 私が手伝うから」と 彼女らは不安そうに同意し 私も不安ながら始め もちろん 物事は予想したよりも大変でした
First of all, I thought, well, we need a sales team, and we clearly aren't the A-Team here, so let's -- I did all this training. And the epitome was when I literally marched into the streets of Nyamirambo, which is the popular quarter of Kigali, with a bucket, and I sold all these little doughnuts to people, and I came back, and I was like, "You see?" And the women said, "You know, Jacqueline, who in Nyamirambo is not going to buy doughnuts out of an orange bucket from a tall American woman?" And like -- (Laughter) -- it's a good point.
最初に セールスチームが必要だと思い 私達は明らかに「Aチーム」ではないので 私がトレーニングを引き受けました 典型的な例は 手本を見せようと 私がバケツをもって キガリの繁華街ニャマランボーに乗り込んだ時の事 バケツに入ったドーナッツを全部売って 戻って 彼女達に「ほらね?」と言ったら 「あのねジャクリン ニャマランボーの誰が 背の高いアメリカ人女性に オレンジのバケットから差し出されたドーナッツを買わないと思う?」と言われ (笑い)たしかに そうね
So then I went the whole American way, with competitions, team and individual. Completely failed, but over time, the women learnt to sell on their own way. And they started listening to the marketplace, and they came back with ideas for cassava chips, and banana chips, and sorghum bread, and before you knew it, we had cornered the Kigali market, and the women were earning three to four times the national average. And with that confidence surge, I thought, "Well, it's time to create a real bakery, so let's paint it." And the women said, "That's a really great idea." And I said, "Well, what color do you want to paint it?" And they said, "Well, you choose." And I said, "No, no, I'm learning to listen. You choose. It's your bakery, your street, your country -- not mine." But they wouldn't give me an answer. So, one week, two weeks, three weeks went by, and finally I said, "Well, how about blue?" And they said, "Blue, blue, we love blue. Let's do it blue." So, I went to the store, I brought Gaudence, the recalcitrant one of all, and we brought all this paint and fabric to make curtains, and on painting day, we all gathered in Nyamirambo, and the idea was we would paint it white with blue as trim, like a little French bakery. But that was clearly not as satisfying as painting a wall of blue like a morning sky.
それから すべてがアメリカ式でした 競争 チームと個人 すべて失敗しました でも 徐々に 彼女達は 独自の方法で売ることを学んでいきました そして 市場に耳を傾けるようになり キャッサバやバナナチップ そしてソルガムパンといった アイデアを持って帰ってくるようになり 瞬く間に キガリマーケットの一角を占め 国民平均の3倍から4倍の収入を得るようになりました 自信がついたところで 本物のパン屋を仕立てようと 色を塗りましょうと提案すると「それは素敵なアイデアだわ」と彼女達 私が「じゃあ 何色に塗りましょうか?」と聞くと 彼女達は「あなたが決めて」と言い 私は「だめよ あなた達のパン屋なんだから あなた達が決めて」と言いましたが 彼女らは意見を聞かせてくれません そうやって 1週間 2週間 3週間が過ぎ 最後に私が「じゃあ、青はどう?」と聞くと 「青は大好きだわ 青にしましょう」 私は メンバー中のでも 強情者のゴダンスと一緒に店に行き 塗料とカーテンを作るための布を仕入れました 塗装の日 皆でニャマランボーに集まり 白地に青の縁取りと フランス風のパン屋に仕立てるつもりが 物足りず 朝の青空のように真っ青に塗りました
So, blue, blue, everything became blue. The walls were blue, the windows were blue, the sidewalk out front was painted blue. And Aretha Franklin was shouting "R-E-S-P-E-C-T," the women's hips were swaying and little kids were trying to grab the paintbrushes, but it was their day. And at the end of it, we stood across the street and we looked at what we had done, and I said, "It is so beautiful." And the women said, "It really is." And I said, "And I think the color is perfect," and they all nodded their head, except for Gaudence, and I said, "What?" And she said, "Nothing." And I said, "What?" And she said, "Well, it is pretty, but, you know, our color, really, it is green." And -- (Laughter)
すべて真っ青 壁は青 窓も青 前の歩道も青 アレサ・フランクリンの 「リスペクト」を流し 彼女達の腰は音楽に揺れ 子供達はブラシを奪い合い 本当に楽しそうでした 終わったとき 道をはさんで 仕上がりを眺めながら 私が「とっても綺麗」と言うと 彼女達も「本当にそうね」 そして私が「完璧な色よね」と言うと ゴダンス以外の皆がうなずき 私が「どうしたの?」と聞くと 「べつに」と彼女 私がしつこく「なんなの?」聞くと 彼女「素敵だけど、私達の色は本当は緑なの」 (笑い)
-- I learned then that listening isn't just about patience, but that when you've lived on charity and dependent your whole life long, it's really hard to say what you mean. And, mostly because people never really ask you, and when they do, you don't really think they want to know the truth. And so then I learned that listening is not only about waiting, but it's also learning how better to ask questions.
聞くことは忍耐のみではないことを学びました チャリティーに依存しながら生きる人生で 自分がどう思うかを言うのは難しいことです まず 誰も意見を聞かないし 聞いても 本当のことに興味はないでしょう この経験で私は 聞くことは待つことではなく いかに 上手く質問するかということだと学びました
And so, I lived in Kigali for about two and a half years, doing these two things, and it was an extraordinary time in my life. And it taught me three lessons that I think are so important for us today, and certainly in the work that I do. The first is that dignity is more important to the human spirit than wealth. As Eleni has said, when people gain income, they gain choice, and that is fundamental to dignity. But as human beings, we also want to see each other, and we want to be heard by each other, and we should never forget that. The second is that traditional charity and aid are never going to solve the problems of poverty.
こうして私は キガリで2年半過ごしました それは 素晴らしい経験でした そして私に3つの教訓を与えてくれました 今日の私達にとって大切な教訓です 特に私の仕事において 最初に 人間の精神にとって大切なのは富よりも尊厳です エレーナが言ったように 収入を得たとき 人は選択肢を得ます それが尊厳の基本です しかし私達は 互いに会いたい 互いに聞いて欲しいと願う 人間であることも 忘れてはなりません 2つめは 従来のチャリティーやエイドでは 貧困問題の解決にはならないということ
I think Andrew pretty well covered that, so I will move to the third point, which is that markets alone also are not going to solve the problems of poverty. Yes, we ran this as a business, but someone needed to pay the philanthropic support that came into the training, and the management support, the strategic advice and, maybe most important of all, the access to new contacts, networks and new markets. And so, on a micro level, there's a real role for this combination of investment and philanthropy. And on a macro level -- some of the speakers have inferred that even health should be privatized. But, having had a father with heart disease, and realizing that what our family could afford was not what he should have gotten, and having a good friend step in to help, I really believe that all people deserve access to health at prices they can afford. I think the market can help us figure that out, but there's got to be a charitable component, or I don't think we're going to create the kind of societies we want to live in.
アンドルーがすでに詳しく語っているので 3つめに行きます それは マーケットのみでも 貧困問題を解決できないということです 私達はこれをビジネスとして運営していますが トレーニングや経営支援 戦略アドバイスを得るには 誰かの慈善的援助が必要でした そして たぶん最も大切なのは 新しい取引相手 ネットワーク マーケットへのアクセスです ミクロレベルでは 投資と慈善の連携に 重要な役割があります 一方 マクロレベルでは 健康さえも民営化されるべきと 何人かの講演者が提議しました でも私は 心臓病の父親を持って 家族で賄える分が 必要な費用に満たないことを知り 親しい友人の助けを借りた経験から すべての人が 支払い可能な範囲で健康への アクセス権利を持つべきだと信じます マーケットは 良い方法を教えてくれるでしょう でも それには慈善要素がかかせません でなければ 私達は 自分達が住みたいと思う社会を築けないでしょう
And so, it was really those lessons that made me decide to build Acumen Fund about six years ago. It's a nonprofit, venture capital fund for the poor, a few oxymorons in one sentence. It essentially raises charitable funds from individuals, foundations and corporations, and then we turn around and we invest equity and loans in both for-profit and nonprofit entities that deliver affordable health, housing, energy, clean water to low income people in South Asia and Africa, so that they can make their own choices. We've invested about 20 million dollars in 20 different enterprises, and have, in so doing, created nearly 20,000 jobs, and delivered tens of millions of services to people who otherwise would not be able to afford them.
これらの教訓があって 私は6年前に アキュメン・ファンドを創立することを決めました 貧しい人のための 非営利のベンチャー投資資金です ひと言でいうと少し矛盾してますが 慈善基金を個人 財団 そして企業から募り 集めた資金を 南アジアやアフリカの低所得者に 手が届く範囲で 健康管理 住居 エネルギー 安全な水を提供する 営利または非営利の 事業体に投資や融資を行います 低所得者が自分で選択肢をもてるように 私達は 約2000万ドルを20社に投資することで 2万人の雇用を創出し 何千万というサービスを それまで手が届かなかった人々に提供しました
I want to tell you two stories. Both of them are in Africa. Both of them are about investing in entrepreneurs who are committed to service, and who really know the markets. Both of them live at the confluence of public health and enterprise, and both of them, because they're manufacturers, create jobs directly, and create incomes indirectly, because they're in the malaria sector, and Africa loses about 13 billion dollars a year because of malaria. And so as people get healthier, they also get wealthier.
アフリカでの2つの物語を紹介します 共に サービスに献身的で 市場に詳しい起業家への投資の話です 彼らは 公衆衛生と事業の合流点に生きています 両者とも 製造業者なので 直接職を創出し 間接的に収入を生み出します 両者とも マラリアセクターでの仕事であり アフリカでは年間130億ドルがマラリアによって失われているので 人々の健康と共に 豊かさにも貢献します
The first one is called Advanced Bio-Extracts Limited. It's a company built in Kenya about seven years ago by an incredible entrepreneur named Patrick Henfrey and his three colleagues. These are old-hand farmers who've gone through all the agricultural ups and downs in Kenya over the last 30 years. Now, this plant is an Artemisia plant; it's the basic component for artemisinin, which is the best-known treatment for malaria. It's indigenous to China and the Far East, but given that the prevalence of malaria is here in Africa, Patrick and his colleagues said, "Let's bring it here, because it's a high value-add product." The farmers get three to four times the yields that they would with maize.
最初の会社は アドバンス・バイオ・エクストラクト社(ABE) 有能な企業家パトリック・ヘンフレイと3人の同僚が 7年ほどまえにケニアに設立しました 彼らは 過去30年において 農業の浮き沈みをすべて体験した ベテランの農業家達です 現在 アルテミシア(キク科ヨモギ属)を生産しています アルテミシアは 中国や極東に原生し マラリアの治療薬として知名度の高い アルテミニシンの主要成分です パトリック達は アフリカでのマラリアの有病率の高さと その付加価値の高さを考慮し アフリカで育てることにしました 農家はトウモロコシに比べ 3-4倍の収穫を得られます
And so, using patient capital -- money that they could raise early on, that actually got below market returns and was willing to go the long haul and be combined with management assistance, strategic assistance -- they've now created a company where they purchase from 7,500 farmers. So that's about 50,000 people affected. And I think some of you may have visited -- these farmers are helped by KickStart and TechnoServe, who help them become more self-sufficient. They buy it, they dry it and they bring it to this factory, which was purchased in part by, again, patient capital from Novartis, who has a real interest in getting the powder so that they can make Coartem. Acumen's been working with ABE for the past year, year and a half, both on looking at a new business plan, and what does expansion look like, helping with management support and helping to do term sheets and raise capital. And I really understood what patient capital meant emotionally in the last month or so. Because the company was literally 10 days away from proving that the product they produced was at the world-quality level needed to make Coartem, when they were in the biggest cash crisis of their history.
寛容な資本 つまり彼らが前もって募ったお金を使い -- これは 市場収益率を下回るのに 長期に渡る投資を喜んで行い 経営や戦略の支援も行う資本です -- 7500の農家から仕入れる企業を作りました この影響は5万人に及びます 訪問された方もいると思いますが これらの農家はキックスタートとテクノサーブが 自給率をあげる手伝いをしています 彼らは アルテミシアを農家から買い上げ 乾燥させ 工場に運びます 工場の購入資金は マラリア治療薬Coartemの 原料確保に熱心な 製薬会社ノバルティスの 寛容な資本も充てられました アキュメンは過去一年半にわたってABEと一緒に働き 共に 新しい事業計画や 拡張計画を見たり 経営支援を提供したり 投資条件の作成や資金調達の支援を行っています そして 私が寛容な資本の意味を心から理解したのは ほんの 先月あたりのことでした 彼らの生産する製品が 治療薬Coartemにふさわしい高品質であることを 証明できるまであと10日 となった時 会社は 最大の財政難に直面していました
And we called all of the social investors we know. Now, some of these same social investors are really interested in Africa and understand the importance of agriculture, and they even helped the farmers. And even when we explained that if ABE goes away, all those 7,500 jobs go away too, we sometimes have this bifurcation between business and the social. And it's really time we start thinking more creatively about how they can be fused. So Acumen made not one, but two bridge loans, and the good news is they did indeed meet world-quality classification and are now in the final stages of closing a 20-million-dollar round, to move it to the next level, and I think that this will be one of the more important companies in East Africa.
私達は知っているすべての社会投資家に連絡し かれらの中にはアフリカに大変興味を持ち 農業の大切さを理解して 農家にも助けを差し伸べました もし ABEが倒産すれば 7500人が職をなくすと説明しても ビジネスと社会性の分岐点に立たされることがあります これらをどう結合させるかもっと独創的に考えるべきです アキュメンは 2つの つなぎ融資をしました 嬉しい事に 彼らは世界レベルの品質を認められ 次の段階に進む為の 2千万ドルの調達交渉の最終段階に来ています ABEは 東アフリカで最も重要な会社の一つです
This is Samuel. He's a farmer. He was actually living in the Kibera slums when his father called him and told him about Artemisia and the value-add potential. So he moved back to the farm, and, long story short, they now have seven acres under cultivation. Samuel's kids are in private school, and he's starting to help other farmers in the area also go into Artemisia production -- dignity being more important than wealth.
これが サミュエル 彼は農業家です 実はキベラのスラムに住んでいました 彼の父親がアルテミシアについて語ったとき 彼は農家に戻り 現在では 7エーカーの土地を耕作中です サミュエルの子供達は私立学校に通い 周辺農家へのアルテミシア参入の手助けをしています 尊厳は富よりも大切です
The next one, many of you know. I talked about it a little at Oxford two years ago, and some of you visited A to Z manufacturing, which is one of the great, real companies in East Africa. It's another one that lives at the confluence of health and enterprise. And this is really a story about a public-private solution that has really worked. It started in Japan. Sumitomo had developed a technology essentially to impregnate a polyethylene-based fiber with organic insecticide, so you could create a bed net, a malaria bed net, that would last five years and not need to be re-dipped.
次のケースは 2年前にオックスフォードで少し話しました AtoZ社です 訪問された方もいるでしょう 東アフリカの偉大な企業のひとつで 公衆衛生と事業の合流点にいるもう一つの会社です これは 官民協働による解決策が上手く機能した 実例と言えます 始まりは日本でした 住友化学がポリエチレン樹脂から出来た繊維に 有機殺虫剤を練りこむ技術を開発し それで ベットカーテンをつくれば 蚊帳として5年の防虫効果があります
It could alter the vector, but like Artemisia, it had been produced only in East Asia. And as part of its social responsibility, Sumitomo said, "Why don't we experiment with whether we can produce it in Africa, for Africans?" UNICEF came forward and said, "We'll buy most of the nets, and then we'll give them away, as part of the global fund's and the U.N.'s commitment to pregnant women and children, for free." Acumen came in with the patient capital, and we also helped to identify the entrepreneur that we would all partner with here in Africa, and Exxon provided the initial resin.
でもアルテミニシンと同じく 東アジアでの生産のみでしたが 社会責任の一貫として 「アフリカ用のものはアフリカで生産しよう」 と住友が言い ユニセフが「私達が蚊帳を買って 世界基金の一部で 国連の妊婦 子供への貢献の一貫として 無料配布しましょう」と申し出ました アキュメンは寛容な資本で参入し アフリカで パートナーシップを組める 起業家探しを手伝い エクソンが最初の樹脂を提供しました
Well, in looking around for entrepreneurs, there was none better that we could find on earth than Anuj Shah, in A to Z manufacturing company. It's a 40-year-old company, it understands manufacturing. It's gone from socialist Tanzania into capitalist Tanzania, and continued to flourish. It had about 1,000 employees when we first found it. And so, Anuj took the entrepreneurial risk here in Africa to produce a public good that was purchased by the aid establishment to work with malaria.
起業家を探していた時 AtoZ社のアヌージュ・シャーが 最適だと思いました AtoZ社は 40年の歴史を持ち 製造業に精通しています 社会主義から資本主義のタンザニアへ移行し 繁栄を続けています 最初に訪れた時は 1000人の従業員を雇っていま した こうして アヌージュは アフリカで マラリア撲滅を促進するエイド機関のため 公共財を生産する 起業家リスクを請負ました
And, long story short, again, they've been so successful. In our first year, the first net went off the line in October of 2003. We thought the hitting-it-out-of-the-box number was 150,000 nets a year. This year, they are now producing eight million nets a year, and they employ 5,000 people, 90 percent of whom are women, mostly unskilled. They're in a joint venture with Sumitomo. And so, from an enterprise perspective for Africa, and from a public health perspective, these are real successes.
彼らは成功しています 最初の蚊帳が作られた 2003年の10月 当初は年間15万枚を予想していました 今年の生産は年間800万枚になります 5千人を雇用し 90パーセントが未熟練女性です 住友とジョイントベンチャーで アフリカにおける事業の視点と 公共衛生の視点 両方から 成功といえます
But it's only half the story if we're really looking at solving problems of poverty, because it's not long-term sustainable. It's a company with one big customer. And if avian flu hits, or for any other reason the world decides that malaria is no longer as much of a priority, everybody loses. And so, Anuj and Acumen have been talking about testing the private sector, because the assumption that the aid establishment has made is that, look, in a country like Tanzania, 80 percent of the population makes less than two dollars a day. It costs, at manufacturing point, six dollars to produce these, and it costs the establishment another six dollars to distribute it, so the market price in a free market would be about 12 dollars per net. Most people can't afford that, so let's give it away free. And we said, "Well, there's another option. Let's use the market as the best listening device we have, and understand at what price people would pay for this, so they get the dignity of choice. We can start building local distribution, and actually, it can cost the public sector much less."
でも貧困撲滅の視点から見ればまだ 道半ばです ひとつの大顧客に頼っているため 長期的に持続可能ではありません もし鳥インフルエンザでも流行しようものなら 世界はマラリアどころではなくなり すべてが水の泡です アヌージュとアキュメンは 民間部門への試みを話し合いました エイド機関の仮定では タンザニアのような国は 国民の80パーセントが1日2ドル以下で生活しており 蚊帳の生産コストは 1枚6ドル 流通網の設立にまた6ドルかかるので 自由市場での市場価格は1枚12ドルになります 手が届かない値段です だから無料配布 となりますが 私達は言いました「他の選択肢があります 顧客の声を聞く手段として市場を活用してみましょう 選択する誇りを得るために 買い手がいくら払うかを理解しましょう 現地に流通網を作るすることもできますし 公共部門にとっても安くつきます」
And so we came in with a second round of patient capital to A to Z, a loan as well as a grant, so that A to Z could play with pricing and listen to the marketplace, and found a number of things. One, that people will pay different prices, but the overwhelming number of people will come forth at one dollar per net and make a decision to buy it. And when you listen to them, they'll also have a lot to say about what they like and what they don't like. And that some of the channels we thought would work didn't work. But because of this experimentation and iteration that was allowed because of the patient capital, we've now found that it costs about a dollar in the private sector to distribute, and a dollar to buy the net. So then, from a policy perspective, when you start with the market, we have a choice. We can continue going along at 12 dollars a net, and the customer pays zero, or we could at least experiment with some of it, to charge one dollar a net, costing the public sector another six dollars a net, give the people the dignity of choice, and have a distribution system that might, over time, start sustaining itself.
そして AtoZ社に 二度目の寛容な資本を融資して A to Z が価格設定に幅を持たせられるよう 助成金も出し 市場調査を初めて いろんな事を知りました まずは 人によって払ってもいいと思う価格が違うこと それでも 1枚1ドルだったら買う決断を下す という人がほとんどでした 彼らは他に趣向についても 沢山意見を聞かせてくれました 最初に大丈夫と踏んだルートが駄目だったこともありましたが 実験的なおかつ 反復的な試みが 寛容な資本には許されるので やっと 民間部門での流通コストが一ドルで そして 購入価格は1枚1ドルと知りました 方針上 市場にでれば 選択肢があります 1枚12ドルで 顧客からお金を受け取らないか 実験的に顧客に1ドル請求して 公共部門には6ドルの負担で抑えるか 人々に選択の尊厳をあたえ 流通システムは 将来的に自立していくかもしれません
We've got to start having conversations like this, and I don't think there's any better way to start than using the market, but also to bring other people to the table around it. Whenever I go to visit A to Z, I think of my grandmother, Stella. She was very much like those women sitting behind the sewing machines. She grew up on a farm in Austria, very poor, didn't have very much education. She moved to the United States, where she met my grandfather, who was a cement hauler, and they had nine children. Three of them died as babies. My grandmother had tuberculosis, and she worked in a sewing machine shop, making shirts for about 10 cents an hour. She, like so many of the women I see at A to Z, worked hard every day, understood what suffering was, had a deep faith in God, loved her children and would never have accepted a handout. But because she had the opportunity of the marketplace, and she lived in a society that provided the safety of having access to affordable health and education, her children and their children were able to live lives of real purpose and follow real dreams.
私達はこう話を進めるべきです マーケットを有効利用するのが一番です また 他の人を引き込むことも大事です AtoZ社へ行くたびに 私の祖母ステラのことを思います 彼女は ミシンの後ろに座っている女性達によく似ています 彼女はオーストリアの農家で育ち 貧乏でした 教育もあまりうけていません 彼女は合衆国に来て セメント運搬業者の 祖父と知合い 9人の子供を授かりますが 3人は赤ん坊のうちに死亡 結核を患い 裁縫店で働き 1時間10セントでシャツをつくっていました 彼女や AtoZ社 のほとんどの女性は 毎日必死で働き 苦難を知っています 信仰深く 子供を愛し 施しは絶対受け取りません でもそれは 市場での機会があったからです 安全な社会で生活し 健康や教育へのアクセスもありました 彼女の子供や孫は 目的を持って 夢に向かって生きることができます
I look around at my siblings and my cousins -- and as I said, there are a lot of us -- and I see teachers and musicians, hedge fund managers, designers. One sister who makes other people's wishes come true. And my wish, when I see those women, I meet those farmers, and I think about all the people across this continent who are working hard every day, is that they have that sense of opportunity and possibility, and that they also can believe and get access to services, so that their children, too, can live those lives of great purpose. It shouldn't be that difficult. But what it takes is a commitment from all of us to essentially refuse trite assumptions, get out of our ideological boxes. It takes investing in those entrepreneurs that are committed to service as well as to success. It takes opening your arms, both, wide, and expecting very little love in return, but demanding accountability, and bringing the accountability to the table as well. And most of all, most of all, it requires that all of us have the courage and the patience, whether we are rich or poor, African or non-African, local or diaspora, left or right, to really start listening to each other. Thank you. (Applause)
私の兄弟姉妹や 従兄弟達を見渡しても そのような人は沢山います 教師や音楽家 ヘッジファンドのマネージャー デザイナー 姉妹の1人は他人の願いをかなえ 私の願いは 毎日一生懸命働く これらの女性や 農家の人々に会ったとき また大陸のすべての人を思うとき 彼らが 子供達が偉大な目的を持って生きるという 機会と可能性を感じ 確信を持って サービスを利用することです そんなに難しいことではないはずです でも 私達全員の貢献が必要です 陳腐な仮説を信じないこと 馬鹿げた思い込みから抜け出ること サービスに そして成功に全力を傾ける起業家に 投資をすること 両腕を大きく広げて 見返りを期待せず 説明責任を要求する そして皆に説明責任を果たす 一番大事なのは 私達皆が勇気と忍耐を持つこと 貧富の差 アフリカ人かどうか 地元民か移民か 右か左か 関係なく 本当にお互いの話を聞くこと ありがとうございました (拍手)